CP For Covid&EREID

TABLE OF CONTENTS
INTRODUCTION.............................................................................................................................1
DEFINITION OF TERMS.................................................................................................................3
ACRONYMS....................................................................................................................................8
OVERVIEW OF CONTINGENCY PLANNING..............................................................................10

Definition of Contingency Planning................................................................................................10
References of Contingency Planning............................................................................................10
Importance of Contingency Planning.............................................................................................12
Stakeholders involved in Contingency Planning...........................................................................13
Common Myths and Facts on Contingency Planning...................................................................15
FORMULATING THE CONTINGENCY PLAN.............................................................................16

Chapter I. Background...................................................................................................................17
Chapter II. Goal and Objectives....................................................................................................18
Chapter III. Response Arrangements............................................................................................19
Chapter IV. Activation....................................................................................................................23
Annexes.........................................................................................................................................26
CONTINGENCY PLANNING FORMS..........................................................................................28

CP Form 1: Hazard Analysis.........................................................................................................28
CP Form 2: Anatomy of the Hazard..............................................................................................31
CP Form 3A: Scenario Generation for Natural Hazard.................................................................33
CP Form 3B: Scenario Generation for Human-Induced Hazard...................................................34
CP Form 4A: Affected Population..................................................................................................38
CP Form 4B: Breakdown of Affected Population..........................................................................40
CP Form 5: Cluster Identification...................................................................................................42
CP Form 6: Response Activities....................................................................................................44
CP Form 7: Resource Inventory....................................................................................................46
CP Form 8: Resource Projection...................................................................................................48
CP Form 9: Resource Gap Summary............................................................................................50
CP Form 10: Emergency Operations Center................................................................................52
CP Form 11: Incident Command System......................................................................................55
FREQUENTLY ASKED QUESTIONS..........................................................................................58
REFERENCES..............................................................................................................................62
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). 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 for the National Disaster Coordinating Council
(NDCC). One of the significant activities under this program was the publication of “Contingency Planning for Emergencies: A Manual for Local Government
Units,” which was the product of the CP workshop held in Mindanao. Through the following years, contingency planning gained attention not only in managing
displaced population but also in handling emergencies. Hence, CP was rolled out to other parts of the country and has gained an important role, not only as a
preparedness plan for human- induced hazards, but also as a disaster reduction strategy.
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 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.
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 (CP): 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.
Crisis: also known as emergency; a threatening condition that requires urgent action or response
Crisis Management (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.
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.
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.
ACRONYMS
CBMS: 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
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
SFDRR: Sendai Framework for Disaster Risk Reduction
SOP: Standard Operating Procedure
SUC: Schools, Universities, and Colleges
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
OVERVIEW OF CONTINGENCY PLANNING
Definition of 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.”
References of Contingency Planning
At the international level, the conduct of CP is our commitment to the Sendai Framework for Disaster Risk Reduction (SFDRR) 2015-2030. Specifically, in
Paragraph 33, Priority 4 of the Framework, it states that “…national and local governments shall prepare or review and periodically update disaster preparedness
and contingency policies, plans and programs…”
The conduct of CP in 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.”
Recognizing the need to develop contingency plans for both natural and human-induced hazards, it is indicated in 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.”
Further, under the NDRRM Plan 2011 – 2028, Thematic Area 2: Disaster Preparedness, Outcome 10, it is also indicated that there shall be “Developed and
implemented comprehensive national and local preparedness and response policies, plans, and systems.”
The formulation 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
 RA 11292: The Seal of Good Local Governance Act of 2019
 DILG Operation Listo
Importance of Contingency Planning

It is a common fact that disasters exist in the Philippines primarily because of its geographic location within the Pacific Ring of Fire and Pacific Typhoon Belt. The
Philippines is currently the 9th country at risk to disasters worldwide, based on the World Risk Index Report 2019.
For a disaster prone country like the Philippines, 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.
 It contributes to enhancing coordination and networking 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.
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 tropical cyclones, 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, garbage
avalanche, crimes, bombing, terrorist acts and armed conflict situations
 Planned events and high density population gatherings such as fiestas, concerts, anniversaries, conferences, etc.
 Shortages of resources, food or other commodities
 Epidemic or outbreak of serious health problems
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 CP. In other words, the moment we have
projected a disaster or an incident, we should start formulating the CP now. As rule of thumb, “It is better to plan when it is not needed, than not to have planned
when it was necessary.”
Further, there should only be one CP for every hazard. If various kinds of hazards exist, CPs must be formulated for each. If there are secondary hazards resulting
from one specific hazard, these must be specified in one CP as part of the scenario generation.
Stakeholders involved in Contingency Planning
The process of contingency planning becomes most effective when it is participatory and collaborative, i.e., it involves the individuals, offices or agencies
concerned who will work together in the event of an emergency.
Practically speaking, all government and private entities are the stakeholders involved in conduct of contingency planning and have the responsibility to formulate
their CPs. Specifically, here are the stakeholders involved in contingency planning across all levels of governance:
Local DRRM Officers (focal persons in DRRM)
Sanggunian members
Representatives of local committees
Member offices of the Local DRRMC
Member offices of the local CMC

Stakeholders at
the Technical experts (to help in risk assessment and provide other
technical information) such as:
Local Level
 PAGASA for hydro-meteorological hazards
(Provincial/ City/  PHIVOLCS for geological hazards
Municipal/  MGB for rain-induced landslides
Barangay)  DOH for health-related hazards
 CCC for climate-related hazards
 PNP for security-related hazards
 AFP for armed conflict situations
 NICA and ATC for terrorist-related hazards
National government agencies operating at the local level
CSOs, private sector groups and individuals offering augmentation

Common Myths and Facts on 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 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.
CP process is too tedious. Just give us a CP is not like any other plan. Multi-stakeholder
template for us to fill-in on our own. involvement and technical expertise are
needed.
FORMULATING THE CONTINGENCY PLAN
Chapter I
Background
A. Introduction
 LGU PROFILE
Municipality of Basud lies on the southernmost point of Camarines Norte, bounded by mountains that separate the province from the Province of Camarines Sur. It
is situated at 122’57.34 longitude and 14’04 latitude. On the western boundary is the municipality of San Lorenzo Ruiz, while on the northern portion is bounded by
the municipalities of Daet and Mercedes, and the shore of San Miguel bay on the eastern portion. Basud is five (5) kilometers away from Daet, the capital town of
Camarines Norte. It is 362 kilometers south of Manila and 94 kilometers north of Naga City. It is 193 kilometers away from Legazpi City. Basud is composed of 29
barangays after Poblacion was divided into two barangays on June 6, 1988, named as Poblacion I and Poblacion II. Ten (10) barangays including Poblacion 2 are
spread along the National Highway, while ten (10) barangays are accessible via three (3) provincial roads. It can also be noted that out of 29 barangays, two (2)
are along the coast of San Miguel Bay, namely: Barangay Mangcamagong and Barangay Taba-taba.
Respective land areas of the 29 barangays of Basud are shown in Table 1. It can be seen that Barangay San Pascual has the biggest land area with 9,143.59
hectares which occupies 35.13% of the municipality’s total land area. Poblacion 2 is the smallest barangay with only 106.42 hectares or 0.41% of total area of
Basud. In the municipality, 5 barangays are considered urban, namely Bactas, Poblacion 1, Poblacion 2, Matnog and San Felipe. The urban barangays comprise
6.24% of the municipality’s total land area which is equivalent to 1,628.67 hectares. The 24 rural barangays with aggregate area of 24,399.33 hectares comprise
93.73% of the total area of Basud.
Table 1. LAND AREA BY MUNICIPALITY

BARANGAY LAND AREA (has) PERCENT SHARE OF
LAND AREA
URBAN
1. Bactas 283.58
SHARE TO 1.09
2. Matnog SHARE TO OTHER REGIONAL
486.80 1.87
LAND AREA SHARE TO PH TOTAL
MUNICIPALITY
3. Poblacion 1 TOTAL
MUNICIPALITIES 108.41 0.42
(Has.) LAND AREA (%)
(%) LAND
4. Poblacion 2 106.42
AREA (%) 0.41
5. San Felipe
1. Basud 26,028.00 11.22 643.46 1.46 2.47
0.0087
2. Capalonga
RURAL 29,000.00 12.50 1.63 0.0097
3. Daet
6. Angas 4,600.00 1.98 599.41 0.26 0.0015
2.30
4. Jose Panga 21,444.00 9.24 1.20 0.0071
7. Binatagan
niban 1,196.34 4.60
8. Caayunan
5. Labo 58,936.00 25.40 193.24 3.30 0.74
0.0196
6. Mercedes
9. Guinatungan 17,369.00 7.49 650.28 0.97 0.0058
2.50
7. Paracale
10. Hinampacan 19,790.00 8.53 143.91 1.11 0.0066
0.55
8. San Lorenz 11,937.00 5.14 0.67 0.0040
11. Langga 403.34 1.55
o Ruiz
12. Laniton
9. San Vicent 5,749.00 2.48 458.68 0.32 1.76
0.0019
e 13. Lidong 749.07 2.88
10. Sta, Elena
14. Mampili 19,935.00 8.59 218.31 1.12 0.0066
0.84
11. Talisay 3,076.00 1.33 0.17 0.0010
15. Mandazo 460.90 1.77
12. Vinzons 14,143.00 6.10 0.79 0.0047
16. Mangcamagong232,007.00
CAMARINES 100.00 314.8913.00 1.21
0.0773
NORTE
17. Manmuntay 495.64 1.90
BICOL REGIO
18. Mantugawe 1,784,077.00 202.10 0.5947
0.78
N
19. Mocong
PHILIPPINES 300,000,000.00 182.52 0.70
20. Oliva 877.83 3.37 Source: CDP
21. Pagsangahan 692.83 2.67
Table 2. LAND AREA BY 22. Pinagwarasan 366.33 1.29 BARANGAY
23. Plaridel 696.45 2.68
24. San Jose 945.83 3.63
25. San Pascual 9,143.59 35.13
26. Taba-taba 167.65 0.64
27. Tacad 436.50 1.68
28. Taisan 599.75 2.30
29. Tuaca 4,233.93 16.27
Source: CDP
TOPOGRAPHY
Majority of the total land area of Basud has an elevation of below 100 meters above sea level. Barangays with an elevation of 100 to 300 and above has a
total area of 6,082.48 hectares which are mostly part of Lidong, Oliva, Plaridel, Tuaca and San Pascual while 3.73 hectares has an elevation of 500 to 1,000 found
in Mt. Cone and Mt. Balagbag.
CLIMATE
Camarines Norte generally belongs to Type II climate which has no dry season and with pronounced maximum rains from November to January. The hottest
period is the summer months of April to June wherein the average highest temperature is during the month of May. The coolest months in the province are
December and January. PAGASA studies showed that the amount of rainfall in the province increases from October and maximizes during the month of
December which is caused by tropical cyclones.
BODIES OF WATER
Fresh Water. There are two (2) major rivers in Basud that are of great importance in the province, namely, the Pagsangahan–Basud, and Labo–Bosigon Rivers.
The Pagsangahan-Basud River is situated on the eastern side of the province. Its tributaries originate from the peak of Mt. Labo and meander in the northeastern
direction passing through the municipality of Basud, and discharge its flow to Canimog Pass. The Daet River where a diversion dam was constructed for irrigation
also contributes its flow to the Basud-Pagsangahan River. These two rivers are the major source of irrigation water in the agricultural production areas of the
municipality, and contribute to tourism potentials of the municipality.
Marine Water. There are two coastal barangays in the municipality of Basud, namely Mangcamagong and Taba-taba. The total stretch of the coastline along
these two barangays measures 5,071.41 meters, and along these coasts covers 664.765 hectares of marine waters.
The municipal government has jurisdiction over the municipal waters as defined under Republic Act 8550 known as “An Act Providing for the Development,
Management and Conservation of the Fisheries and Aquatic Resources, Integrating All Laws Pertinent Thereto, and for Other Purposes”.
In addition to national laws, the municipality has existing local ordinances that help protect the marine resources thereat.
There is also the local Fisheries Resources Management Council that helps the LGU in protecting and managing these marine areas in the municipality of Basud.
MOUNTAINS
Basud has a large tract of land composed of high mountains, rugged and rolling hills that gradually descend to the lowlands and a portion to the coast of San
Miguel Bay. This terrain has two (2) insurmountable mountains known as “Manrisikrisik” with an elevation of 360.8 feet above sea level, while the other is
“Balagbag” which is 328 feet above sea level. On the other side of Mount Balabag is the province of Camarines Sur, the same lying lengthy towards the sea. The
Balagbag Mountain is 26 kilometers away from the Poblacion. So with Manrisikrisik with a distance of 12 kilometers.The elevation of the town proper is 32 feet
above sea level. Small streams originating from the highlands that slowly flow to the lowlands forming Caayunan and Pagsangahan rivers form the Basud River
bordering the northern portion of the municipality, while the Bactas River borders, the southern part.
DEMOGRAPHY
 POPULATION AND GROWTH RATE
Total Population. Based on the 2020 Census of Population by the Philippine Statistics Authority (PSA), the population of Basud, Camarines Norte was 45,133.
San Felipe contributed as the most populated barangay with 3,992 individuals while the least populated was barangay Binatagan with 453 individuals.
Population Growth Rate. The population growth rate of the municipality, based on the last four (4) censal years of 2000 and 2020, which recorded as 1.20, 1.38,
2.03 ad 1.69 percent.
With this growth rate, the time required for the population of Basud to double itself (doubling time) is after 43 years.
Table 3
Total Population of the Municipality
as of May 1, 2020
Province, City, Municipality, Total
and Barangay Population
CAMARINES NORTE 629,699
BASUD 45,133
Angas 1,483
Bactas 2,005
Binatagan 453
Caayunan 1,444
Guinatungan 864
Hinampacan 792
Langa 974
Laniton 1,888
Lidong 456
Mampili 1,400
Mandazo 903
Mangcamagong 1,532
Manmuntay 824
Mantugawe 1,307
Matnog 3,967
Mocong 1,013
Oliva 952
Pagsangahan 1,418
Pinagwarasan 1,277
Plaridel 1,206
Poblacion 1 3,639
San Felipe 3,992
San Jose 1,162
San Pascual 1,847
Taba-taba 671
Tacad 1,226
Taisan 1,597
Tuaca 2,089
Poblacion 2 2,752
Table 3. Total Population of Basud, Camarines Norte 2020
Source: Philippine Statistics Authority (PSA)
Table 4
POPULATION AND ANNUAL GROWTH RATES OF THE MUNICIPALITY
2000, 2010, 2015, AND 2020
POPULATION GROWTH
REGION, TOTAL POPULATION RATE
PROVINCE, (in percent)
AND CITY/ 201
2010
MUNICIPALI 01-May- 01-May- 01-Aug- 01-May- 2000- 0- 2015-
-
TY 00 10 15 20 2010 201 2020
2020
5
BASUD 33,885 38,176 41,017 45,133 1.20 1.38 2.03 1.69
Source: Philippine Statistics Authority(formerly NSO)
School Age Population. The school-age population ranges from age 5-24 years old wherein 5-12 years old is mostly in elementary level; 13-18 years old
are in high school and 19-24 years old are in tertiary. This is in consideration to the K-12 program of DepEd. Basing from the projected sex and age
distribution in Table 4, the total number of school-age population on the municipality of Basud in Year 2015 is 17,418 or 42.46% of the total population. Out
of this total, 9,036 are male and 8,382 are female.
Dependent Population. On Age Dependency Ratio, the data shows that the Total Dependency Ratio of the municipality is 69.67% comprising of 14,698
young dependents (0-14 years old) or 60.8% young dependency ratio and 2,144 old dependents (65 years old and above) or 8.9% old dependency ratio.
Population Density
Population density of the municipality based on year 2015 is around 158 persons per square kilometer considering the population and land area. But
considering arable lands or area of A & D of the municipality which constitutes 58.74% or 15,288.18 hectares, the net population density is 268 persons per
square kilometer.
Peace and Order Situation: Protective services in the municipality include police and fire protection services with one (1) main headquarters and an outpost in
the municipal ground. The fire protection service includes a fire truck, an office in the municipal compound with seven (7) personnel. PNP Basud has forty-three
(43) uniformed personnel and four (4) non-uniformed personnel as of first quarter of 2021.
Basud is generally a peaceful municipality with minimal crimes committed per year. 2020 data of the PNP shows that there are 40 Peace and Order index and
non-index crimes which was decreased from 61 and 50 index crimes in years 2019 and 2018. For Public Safety Index crimes, 83 was recorded in year 2020 which
shows a decrease from the recorded 109 index crimes in year 2019 and 105 in year 2018.
As per report from the PNP, average monthly crime rate for the last 3 years was 33.77% in 2016; 30.83% in 2017 and 33.97% in 2018, respectively.
TABLE 5. Crime Volume For the Last 3 Years FIGURE 1. Crime Volume for the Last 3 Years (2018-2020)
CY 201 CY 201 CY 202 155 170
Crime Volume 123
8 9 0
200
Peace & Order (Index & 100
50 61 40
Non-Index Crime) 0
Public Safety Index 105 109 83
Total Crime Volume 155 170 123

TABLE 6. Peace and Order Index for the last 3 years FIGURE 2. Peace and Order Index for the Last 3 Years (2018-2020)
Eight (8) Focus Crime CY 2018 CY 2019 CY 2020 16

11
Murder 1 1 1 20 7
10
Homicide 1 0 1
0
Physical Injury 3 2 0
Rape 7 7 4
Robbery 0 1 0
Theft 4 0 1
Carnapping 0 0 0
Special Complex Crime 0 0 0
Total Crime Volume 16 11 7
TABLE 7. Peace and Order Non Index for the last 3 years FIGURE 3. Peace and Order Non Index for the Last 3 Years (2018-2020)
Non-Index Crime Vol
CY 2018 CY 2019 CY 2020
ume
Special Laws 16 37 27
Other Non- Index Cri
18 13 6
me
Total 34 50 33
TABLE 8. Public Safety Index for the last 3 years FIGURE 4. Public Safety Index for the Last 3 Years (2018-2020)
Non-Index Crime Volu CY 201 CY 201 CY 202

me 8 9 0 120 105 109
RIR to Physical Injury 66 54 47 83
80
RIR to Damage Propert 4 or 26 or
35 52 34 3.67% 23.85%
y
40
RIR to Homicide 4 3 2
Total 105 109 83 0
January 1 - December 31, January 1 - December 31, January 1 - December 31,
2018 2019 2020
B.HAZARD ASSESSMENT
Health related hazards that greatly affects the municipality is CoVid-19.
Table 9. Hazard Assessment

Probability Impact Average
Hazard P+I Rank
Rate Remarks Rate Remarks 2
The whole Deaths due
to CoVId-19
CoVid-19 & municipality was was also
5 5 recorded 5 1
EREID greatly affected by the
(28 as of
pandemic 2022)
Health related hazards were also present in the municipality due to geographic location, developing and urbanized baragays and casualties were recorded since
the pandemic began. Risk factors that contributed to high cases were the presence of vulnerable sectors and lacks of facilities and equipment.
C. HAZARD TO PLAN FOR
I. Co-Vid-19 and Other Emerging/Re-Emerging Infectious Diseases
The anatomy of CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases is shown below:
Table 10. Anatomy of CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases

Existing Mitigating
Root Causes Early Warning Signs Triggering Factors Measures
 Outbreak of  Tri media (TV, radio  Transmision of the  Non-structural measures
infectious disease to and internet); disease from one like MOA with public and
other  IEC advocay using person to another private establishments for
municipalities/cities pamphlets, tarpaulin,  Highly infectious the usage of facilities as
 Geographical location bandillio; diseases isoltion facilities;
of the Municipaity  Continues meeting  Presence of  IEC on prevention of
with BHERTS; vulnerable population infectious disease;
 Opisyal na Pahayag  Procurement of
of Municipal Mayor; disinfecting materials
 Structural measures such
as building of isolation
facilities
 Establishment of BIU or
Barangay Isolation Unit
The root cause of infectious diseases are outbrake of the disease to the other municipalities/cities and the geographical location of the municipalities.
The early warning signs present is the tri-media such as TV, radio and internet or other forms of social media.
The triggering factors are transmission of the disease from one person to another, highly infectious disease and the presence of vulnerable population.
At the very least, Municipality of Basud has established existing mitigating measures in response to CoVid-19 and Other Emerging/Re-Emerging Infectious
Diseases. These include non-structural measures like establishment of MOA with private and public establishments for the usage of facilitiesas isolation
facilities, IEC on prevention of infectious disease, Procurement of disinfecting materials as well as structural measures such as building of isolation facilities.
D. SCENARIO
The following table describes the three different scenarios that may occur in the event that the identified hazards hit the Municipality of Basud.
Table 11. Event to Plan For: CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases
SITUATIONS BAD WORSE WORST
Covid surge and
Unreliable information deaths are
 Lack of thorough knowledge
regarding the CoVid immenent due to
Description of the Event about CoVid-19
status easening
restrictions;
Impact on Human Lives Restricted human mobility; Community discrimination Deaths recorded due
Increase number of to Covid totalled to
pregnancies; 28;
Emotional distress;
Affected economic
status;
Impact on Agriculture Delayed transport of Increase price on basic Affected economic
agricultural commodities; status;
products/commodities Shortage of agricultural
supplies;
Impact on infra and Deferred of funds for Lack of health and isolation Closure of
facilities maintenance of infra and facilities; establishments;
facilities; Structural integrity of
infra and facilities
are dilapidated;
Response Capabilities Lack of traning and Lack of health personnel Limited supplies of
knowledge for health and other suport staffs; PPEs, other medical
personnel; supplies and
No permanent MHO; equipment;
Physically and
mentally exhausted
for health personnel
and other
emergency
responders;
Lack of budget or
funds;
Lack of health benefits;
No proper waste
disposal;
Environment
Spitting in public
areas;
Lack of cooperation
and support from
government and
Government Trust
other agencies;
Conflict on health
protocols;
Others: Health Increase number of
pregnancy;
Lack of National
Immunization
Program (NIP)
supplies;
Implementation of
other health
programs are
neglected;
Increased number of
malnutrion in
children;
Limited admission of
patient at birthing
facility due to
antigen test
requirement;
Others_________
Others_________
The MDRRMC of Basud will have to prepare for the worst-case scenario as described in the above table. In this case, a super typhoon shall make a
landfall with maximum sustained winds of greater than 250 kph, possibly triggering the occurrence of 5 meters storm surge. The typhoon could also lead to the
occurrence of flooding and rain-induced landslides.
A total of 45,000 individuals/5,000 families will be affected. Death toll will reach 400 with 10,000 injured and 500 missing persons.
600 houses are projected to be totally damaged while1000 will be partially damaged.
Power blackout will be experienced. Communication facilities will be totally damaged. Transportation will be interrupted and roads and bridges will not be
passable. There will also be damages on water and drainage facilities.
The agricultural land and products will suffer extensive damages. Tourism industry will be severely affected as well.
Based on the scenario, it is assumed that the priority barangays will be those located along coastal areas namely: Barangay Mangcamagong and Taba-taba;
followed by Barangay Mampili, Mocong, San Jose, Poblacion 1, Poblacion 2, Langga, Pagsangahan, Laniton, Hinampacan, Pinagwarasan, Matnog, Bactas,
Tacad, Angas, and Guinatungan which are located along riverside and low-lying areas respectively. While Barangay Caayunan, San Pascual, Tuaca,
Guinatungan, Lidong, Plaridel, Angas, Binatagan, Langga, Mangcamagong, Taba-taba, Tacad, and Taisan will likely be affected by rainfall induced landslide.
Municipal Incident Management Team (IMT) will have to be activated with few response groups from local and private clusters. However, more response
capabilities will be needed due to the severity of the impact brought about by the typhoon.
Chapter II
Goal and Objectives
A. Goal
The goal of the contingency plan is to provide effective, efficient, timely and well- coordinated response mechanisms in the event of the occurrence of the
identified hazards in the Municipality of Basud. Such mechanisms shall help to protect lives, properties and the environment, and restore the immediate
needs of the affected communities.
B. General Objectives
The general objectives of the contingency plan are as follows:
1. To ensure the protection of lives and properties in the event of occurrence of any of the identified hazards in the Municipality of Basud;
2. To determine the immediate needs and the resources that will meet the needs in the event of the identified hazards;
3. To establish coordination and linkages between and among the stakeholders of Municipality of Basud in the event of the identified hazards.
Chapter III
Response Arrangements
A. RESPONSE CLUSTER
IMPLEMENTATION PLAN
A. SEARCH, RESCUE AND RETRIEVAL (SRR) CLUSTER
I. RATIONALE
Loss of lives and casualties are the main concern of all government agencies involved in disaster management. Pre-emptive evacuation has been the thrust of
the government to save the lives of those that will be affected by the incoming disaster, but no matter how government act there are still those that are affected
and needs to be rescue. The efficiency of doing response during disaster relies on the timely and organized deployment of Search, Rescue and Retrieval
teams. The assistance given by the SRR teams during disaster and retrieval operations during post disaster are critical services that are needed to further
minimize loss of lives and casualties.
The Search, Rescue and Retrieval Cluster was created to have a separate cluster that will deal directly on SRR Operations.
II. OBJECTIVE
The Search, Rescue and Retrieval Cluster shall provide support for an effective, efficient, organized and systematic search, rescue and retrieval operations to
disaster affected areas upon order to minimize loss of lives and casualties. The SRR Cluster is an organization that will coordinate and deploy all available
Search and Rescue teams from the government, civil society, private sector and the international community.
III. CONCEPT OF OPERATIONS
The Search, Rescue and Retrieval Cluster will coordinate SRR operations in response to disasters when directed by the MDRRMC to minimize the loss of lives
and casualty.
The SRR Cluster with the BFP as the lead has the following member agencies: PNP, AFP, PCG, MDRRMO, DILG and other organizations acknowledged by
MDRRMC.
The SRR Cluster will have two components:

A. Coordination of all SRR teams deployed at the affected areas; and
B. Retrieval of the dead.
The casualties shall be handed-over to the Health Cluster for proper treatment and management while the dead will be handed-over to the Management of the
Dead and the Missing Cluster.
Upon requests submitted or given to the MDRRMC which will be communicated to the Cluster Lead, the SRR Teams will proceed to the affected area and report
to the local SRR Cluster Lead who will in turn report to the established EOC in the affected area for proper deployment. All SRR Teams will submit status reports
to the EOC and the Cluster Lead. Demobilization will be done upon orders.
The following are the key players and actors in the implementation of this concept.
1. Lead Cluster Agency: MUNICIPAL HEALTH OFFICE in coordination with MDRRMO AND MSWDO
A. During Disaster Phase

a. Lead the coordination among the SRR cluster Municipal IMT;
b. Conduct Crisis action planning;
c. Alert SRR teams for possible deployment for SRR operations;
d. Coordinate with concerned agencies for the possible deployment of all available SRR Teams;
e. Monitor and assess the situation
f. Convene the SRR Cluster;
g. Provide SRR Teams for deployment to the affected areas in coordination with the Provincial SRR Cluster Lead;
h. Provide assessment in support of Municipal IMT for Rapid Damage Assessment and Needs Analysis (RDANA) to determine the operational status of air
and seaports and the accessibility of main supply routes; and
i. Coordinate Search, Rescue and Retrieval (SRR) operations in support of the Municipal IMT;
B. Post Disaster Phase:

a. Collects status reports and requests of the deployed SRR Teams on ground;
b. Submits status, requests and proposed actions to the Municipal IMT to integrate all activities at the Municipal Operations Center;
c. Coordinate with other response clusters for their SRR requirements;
d. Coordinate the hand-over responsibility to LGU;
e. Consolidate reports and lessons learned on SRR operations;
f. Prepare and submit a report of all SRR operations to the Municipal IMT ; and
g. Support other tasks as requested by the Chairperson, Vice-Chairperson for Disaster Response.
2. Cluster Member Agencies

I. Barangay Emergency Response Team (BHERT)
a. Alert SRR teams for possible deployment for SRR operations;
b. Submit to the Cluster Lead a list of available government SRR Teams for immediate possible deployment; and
c. Provide SRR Teams available for deployment to the affected areas in coordination with the Provincial SRR Cluster Lead.
B. Post Disaster Phase - Support other tasks requested by the Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
II.
III. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

b. Submit to the Cluster Lead a list of available government SRR Teams for immediate possible deployment;
c. Provide assistance in the deployment of SRR teams in the affected areas;
d. Provide SRR teams to be deployed to the affected areas in coordination with the Provincial SRR Cluster Lead; and
e. Establish command posts.
B. Post Disaster Phase

a. Coordinate the turn-over of all retrieval operations to the LGU; and
b. Support other tasks as requested by the Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
IV. ARMED FORCES OF THE PHILIPPINES (AFP)

c. Provide Disaster Rescue Unit (DRU) for deployment in the affected areas in coordination with the Provincial SRR Cluster Lead
B. Post Disaster Phase

a. Assist in the collapse structure operations; and
b. Support other tasks as requested by the Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
V. PHILIPPINE NATIONAL POLICE

c. Provide SRR Teams for deployment to the affected areas in coordination with the National SRR Cluster Lead.
B. Post Disaster Phase - Support other tasks requested by the Chairperson, MDRRMC/Vice-Chairperson for Disaster Response
VI. MDRRMO - Municipal Emergency Response Team (MERT)

C. During Disaster Phase
d. Alert SRR teams for possible deployment for SRR operations;
e. Submit to the Cluster Lead a list of available government SRR Teams for immediate possible deployment; and
f. Provide SRR Teams available for deployment to the affected areas in coordination with the Provincial SRR Cluster Lead.
D. Post Disaster Phase - Support other tasks requested by the Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
IV. CONCEPT OF SUSTAINMENT
1. All SRR Teams will provide their own logistical requirements;

2. The DND as Cluster Lead will coordinate all support and requirements of response committee in their activities to augment the requirements at the affected
areas during disasters.; and
3. Concerned government agencies and their subordinate offices shall utilize their respective internal personnel. Additional personnel requirements shall be
coordinated through the MDRRMC in collaboration with all Council members.
V. COMMAND AND CONTROL
1. Command Relationship – All DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
2. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC)
1. 1 Succession of Command:
a. Chairperson, MDRRMC
b. Vice-Chairperson for Disaster Response (MSWDO)
c. SRR Cluster Lead
d. SRR Cluster Members
1.2 Inter-agency Communication Support System
For the entire duration of the operations, the existing means of communications shall be utilized whatever is applicable. However, the Emergency
Telecommunication Cluster will be activated once communication is cut-off from the affected areas.
1. Coordinating Instructions
a. SRR Teams to coordinate with the Local SRR Cluster lead of the affected areas for proper endorsement to the Incident Command posts on
ground;
b. All member agencies are responsible for the continuous monitoring of the situation; and
c. All SRR teams shall conduct after SRR operation de-briefing, prepare and submit operation report to the SRR Cluster Lead.
CP Form 6: Response Activities

RESPONSE CLUSTER SRR
TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES
D - 24 hours Inventory of equipment, teams and other resources to AFP, BFP, MDRRMO, MHO
be use
D - 24 hours Assigned members and team leaders per staging areas AFP, BFP, MDRRMO, MHO
D Conduct search, rescue and retrieval operation AFP, BFP, MDRRMO, MHO
D + 1 day Continuos SRR operation AFP, BFP, MDRRMO, MHO
D - 24 hours Inventory of equipment, teams and other resources to AFP, BFP, MDRRMO, MHO
be use
D - 24 hours Assigned members and team leaders per staging areas AFP, BFP, MDRRMO, MHO
D Conduct search, rescue and retrieval operation AFP, BFP, MDRRMO, MHO
CP Form 7: Resource Inventory

RESPONSE CLUSTER SRR
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
AFP SRR Team 5
rescue boat 2
rescue equipment for collapsed building 15
water rescue equipment 10
BFP SRR Team 5
emergency vehicle 3
PCG SRR Team 5
Rescue boat 6
MDRRMO SRR Team 3
rescue boat 2
rescue vehicle 4
rescue equipment for collapsed building 15
CP Form 8: Resource Projection

RESPONSE
SRR
CLUSTER
COST ESTIMATES SOURCE OF FUNDS
GAPS
ACTIVITIES/ SOURCES (FILL-UP ONLY (FILL-UP ONLY
RESOURCE NEED HAVE (NEED –
TO FILL THE GAPS WHEN WHEN
HAVE)
APPROPRIATE) APPROPRIATE)
SRR Team Augmentation from
20 18 2 Provincial, regional or
national offices
rescue boat 15 10 5
rescue vehicle 10 7 3
rescue equipment 40 30 10 Procurement 300,000 LDRRMF

for collapsed
building
water rescue 40 35 5 Procurement 300,000 LDRRMF
equipment
TOTAL 600,000
CP Forms _____ above describes the Response Activities, Resource Inventory and Resource Projection of the cluster of Search, Rescue and Retrieval (SRR).
These forms illustrates the activities and resources needed by the cluster in order to have a smooth operation and will serve as a guide to the management.
B. FOOD AND NON-FOOD ITEMS (F/NFI) CLUSTER
I. RATIONALE
During disaster incidents, it is common sight for affected communities to be cut-off from their regular supply of food and the means to prepare their daily meals.
The operations of the Food and Non-Food Items Cluster (FNI Cluster) has focused on providing the affected families with the needed sustenance and other
daily requirements that they need to maintain health and hygiene.
II. OBJECTIVE:
The Food and Non-Food Items Cluster aims is to provide food that are nutritious, age-appropriate and are socially and culturally acceptable to affected
population and non-food items to the affected population during the emergency response phase in the short-term, and to restore at least the pre- disaster level
of food security in the affected areas in the long-term.
Specifically, the Cluster aims:
a. To ensure availability of family food packs, ready-to-eat food, and bottled drinking water and also non-food item such as sleeping gears, family clothing
packs, dignity kits, kitchen kits, and shelter kits stockpiled at all levels;
b. To undertake the coordinated provision of food and non-food assistance to the affected families; and
c. Regularly monitor, in coordination with Nutrition Cluster as a part of Health Cluster, the nutritional status (include nutritional content, social and cultural
acceptability anywhere in the food/non-food items) of the affected population, identify gaps in the provision of food assistance, and formulate strategic
interventions to address the gaps.
III. CONCEPT OF OPERATION:
On orders, the FNI Cluster shall augment the resources of the affected Local Government Units (City/Municipal/Province) during the pre-disaster, during
disaster and post disaster phases. LGUs must have prepositioned resources that will be distributed first to the affected population to ensure that the IDPs are
provided with the needed food and non-food items.
The Cluster Lead shall coordinate, allocate, orchestrate and monitor the delivery of food and non- food items to the affected families and communities.
All members of the FNI Cluster shall coordinate their relief distribution / augmentation with the Cluster Lead.
The FNI Cluster will follow the cluster approach taking into account that the direction of the operations will be guided on the information provided at the Local
Disaster Risk Reduction and Management Councils (LDRRMCs).
The LDRRMCs should also establish a system of reporting for the inventory of available resources at their disposal and will only submit and request to the next
higher level of government for augmentation of required resources.
All Clusters will conduct post disaster assessment of cluster operations to identify good practices and areas for improvement.
Table 36
Alert Level and Level of Response
Alert Level Response Level

Level 1 Level 2 Level 3
White - - -
Blue Agency directives -PDRA result -PDRA-APP
-Directives from
the Cluster Lead.
Red Agency directives -PDRA result -PDRA result
-Activation of ECs -RDANA result
-Report on -Massive
displacement displacement of
of population population
-Escalation in the
number of Ecs-opened
-Number of
casualties arises.
The following are the key players and actors in the implementation of this concept:
Lead Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)
Member Agencies: Government Agencies
a. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE

b. LIGA NG BARANGAY
A. Roles and Responsibilities:
MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO) through the Disaster Response Assistance and Management Bureau will head
and lead the coordinating functions of the Cluster. Specifically, the MSWDO will do the following for each Disaster Phase:
I. During Disaster Phase

a. Activate and deploy Quick Response Teams;
b. Activate and deploy pool of volunteers for repacking, delivery of goods, management of donations and monitoring and distribution of food and non-food
items;
c. Activate 24/7 operation of Disaster Response Operations and Monitoring and Information Center (DROMIC) at Central Office and Field Offices;
d. Continue disaster response monitoring and coordination to mobilize instrumentalities and entities of the LGUs, CSOs and private groups and organize
volunteers for response;
e. Provide emergency relief (food and non-food items) inside and outside evacuation center;
f. Determine logistical requirements for F and FNI (warehouse and transport), coordinate with Logistic Cluster and other humanitarian and commercial
partners;
g. Establish the One Stop Shop (OSS) in coordination with BOC and DOF;
h. Coordinate with internal and external donor/donation agencies for their capacities taking into consideration occurring disaster situations;
i. Allocate Quick Response Fund (QRF) to the Field Office level. Work and financial planning for additional allocation of QRF for relief augmentation and
other operational expenses;
j. Participate in the conduct of Rapid Damage Assessment and Needs Analysis, specifically on need for food requirement as basis for response; and
k. Provision of Disaster Assistance Family Access Card (DAFAC) to be facilitate by the LGUs on-time, frequency and type of assistance provided to
disaster victims.
II. Post-Disaster Phase

a. Participate in the conduct of PDNA w/ other partner agencies;
b. Develop a post-distribution monitoring system. Evaluation of the quality, sufficiency, effectiveness and timeliness of distributions that help to improve the
overall distribution system and approach;
c. Establish complaints mechanisms, so camp residents can ensure a way to verify entitlements and services. In case of fraud, theft or abuse, camp
residents/families must be able to voice their complaints and know that lead and coordinating agency including service providers will take action;
d. Shall provide “Pabaon Package” (provision of food packs) to those who wants to go back to their respective places of origin; and
e. Shall provide continuing relief assistance when needed.
The roles and responsibilities of the Support Agencies shall be as follows:
1. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE (MDRRMO) ADMINISTRATIVE AND FINANCE SECTION

a. Position/transfer rice stocks to areas particularly with deficit and those identified as calamity prone areas;
b. Coordinates with NFA with their programs, availability of rice security stocks;
c. Shall alert available personnel and resources for activities for the supply of NFA Rice;
d. Continue OPCEN operations;
e. Closely coordinate/facilitate the requests of the MSWDO and other relief and concerned government and private entities on the rice requirements;
and
f. Issues/delivers rice stocks as requested by MSWDO on payment/submission of necessary documents.
II. Post Disaster Phase

a. Monitors the supply and demand, and prices of rice and extent of damages;
b. Deploys rolling stores and tap/accredit rice retailers in the affected areas to sustain/stabilize the supply and prices of rice; and
c. Coordinates/facilitates the requests of MSWDO on their rice requirements.
2. ARMED FORCES OF THE PHILIPPINES (AFP)

a. Shall coordinate with the MSWDO on the volunteers needed for the repacking of family food packs at the MSWDO warehouses and other identified
repacking centers.
b. Shall take necessary actions in response to the requests from LGU and the cluster through MDRRMC;
c. Shall coordinate with the M S W D O on the volunteers needed for the continuous repacking of family food packs at the MSWDO warehouses;
and
d. Shall provide the necessary capability to assist in the transport, delivery, and security requirements of the affected LGU, cluster members through
MDRRMC.
Shall provide personnel, transportation and other support requirements for the continuous relief assistance to the affected population.
3. MUNICIPAL HEALTH OFFICE (MHO)

a. Update capacity maps in coordination with the National and Local Nutrition Clusters and coordinate actions needed to ensure capacity to provide
nutrition response in areas threatened by the event; and
b. Advise the local nutrition clusters to monitor the incident and put on stand-by, breastfeeding support groups and supplies needed for the response,
also to retrieve pre-event data on the nutritional status of children in areas that have great risk of the incoming disaster/emergency
c. Monitor and provide technical support to actions of local nutrition clusters in supporting, promoting, and protecting the nutritional status of vulnerable
populations including but not limited to pregnant women, lactating women, and mothers with infants and young children (6-23 months old), including
provision of mother-baby sanctuary and monitoring compliance to the Milk Code and act accordingly;
d. Coordinate the Nutrition Cluster and mobilize the following from members and partners of the National Nutrition Cluster and local nutrition clusters;
1. Nutrition logistics (e.g. vitamin A capsules, multiple micronutrient powder, iron-folic acid supplements, ready-to-use therapeutic food (RUTF),
ready-to- use supplementary food (RUSF), human milk, mid-upper arm circumference or mid-upper arm circumference (MUAC) tapes, weighing
scales, height board, breastfeeding kit, Child Growth Standards (CGS) reference tables;
2. Conduct of general/blanket and targeted supplementary feeding as needed;
3. Management of cases of severe and moderate acute malnutrition;
4. Mobilization of nutrition assessment teams, infant feeding, and breastfeeding support groups to provide skilled infant and young child feeding
counseling and support to mothers of infants 0-23 months old; and
5. Active monitoring and timely report of Milk Code violations
e. Participate in Rapid Damage and Needs Assessment; and

f. Prepare reports as may be needed

a. Prepare report of the response of the Nutrition Cluster (provincial and local)
b. Coordinate the conduct of follow-up nutrition assessments in affected areas
c. Coordinate the continued provision of services as may be needed, e.g. infant and young child feeding, micronutrient supplementation, and management
of acute malnutrition; and
d. Participate in the Post Damage and Needs Assessment.
A. The MSWDO as Cluster Lead will coordinate all movement of food and non-food items including those coming from other public or private
organizations using the support of the Logistics Cluster; and
B. Concerned government agencies and their subordinate offices shall utilize their respective internal personnel. Additional personnel requirements shall
be coordinated through the MDRRMC in collaboration with all Council members.

A. Command Relationship – all DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
B. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
1. Succession of Command:
c. F/NFI Cluster Lead (MSWDO)
d. F/NFI Cluster Members
1. Interagency Communication System Support

RESPONSE CLUSTER F/NFI
F/FNI team 20 4 (MSWDO, MDRRMO, AFP and MHO)
Stockpile (F/NFI) 8 (MSWDO, MDRRMO, AFP, MHO, MMO(GSO),

20
MEO, MTO, MBO and OMA)
Vehicle 10 4 (MEO,AFP, MDRRMO and MMO (GSO)
Response Activities for F/NFI includes the assembly of F/NFI cluster to manage the stockpiling and distribution. Needed timeline and resources as well as the
responsible agencies for the activity were stated above.
RESPONSE CLUSTER F/NFI
AFP F/NFI Team 5
Vehicle 2
MSWDO F/NFI Team 5
Stockpile (F/NFI) 6,000 packs
Storage 3
MDRRMO F/NFI Team 5
Storage 5
Gasoline 10 L
MHO F/NFI Team 5
Medical and Laboratory Supplies 10
MMO(GSO) Storage 5
Vehicle 6
Gasoline 10 L
MEO Vehicle 5
Resource Inventory for F/NFI includes the F/NFI Team, Vehicle, Stockpile, Gasoline and storage. Quantities and responsible agency were stated above.

RESPONSE
F/NFI
CLUSTER
GAPS
HAVE)
F/NFI Team Augmentation from
national offices
Stockpile (F/NFI) Augmentation from
12,000 Provincial, regional or LDRRMF, GF,

0 12,000 1,000,000 M
Packs national offices MSWDO Fund
Procurement
Vehicle 5 5 0 N/A N/A
Gasoline LDRRMF, GF,

10L 20L 0 N/A N/A
MSWDO Fund
Storage 5 4 1 Construction 1,500,000 LDRRMF, GF

Medical and LDRRMF, MHO Fund,
Laboratory 50 50 0 N/A 500,000
Supplies GF
TOTAL 2,500,000
Resource Projection for F/NFI includes the F/NFI Team, Vehicle, Stockpile, Gasoline and storage. Quantities and responsible agency were stated above.
C. CAMP COORDINATION AND CAMP MANAGEMENT (CCCM) CLUSTER

I. RATIONALE
There is a need to immediately move the disaster affected individuals and families to safe, secure and accessible evacuation centers or safe areas because of
the threat of or the actual occurrence of disasters which may cause loss of lives and destruction of properties. The orderly movement of families from
community of origin to safe, secure, and accessible evacuation centers and areas (school facilities, multi-purpose centers, health centers, barangay halls,
chapels, churches, government buildings, tents and bunk houses) is one of the most difficult tasks to undertake and manage when done only during
emergencies. The safety of the displaced individuals and families or population is the primary consideration but the availability of resources and the magnitude
of the disaster are complicating factors in the timeliness of the response.
The CCCM cluster will support the LGU after undertaking all means of pre-emptive and or forced evacuation action in order to protect and save lives.
II. OBJECTIVE
The CCCM Cluster aims to provide timely and well-coordinated humanitarian assistance and augmentation support in the management of the evacuation
center.
Specific objectives of the cluster are:
a. To ensure the availability of identified safe, secure and accessible evacuation centers for emergencies and disasters;
b. To ensure that temporary refuge to individual and families potentially at risk or in actual danger are immediately provided;
c. To ensure establishment of sex and age disaggregated data e.g. listing and profiling of affected families and internally displaced persons (IDPs) in
evacuation centers or temporary displacement sites;
d. To ensure that all IDPs in evacuation centers are provided with basic humanitarian needs compliant with SPHERE standards such as, but not limited to
food with enough nutritional values, potable water, clothing, family items, hygiene kits and other essential non-food items;
e. To ensure that Basic Medical public health and protection services are available 24/7;
f. To ensure that energy source and communication facilities are in place;
g. Ensure that Ecs are off limits and have designated areas for pet animals and livestock; and
h. Shall continue to seek opportunities for recovery, rehabilitation and developmental tasks as post response activities are undertaken, in case of prolonged
stay.
On orders the CCCM Cluster aims to provide timely and well-coordinated humanitarian assistance and augmentation support in the management of the
evacuation center, to ensure that needs of the disaster affected families are attended to appropriately.
This shall be accomplished using the CCCM Cluster wherein the MSWDO leads the operation and does all the main coordinating function with other
partners/stakeholders especially with key players/service providers such as the Department of Education and the Department of Health, to ensure that facilities
inside the evacuation center are established and basic services are accessible and available when needed.
The MSWDO as Cluster Lead shall also coordinate all support and requirements of the affected LGU for evacuation centers’ sustained operations both those
under the supervision of the LGU, DepEd and other privately-owned places utilized during disasters;
Concerned government agencies and their subordinate offices shall utilize their respective internal personnel in support to CCCM operation. Additional
personnel requirements shall be coordinated through the MDRRMC Response Pillar in collaboration with all other Response Clusters.
Table 36
Alert Level and Level of Response
ALERT RESPONSE TRIGGERS

LEVEL AGENCY SPECIFIC INTER-
CLUSTER CLUSTER
Level 1 Level 2 Level 3
WHITE
BLUE  PDRA Result  PDRA result  PDRA-Action,
 OCD  Orders or Plan and
Opcen directives Protocols
activation from the Vice-  Orders or
 Orders Chair for directives from
Disaster Vice-Chair for
Response Disaster
Response
RED  PDRA Result  RDANA Result  RDANA Result
 OCD  Report on  Report on the
OPCEN the number number of
Activation of displaced displaced
 Orders or populations populations
Directives from inside inside
the Vice-Chair evacuation evacuation
for Disaster center center
Response
Lead Cluster Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO) through the Disaster Response Assistance and
Management Bureau will head and lead the coordinating functions of the Cluster. Specifically, the MSWDO will do the following for each Disaster Phase:
I. During Phase
a. Shall alert all its staff;
b. Shall attend to the PDRA core group meeting;
c. Prepare Predictive Analytics on Humanitarian Assistance;
d. Ensure that the regional stockpiles are ready for augmentation at the local level (inside evacuation center);
e. Monitoring on the status of all ECs opened including its facilities;
f. Coordinate with Barangay DRRMC on the number of families evacuated inside and outside ECs;
g. Ensure that the EC Manager uses DAFAC as basis for master -listing of evacuees;
h. Coordination with the F/NFI Unit on the sufficient allocation of F/FNIs to evacuees inside ECs;
i. Coordination with EC Managers if there are protection issues inside ECs being reported;
j. Coordinate the mobilization of rapid assessment teams; and
k. Ensure availability of timely and accurate data/reports for information dissemination to cluster partners and as basis in provision of augmentation of
assistance.

a. Assessment of evacuees on their movement to the transitional site;
b. Listing of evacuees who will be prioritized for moving out to transitional site;
c. Provision of TA to the LGUs on the construction of transitional site or bunk houses;
d. Monitor the number of evacuees inside and outside ECs;
e. Conduct PDNA together with concerned agencies.
Cluster Members
DEPARTMENT OF EDUCATION (DepEd)

a. Prepare evacuation center (as to room assignments e.g., lactating mothers, PWDs, male, female.);
b. Coordinate with Barangay officials on the use of schools as evacuation centers;
c. Identify temporary learning areas;
d. Prepare learning activities for school-age children;
e. Provide safe emergency shelter to affected populations (3 days for short-term up to 15 days for medium- to long-term);
f. Assist LGU/MSWDO to get the detailed profile of evacuees/IDP’s including the needs of vulnerable groups especially children (with special needs);
g. Orient evacuees on schools' rules and regulations as evacuation center;
h. Monitor evacuation centers;
i. Conduct learning sessions for school-age children;
j. Provide psychosocial support activities for affected children; and
k. Prepare and submit report to DepEd Management.

a. Inspection of facilities (Education Facilities Division);
b. Assess damages to properties;
c. Coordinate with LGU in the repair and rehabilitation of schools; and
d. Oversee the repair and rehabilitation of damaged properties.
MUNICIPAL HEALTH OFFICE (MHO)
I. During: Response Operations Phase

a. Alert all Response Teams - WASH Teams, MHPSS Team, Rapid Nutrition Assessment Team and Infant Feeding/Breast feeding support groups;
b. Monitor and coordinate status/needs through Center for Health Department (CHD) by DOH national;
c. Ensure stockpiles of key health-related supplies are ready for augmentation;
d. Ensure inter-operability with the cluster members in the Response Operation Center;
e. Monitor the status of all affected families in the ECs;
f. Provide potable water (bottled water, water rationing/trucking, water treatment) by LGU and partner;
g. Install/Construct of toilet facilities (in case of gaps) by LGUs and partners;
h. Provide hygiene kits and conduct hygiene promotion;
i. Monitor and coordinate with Center for Health Department (CHD) regarding status/needs; and
j. Deploy MHPSS teams to communities and evacuation centers to provide Psychological First Aid (PFA).
II. Post-Disaster: Early Recovery Phase
Continues assistance in camp management activities to optimize provision of health (public health and medical), nutrition, WASH and MHPSS services.
PHILIPPINE RED CROSS (PRC)

a. Develop PRC operational action plan based on the needs and gaps identified related to CCCM.
b. Contribute to the cluster in the provision, setup, and management of camp that can accommodate 2,000 families with necessary equipment such as
tents, wilkhalls (rub halls), emergency health & WASH facilities, and food & non-food items as required.
c. Provision of assistance to target beneficiaries based on needs analysis and available resources > food, non-food (including sleeping kits, hygiene kit
and tarpaulin), welfare (PSP, tracing, & restoration family link), soup kitchen (hot meals on wheels), water/sanitation (water treatment and distribution),
emergency health station.
d. Provision of Pre-hospital care for injured and ill persons, ambulance for patient transport in.

a. Conduct of Post-disaster and needs assessment in coordination with the CCM Cluster and its members.
b. Develop operational action plan for Early Recovery Program.
c. Conduct of inventory of existing resources.
d. Prepare and submit end-emergency operation activities, narrative on progress and accomplishment, finance, and statistics data.
I. COMMAND AND CONTROL
C. Command Relationship – all DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
D. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
e. Chairperson, MDRRMC
f. Vice-Chairperson for Disaster Response (MSWDO)
g. F/NFI Cluster Lead (MSWDO)
h. F/NFI Cluster Members

RESPONSE CLUSTER CCCM

CCCM team 20 3 (DepEd, PRC and MHO)
Stockpile (F/NFI) 8 (MSWDO, MDRRMO, AFP, MHO, MMO(GSO),

20
MEO, MTO, MBO and OMA)
Vehicle 6 (MEO,AFP, PNP, BFP, MDRRMO and MMO

10
(GSO)
Evacuation 9 (DepEd, PRC, MHO, MEO, MDRRMO, MMO

1
(GSO), PNP, BFP and AFP)

RESPONSE CLUSTER CCCM
DepEd CCCM Team 29
EC 29
PRC CCCM Team 29
Evacuation N/A
MHO CCCM Team 29
Evacuation 29
Evacuation N/A
Medical and Laboratory 29
Supplies
<Describe the results of the accomplished form

RESPONSE
CLUSTER
GAPS
HAVE)
CCCM Team Augmentation from
national offices
Stockpile (F/NFI) Augmentation from
12,000 Provincial, regional or LDRRMF, GF,

0 12,000 1,000,000 M
Packs national offices MSWDO Fund
Procurement
Vehicle 5 5 0 N/A N/A
Gasoline LDRRMF, GF,

10L 20L 0 N/A N/A
MSWDO Fund
Evacuation 29 29 0 N/A
Medical and LDRRMF, MHO Fund,

Laboratory 50 50 0 N/A 500,000
Supplies GF
TOTAL 2,500,000
CP Forms _____ above describes the Response Activities, Resource Inventory and Resource Projection of the cluster of Camp Coordination and Camp
Management (CCCM) Cluster. These forms illustrates the activities and resources needed by the cluster in order to have a smooth operation and will serve as a
guide to the management.
D. INTERNALLY DISPLACED PERSONS PROTECTION (IDP) CLUSTER

I. RATIONALE
On 08 November 2013, Typhoon Haiyan (locally known as Super Typhoon “Yolanda”) struck the Philippines. Known as one of the strongest storms to make
landfall, it affected several regions, with VI, VII, and VIII being among the hardest hit, and killed over 6,000 people while displacing millions of others. It also
caused massive damages to public and private infrastructures and properties. Given the colossal destruction, the Philippine Government called for international
assistance for immediate recovery of the families and communities affected by the disaster.
The institutionalization of the Cluster Approach in the Philippine Disaster Management System and designated government lead among clusters at the national,
regional and provincial levels which allows the NDRRMC member agencies to coordinate and collaborate in order to establish awareness and achieve
common understanding and common operational picture of respective roles and functions, capabilities, operational procedures, systems and protocols in
responding during disaster.
The Department of Social Welfare and Development as the government Cluster Lead for IDP Protection is to put in place effective mechanisms to prevent of
sexual violence and to provide accessible prompt and services during disaster. In the Philippines, the Protection Cluster has two Areas of Responsibilities
(AoRs).
The Child Protection Working Group (CPWG) aims to bring together in one forum child protection actors and partners operational in areas affected by both
natural and human induced disasters and to facilitate the development and coordination of child protection strategies and responses, including advocacy with
authorities and humanitarian actors as necessary.
The GBVSC (Gender-Based Violence Sub-Cluster) aims to coordinate and support relevant stakeholders to put in place mechanisms to prevent gender-based
violence and provide survivor- centered and appropriate services to GBV survivors during natural and human induced disasters.
II. OBJECTIVE
GENERAL. The Internally Displaced Persons (IDP) PROTECTION CLUSTER aims to support and enhance the Government’s capacity to ensure that
protection issues do not arise in emergency situations and to respond and mitigate the effect of any protection issues that do arise.
SPECIFIC. The following are the specific objectives of this Cluster:
1. To ensure timely, appropriate& quality provision of multi-sectoral and survivor-centered child protection and gender based violence services in accordance
with local, national and international guidelines/standards on child protection and gender-based violence;
2. Establish and maintain appropriate coordination mechanism among all humanitarian actors, including coordination of protection inputs, reports, and
humanitarian plan, and generation of resources;
3. Ensure that the protection response adequately takes into account the primary responsibility of the government to ensure protection of affected persons, by
among others establishing adequate response mechanism and coordination with the national and local authorities;
4. To advocate to all humanitarian clusters, protection, child protection and gender based violence duty bearers, government, private sector, and civil society
organization to mainstream child protection and gender based violence response in programs, policies, and plans;
5. To strengthen partnerships for complementation and coordinated child protection and gender-based violence response through the Regional and Local Inter-
Agency Committees on Anti-Trafficking and Violence against Women and their Children (IACAT-VAWC) and the Local Council for the Protection of Children
(LCPC); and
6. To establish common information, monitoring & reporting systems on child protection and gender-based violence, linked to the IDP Protection Cluster
(IDPPC)
III. CONCEPT OF OPERATIONS:
On order, The IDP Protection Cluster operations to support and enhance the government’s capacity to ensure that protection issues do not arise in emergency
situations and to respond and mitigate the effect of any protection issues that do arise inside and outside evacuation center. This will be accomplished in
coordination with the two sub-clusters of the IDP Protection and member agencies.
Figure 5. GBV Reporting and Referral Flowchart

Department of Social
Welfare & Development
(DSWD) Regional Office
Police
Provincial Social Welfare Concerned Barangay

& Development Office Official
(PSWDO)
Health Service
GBV Sub-Cluster Provider
Municipal Social Welfare
& Development Office
(MSWDO) Independent Service
Provider
HW shall file an incident

report if survivor gives HW shall refer the case
consent
Humanitarian Worker If survivor does not want

(HW) learns of GBV an incident report filed
incident in IDP site
Figure 6. Flowchart of reporting for children in need of special protection

I. Who are CNSP? II. Who Can Report? III. Report Immediately to: IV. Services
Category of children in Any of the following person
need of Special who learns the facts or Nearest LSWO
Protection circumstances that give rise to
the belief that a child is in need Faith Based
Child Abuse of special protection may Organization
Children in conflict with Possible
report the name, either orally
the law
or in writing: DSWD Services/interventions:
Children with
disabilities
Offended child Temporary
Child Laborers
Parent//s shelter/protective
Street children Nearest PNP
Relatives custody
Children Affected by
Barangay officials Health/Medical Services
Armed Conflict
Teacher/School personnel NBI Education
Displaced children
Faith based worker Rehabilitation
IP children
NGO worker Licensed NGO Diversion
Muslim children
Concerned citizen Spiritual Services
Dependent, Abandoned
Anygovernment officials and Parent Effectiveness
Children affected
employees Barangay/or BCPC Services
The Head of any public or
private hospital, medical clinic
and similarinstitutions including End Goal-Family and
NGOs as well as the attending community Reintegration
physician and nurse Commission on
when appropriate/possible
Human Rights
DOJ Help Desk
DOH hospitals/Child
Protection Unit
Lead Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)
1. Member Agencies:
a. MUNICIPAL HEALTH OFFICE (MHO)

b. DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)
c. PHILIPPINE NATIONAL POLICE (PNP) - Women and Children Protection Center (WCPC) and Anti-Trafficking and Violence Against Women and Children
(IACAT and IAC-VAWC Members)
2. Roles and Responsibilities:
I. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

a. Coordinate with member agencies for activation of response operation;
b. Establish information systems for measuring emergency Child Protection and Gender Base Violence needs in coordination with member agency;
c. Ensuring availability of age/sex disaggregated data of all children, women, lactating mothers, PWD and elderly inside and outside evacuation centers in
coordination with member agencies;
d. Ensure availability of timely and accurate data/reports for information dissemination to cluster partners and as basis in provision of augmentation of
assistance;
e. Shall coordinate for proper referral to LCAT Desks and/or VAWC desks or other existing women and child protection structures.
f. Provide capacity-building on Child Protection and Gender Based Violence in Emergencies, including coordination; and
g. Developing appropriate programmers, strategies, as necessary, to address protection and psychosocial needs of affected children and women.
II. MUNICIPAL HEALTH OFFICE (MHO)

a. Shall provide health, medical and nutritional needs of IDP in the evacuation center including psychosocial interventions especially for children in different
stages of development, women, persons with disability and elderly;
b. Shall assist and coordinate with other member agency through the Gender Based Violence/Child Protection sub-cluster in reporting sexual violence
cases; and
c. Operationalization of Minimum Initial Services Package for Sexual Reproductive Health in affected areas
III. DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)
Shall ensure the organization and functionality of the Local Council for the Protection of Children (LCPC)
IV. PHILIPPINE NATIONAL POLICE (PNP) -Women and Children Protection Center
Shall monitor and ensure safety, security and protect the affected IDPs to all forms of violence, abuse, neglect and exploitation in-coordination with the member
agencies.
II. COMMAND AND CONTROL
E. Command Relationship – all DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
F. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
i. Chairperson, MDRRMC
j. Vice-Chairperson for Disaster Response (MSWDO)
k. F/NFI Cluster Lead (MSWDO)
l. F/NFI Cluster Members

RESPONSE CLUSTER
D-1  Coordination with BHERTs; MHO, MDRRMO
 For transport to BIU;
 Endorsement to BHERT
D-2-14 Monitoring and Follow-up if symptomatic for RT- BHERT, MHO
PCR; if asymptomatic discharged on the 15th
day
<Describe the results of the accomplished form.>

RESPONSE CLUSTER IDP
MHO, BHERT, MDRRMO BIU/CIU Construction Depends on the number of patient
and MSWDO
Health Kits
Foods
Bed and Beddings
Water
Electric fan
Utensils
PPE
Disinfectant supplies
Medicines
Hiring of Personnel

RESPONSE
IDP
CLUSTER
GAPS
HAVE)
Health Kits Response on
Purchase of additional
Emerging Infectios
supplies
Diseases
Foods
Bed and
Beddings
Water
Electric fan
Utensils
PPE
Disinfectant
supplies
Medicines
E. HEALTH [Health (Public Health and Medical], Water, Sanitation and Hygiene (WASH), Nutrition, Mental Health and Psychosocial Support (MHPSS)]
CLUSTER
I. RATIONALE
In emergencies and disasters, the delivery of appropriate and timely public health and medical interventions is critical in order to save lives and decrease
preventable mortalities, morbidities, injuries and disabilities. The Health Cluster is headed by the Municipal Health Office in collaboration with the Barangays
and key stakeholders which is tasked to lead four (4) key sub-clusters:
A. Health (Public Health and Medical);

B. Water, Sanitation and Hygiene (WASH);
C. Nutrition; and
D. Mental Health and Psychosocial Support (MHPSS)
Each of the said sub-clusters answers defined outcomes and objectives in the response plan working harmoniously with one another and with other clusters in
large scale disaster response in the country.
II. OBJECTIVE
GENERAL. The Health Cluster aims to ensure access to quality, appropriate and timely health services to the affected population.
SPECIFIC. The following are the specific objectives of the Sub-Cluster of Health:
A. Health
a. To manage injuries and acute conditions;
b. To provide Maternal and Child Health services;
c. To provide Minimum Initial Service Package for Sexual and Reproductive Health;
d. To prevent and control spread of communicable and non-communicable diseases; and
e. To ensure functionality of the Health Referral system.
B. WASH
a. To assess WASH conditions in the evacuation centers;
b. To identify possible sources of water;
c. To conduct water quality surveillance, disinfection and treatment; and
d. To ensure provision of sanitation facilities, excreta disposal and solid waste management.
C. Nutrition
a. To conduct Rapid Nutrition Assessment;
b. To support infant and child feeding;
c. To manage acute malnutrition cases; and
d. To promote proper nutrition in emergencies and disasters.
D. Mental Health and Psychosocial Support

a. To provide Psychological First Aid to the general population;
b. To refer Psychiatric cases to appropriate Mental Health Facilities;
c. To protect and promote well-being of responders; and
d. To provide psychological interventions to survivors of sexual violence and vulnerable groups (OPs, PWDs, PWSNs, etc).
1. The Municipal Health Office, as mandated, shall provide and ensure the provision of health services of Filipinos at all times. And as lead agency of the Health
Cluster, together with the members of the cluster will respond with all available resources to preserve and protect the lives of our countrymen during disasters
and incident that threaten their well-being;
2. The Health Cluster will observe three (3) different phases of operation: pre-incident, during incident and post-incident. At each distinct phase, specific
activities and interventions will be carried out;
3. During the pre-incident phase, intra-cluster coordination and information sharing will be strengthened. These will be accomplished through positive joint
capacity resource sharing that will be initiated by the DOH;
4. The incident phase shall commence upon activation of the Response Cluster of the MDRRMC. The Health Cluster will readily convene and initiate
appropriate and necessary interventions. The MHO will notify its attached agencies, Regional Offices and Retained Hospitals to provide needed health services
as part of consequence management. Health Cluster members will be provided with updated situational reports and will be consulted accordingly in the
implementation of their assigned task;
5. In response to hydro-meteorological hazard that affects health, the MHO shall be the office of primary responsibility. As such, it shall establish an Emergency
Operation Center operating the 4Cs (command, control, coordination and communication). Moreover, the Health Cluster will deliver the broad spectrum of
health interventions aligned with the QUAD cluster services (Medical and Public Health, WASH, Nutrition and MHPSS). Such will be completed by
mobilization of response teams and provision of logistics. During operation, teams deployed by the Health Cluster will be placed under the supervision of the
Operations Section Chief of existing Incident Management Team in-charge of the incident or disaster. Concurrently, the MHO will represent the Health Cluster
at the Emergency Operation Center to provide additional support if necessary; and
6. Termination of operation will be upon the instructions of the MDRRMC Chairperson or of the Response Pillar. Health Cluster Response Teams under IMT will
be demobilized as stated in their deployment mission order and responsible office specific requirements.
Lead Cluster: The Health Cluster, in which the MHO is the Lead Agency, is one of eleven clusters.
The involved clusters and their lead agencies are the following:
1.Food and Non-Food Items Cluster – MSWDO

2.Health Cluster - MHO
3.Protection Camp Coordination and Management Cluster - MSWDO
4.Logistics Cluster - MDRRMO
5.Emergency Telecommunications Cluster - PIO
6.Education Cluster - DepEd
7.Search Rescue and Retrieval Cluster - BFP
8.Management of the Dead and Missing Cluster – DILG
9. Internally Displaced Cluster -MSWDO
10.Phiilippine International Humanitarian Assistance Cluster -PRC
11.Law and Order - PNP
1. Lead Cluster Agency: MUNICIPAL J=HEALTH OFFICE (MHO)
1) During Disaster Phase (Health-Public Health and Medical), WASH, Nutrition, and MHPSS)
a. Release alert memo to all BHC and hospitals if applicable;
b. Activate command system in affected areas;
c. Activate Operation Centers;
d. Activate the health emergency response plan;
e. Raise code alert in BHC and hospitals as appropriate;
f. Develop RDANA standards to be used by Barangay level
g. Conduct inventory of logistics (both MHO and BHCs);
h. Preposition logistics in MHO;
i. Organize Stand-by Response Teams;
j. Conduct continuous monitoring and dissemination of information updates;
k. Organize, attend and send representatives to cluster and other coordination meetings Deploy teams to conduct Rapid Health Assessment
(RHA);
l. Deploy teams to evacuation centers and priority communities in affected areas;
m. Augment logistics;
n. Provide field treatment, first aid and pre-hospital care;
o. Provide health services (e.g general consultation and treatment, immunization, reproductive health services, chemoprophylaxis, health
education, promotion and advocacy including basic sanitation, nutrition and psychosocial support, etc);
p. Activate referral system;
q. Perform patient referral/conduction to health facilities;
r. Provide hospital services;
s. Activate surveillance and reporting systems;
t. Conduct health facility assessment, immediate cleaning/clearing activities and repair to restore functionality;
u. Provide continuous monitoring; and
v. Organize, attend and send representatives to cluster and other coordination meetings (e.g. PDNA/DANA/DALA,etc)
During Disaster Phase (WASH)
a. Conduct Rapid WASH Assessment;
b. Augment WASH logistics (e.g. water containers, water disinfectants, hygiene kits, water testing reagents fund/supplies for toilet
construction, and other WASH commodities);
c. Augment provision of safe drinking water through the mobilization of water treatment units, water distribution tanks, and water storage
tanks;
d. Coordinate installation/construction of toilet facilities; repair/restoration of water facilities; hygiene promotion from WASH Cluster members
and partners;
e. Provide technical assistance in the installation and construction of toilet facilities; waste management; and vector control;
f. Assist in continuous water quality monitoring;
g. Continuous monitoring and reporting of WASH activities and services; and
h. Organize, attend and send representatives to cluster and other coordination meetings (e.g. PDNA/DANA/DALA,etc)
During Disaster Phase (Nutrition)
a. Conduct Rapid Nutrition Assessment;

b. Augment nutrition logistics (e.g. Vitamin A, multiple micro-nutrient packs, ferrous sulfate and folic acid, MUAC tapes, weighing scale,
weight-for-height reference table, height board, breast-feeding kit);
c. Coordinate the following with cluster members/partners: provision of ready-to-use supplementary and therapeutic food (RUTF/RUSF);
human milk banking;
d. Assist in the conduct of general and blanket supplementary feeding;
e. Coordinate the mobilization of nutrition assessment teams, infant feeding, and breastfeeding support groups;
f. Assist in the referral of severely malnourished patients to appropriate facilities;
g. Continuous monitoring and reporting of malnutrition cases and interventions; and
h. Organize, attend and send representatives to cluster and other coordination meetings (e.g. PDNA/DANA/DALA,etc)
During Disaster Phase (MHPSS)
a. Conduct Rapid MHPSS Assessment;

b. Augment psychotropic medications;
c. Coordinate the mobilization of MHPSS teams;
d. Assist in the following: provision of psychological first aid; activation of community and family support systems; and provision of other
specialized MHPSS services;
e. Assist in the referral of cases to higher level of care;
f. Continuous monitoring and reporting of MHPSS cases and interventions; and
g. Organize, attend and send representatives to cluster and other coordination meetings (e.g. PDNA/DANA/DALA,etc)
2) Post-Disaster Phase (Health – Public Health and Medical, WASH, Nutrition, and MHPSS)
a. Continue deployment of teams as necessary;
b. Continue logistics provision as necessary;
c. Continue provision of health, WASH, nutrition and MHPSS services;
d. Continue monitoring of health conditions;
e. Repair and rehabilitate damaged health facilities;
f. Conduct post-incident evaluation;
g. Document lessons learned and good practices; and
h. Generate necessary reports
NOTE: In the event of a Mega Disaster (e.g 7.2M Earthquake, Intensity 8)

a. DOH PO or other non-affected MHO and RO assumes command and control of the Cluster on site;
b. Mobilize all resources of the DOH/MHO to the affected regions; and
c. Prioritize response over regular activities by all DOH offices and attached agencies.
2. Cluster Member Agencies. These are the other agencies needed to support the MHO in its role as the Lead Agency for the Health Cluster. The
following are the respective roles of the different agencies in support of the Cluster:
A. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

a. Assist in the provision of medical and health emergency services to the affected population in coordination with the Health Cluster Lead or the
head of the deployed emergency health teams;
b. Ensure the provision of facilities within the evacuation centers that would be conducive to good health outcomes (e.g. breastfeeding corner,
space for pregnant and lactating mothers, gender sensitive toilet and bathing facilities, medical consultation area, priority lane for vulnerable
population, etc.);
c. Take the lead in the provision of MHPSS services in evacuation centers and refer to the Health Cluster patients needing specialized care; and
d. Coordinate with the Health Cluster regarding milk donations.
B. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE (MDRRMO)

a. Assist Health Cluster in the transport of medical teams and health logistics;
b. Provide space at MDDRMO logistics hubs for prepositioning of health logistics;
c. Refer health related donations to the Health Cluster for clearance prior to acceptance;
d. Refer foreign health teams to the Health Cluster for registration, coordination and deployment except for foreign military teams;
e. Copy furnish Health Cluster with the post mission of the health component of foreign military teams involved in medical missions; and
f. Provide Health Cluster access to emergency telecommunications facilities.
C. BUREAU OF FIRE PROTECTION (BFP)

a. Be prepared to provide Ambu-Medical Teams in support of the MHO for Health Emergency and Management Service mission;
b. Be prepared to provide transportation support for the MHO-led medical teams during deployment;
c. Be prepared to provide security personnel for the MHO-led medical teams deployed in disaster-affected areas;
d. anticipate in Health Cluster meetings;
e. Coordinate with the MHO medical team for the hand-over of rescued victims;
f. Be prepared to provide Mental Health and Psychosocial Support (MHPSS) team and trauma team in support of MHO;
g. Take the lead in the provision of MHPSS services for military personnel and families and refer to the Health Cluster patients needing specialized
care;
h. Be prepared to provide the Health Cluster access to the use of military health facilities/station hospitals;
i. Provide Health Cluster reports on medical missions conducted; and
j. As disaster first responders, provide/ share rapid medical/ health assessment information to the Health Custer hierarchy
D. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

a. Facilitate coordination of MHO with LCE for Health Cluster Operations; and,
b. Assist the Health Response Teams in coordinating with the LCEs
E.PHILIPPINE NATIONAL POLICE (PNP) through the Health Service and Women and Children Protection Center.
a. Provide security for health teams and logistics in disaster areas;
b. Provide transport for Health Cluster personnel and logistics, if available;
c. Coordinate with Health Cluster on the movement and activities of their health personnel;
d. Refer to the Health Cluster victims of violence and patients needing specialized care;
e. Provide Health Cluster access to use of police health facilities; and
f. Provide Health Cluster reports on medical missions conducted
F. BUREAU OF FIRE PROTECTION (BFP)

a. Coordinate with Health Cluster in the augmentation and mobilization of their health personnel;
b. Assist in the distribution of water supply, and cleaning/ clearing of health facilities; and
c. Provide Health Cluster reports on medical missions conducted
G. DEPARTMENT OF EDUCATION (DepEd)

a. Ensure the provision of facilities within schools used as evacuation centers that would be conducive to good health outcomes (e.g.
breastfeeding corner, space for pregnant and lactating mothers, gender sensitive toilet and bathing facilities, medical consultation area, etc.);
b. Take the lead in the provision of MHPSS services in schools and refer to the Health Cluster patients needing specialized care; and
c. Assist in school-based surveillance and immunization activities upon Health Cluster request.
H. PHILIPPINE COAST GUARD (PCG)

a. Provide security for health teams and logistics during sea travel in high risk areas;
b. Provide transport for Health Cluster personnel and logistics;
c. Provide access to use of sea assets for emergency medical evacuation;
d. Coordinate with the Health Cluster on the movement and activities of their health personnel;
e. Provide the Health Cluster with access to use of PCG health facilities; and
f. Provide the Health Cluster with reports on medical missions conducted.
I. PHILIPPINE RED CROSS (PRC)

a. Assist the lead cluster agency in the provision of its available resources related to health responses that can contribute to addressing the
medical and psychosocial needs of community affected population through the deployment of first aid teams in evacuation centers,
mobilization of logistical assets such as equipment and medical personnel in the possible setup of an emergency field hospital based on the
gaps in medical infrastructure.
b. Assist in the provision of safe and potable water through the deployment of available water filtration units and storage containers (jerry can) as
well as personnel such as hygiene promoters to conduct hygiene promotion sessions in the communities upon its conduct of assessment.
c. Ensure access to sufficient blood and blood products in times of emergencies and disaster through its network of blood service facilities
nationwide.
d. Assist in the conduct of community based psychosocial support activities and setup of welfare desks in evacuation centers targeting
beneficiaries in the community affected population.
J. Volunteers/Civil Society Organizations/ and other Health Sector Partners

a. Coordinate with the Health Cluster in the conduct of Health Cluster Operation activities (e.g. registration, deployment, assignment, etc.); and
b. Provide Health Cluster reports on Health Cluster Operations activities conducted.

A. The DOH as Cluster Lead will coordinate all support and requirements of the Health Cluster in their activities to augment the requirements at the
affected areas during disasters.
B. Barangay Health Workers and other agencies and their subordinate offices shall utilize their respective internal personnel. Additional personnel
requirements shall be coordinated through the MDRRMC in collaboration with all Council members.
III. COMMAND AND CONTROL
G. Command Relationship – all DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
H. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
m. Chairperson, MDRRMC
n. Vice-Chairperson for Disaster Response (MSWDO)
o. F/NFI Cluster Lead (MSWDO)
p. F/NFI Cluster Members

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E. EMERGENCY TELECOMMUNICATIONS (ETC) CLUSTER
I. RATIONALE
During disaster, affected areas are so badly hit by disaster that Information and Communications Technology (ICT) systems are rendered non-operational.
These may result in the non-availability of essential voice, data, Internet, television and radio broadcast services that are critical during and post disaster
management operations. There have been cases where LGU cannot seek help from other agencies of government or even their neighboring cities and
municipalities. In such cases, the activation of Emergency Telecommunications Cluster is required to install, operate and maintain a system of communication
that will reconnect the isolated LGU Emergency Operations Centers to the MDRRMC Operation Center and system. Moreover, the Emergency
Telecommunications Cluster will also respond in all major emergencies when directed by the MDRRMC requested by other cluster Leads and where the scale
of the emergency is beyond the capacity of local government units.
The purpose of this guidelines is to provide an overarching framework to have an effective and timely emergency telecommunications services to support other
clusters in carrying out their respective mandates safely and efficiently. The vast majority of Emergency Telecommunications Cluster key players who will
deliver on this protocol are based in the field, calling on regional and even global level support as needed.
II. OBJECTIVE
To achieve the Emergency Telecommunications Cluster goal, the broad objective for the cluster’s strategy is to strengthen ICT capacities at the national Cluster
level down to local levels to prepare for, respond to and recover from the impacts of disasters.
This will be organized by providing a timely, resilient and predictable Information and Communications Technology (ICT) support to improve:
a.Response and coordination among response organizations;

b.Decision-making through timely access to critical information;
c.Common operational areas for disaster response;
d.Common system standards and operating procedures; and
e.System architectures for compliance and interoperability.
On orders, the Emergency Telecommunications Cluster (ETC) to provide an effective and timely emergency telecommunications services and ICT capacities at
the national Cluster level down to local levels in the affected disaster areas.
The Public Information Office will be the lead agency supported by AFP, PNP, BFP, PCG, MSWDO, and other NGOs, CSO, Volunteer Groups and other
Civilian and Private Organizations recognized and acknowledge by MDRRMC in order to support other clusters in carrying out their respective mandates safely
and efficiently as they prepare for, respond to and help in the recovery from the impacts of disasters.
1. Lead Cluster Agency: MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENTY OFFICE (MDRRMO) THRU OPERATION AND WARNING
DIVISION AND PUBLIC INFORMATION OFFICER (PIO)
1) During Disaster Phase

a. Act as the single focal point local government authorities on behalf of the humanitarian community for all radio, voice and data communications-related
capabilities including frequency allocation, communications network diagrams, and mobilization of ICT resources;
b. Alert and conduct immediate inventory of their ICT equipment on-hand;
c. Pre-program all radios to the assigned disaster frequencies and ensure communications interoperability;
d. Provide radio nets, call signs and manage the frequencies allocated by PDRRMO;
e. Provide a platform directory services containing the contact information of the different ICT key players;
f. In coordination with Logistics Cluster, make available mobility assets, protective suits/gears, shelters/Tents, basic provisions and other essential needs
for the establishment of On-site EOCs;
g. Provide standards for common ICT equipment and procedures;
h. Provide ICT services support for other clusters as needed;
i. Support by sending warning advisories to MDRRMC and Barangay DRRMC and other line agencies;
j. Collect information regarding the impending disaster and corresponding situations of preparedness by LGU and related agencies and inform/report
them to MDRRMC;
k. Conduct scenario-based pre-deployment planning meeting in a predefined location/s;
l. Collect and record all activities of the members for review and documentations
m.Provide basic telecommunications coverage around the main operational area for the Command Center and other responders;
n. Establish and maintain On-Site Command Operations Coordinating Center (OSOCC) in disaster area/s;
o. Programming of radios or other equipment belonging to individual responders, organizations and other key players in disaster areas for
interoperability;
p. Install and maintain internal ICT systems between clusters and individuals independent from national or local public services;
q. Establish a dedicated GSM/LTE mobile network to be used by the cluster workers in the operational area in partnership with TELCO(s);
r. Publish and maintain a list of GSM providers and availability of 2G/3G/4G/LTE and data services and its availability and reliability on partnership with
TELCO(s);
s. Provide and update a directory services containing the contact information of the different key players in disaster areas implied in a specific
humanitarian mission;
t. Conduct repair and maintenance activities as needed;
u. Receive and consolidate reports related to ICT resources;
2. Post Disaster Phase

a. Coordinate the preparation of documentation for ETC requirements, lesson learned, and best practices;
b. ETC to deactivate all emergency telecommunication systems as soon as full resumption of the LGU communication system is achieved;
c. Coordinate PDNA activities in case it will be conducted by the Municipal and Barangay level;
d. Receive and consolidate reports;
e. Consolidate records of all events and activity conducted by each members; and
f. Conduct debriefing to all members.
3. Cluster Members
A. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT (MSWDO)

a. Alert all personnel at the local and barangay level or the impending disaster;
b. Operate 24/7 the Disaster Response Operations Monitoring and Information Center that will receive reports from the MSWD Office;
c. Make available the Online MSWDO Disaster Response Situation Map showing all existing Evacuation Centers and population at risk;
d. Activate and deploy personnel in the affected areas to conduct rapid assessment and provide TARA in DRRM programs and projects;
e. Regularly convene the MSWDO-led Cluster response through ETC;
f. Deploy 24/7 MSWDO representative at the DRMMC OpCen;
g. Collaborate with DRRMCs at all levels for cross-cutting concerns; and
h. Utilize social media in communicating updates, volunteer mobilization and request for augmentation
2) Post Disaster Phase

a. Participate to the post evaluation;
b. Conduct hand-over duties during Early Recovery and Rehabilitation Planning; and
c. Submit Terminal report to MDRRMO.
B.ARMED FORCES OF THE PHILIPPINES (AFP)

a. Shall provide personnel/technical and equipment assistance for communication between disaster site and MDRRMC and BDRRMCs, consistent with
defense priorities;
b. Shall coordinate with the MDRRMC and BDRRMCs on the optimum employment of communications assets, both manpower and equipment;
c. Shall establish operations procedures consistent with the communications flow of the MDRRMC and BDRRMCs;
d. Shall assist the MDRRMC and BDRRMCs in managing the spectrum by discouraging employment of unauthorized communications equipment; and
e. Perform other tasks as directed.

a. Shall provide MDRRMC and BDRRMCs the good practices employed during the disaster phase to serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education;
c. Shall conduct retraining of technical personnel and refurbish ICT equipment to ensure operational readiness status; and
d. Perform other tasks as directed.
C.PHILIPPINE COAST GUARD (PCG)

a. Disseminate early warning on weather forecast issued by PAGASA or PHIVOLCS to coastal barangays, local fisher folks and other maritime stake
holders through effective and fastest means of communications (text, Notice to Mariner, VHF/HF radio and e- mail);
b. Shall provide communications assistance and render reports/updates on activities and incidents to MDRRMC and Cluster Lead.
a. Provide reports of debriefing activities;
b. Shall provide MDRRMC and BDRRMCs the good practices employed during the disaster phase to serve as “lessons learned” documents;
c. Shall be prepared to provide debriefing as part of communications education; and
d. Shall conduct retraining of technical personnel and refurbish ICT equipment to ensure operational readiness status.
D.BUREAU OF FIRE PROTECTION (BFP)

a. Shall provide personnel/technical and equipment assistance for communication between disaster site and MDRRMC, consistent with defense priorities;
b. Shall coordinate with the MDRRMC on the optimum employment of communications assets, both manpower and equipment;
c. Shall establish operations procedures consistent with the communications flow of the M DRRMC;
d. Shall assist the MDRRMC in managing the spectrum by discouraging employment of unauthorized communications equipment; and
e. Perform other tasks as directed

a. Shall provide DRRMCs the good practices employed during the disaster phase to serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education; and
c. Shall conduct retraining of technical personnel and refurbish ICT equipment to ensure operational readiness status.
E. PHILIPPINE NATIONAL POLICE (PNP)

a. Shall provide assistance in communication between disaster site and MDRRMC;
b. Maintain communications connectivity (voice and data) between NMDRRMC/BDRRMC and PNP;
c. Provide equipment support;
d. Provide technical assistance to radio users and to maintain serviceability of all issued communication equipment & system for PNP units deployed in
disaster area; and
e. Ensure availability & operational readiness of all issued equipment.

a. Shall provide MDRRMC the good practices employed during the disaster phase to serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education; and
c. Shall conduct retraining of technical personnel and refurbish ICT equipment to ensure operational readiness status.
F. NGOs, CSO, Volunteer Groups and other Civilian and Private Organizations recognized and acknowledged by MDRRMC

a. Identify Key People and Resources for Disaster Response (work with Cluster members for easy transport and facilitation);
b. Network Resiliency Check for both wired and wireless;
c. Ensure that all alert/monitoring systems running on network are available (Infoboard, Social Media assets, NOAH, Weather alerts)
d. If functional, Informing and Alerting Systems to be used during the Disaster;
- Cell Broadcast, in accordance with MDRRMC request;
- Establish an InfoText;
- Communications Support to Responders;
- Libreng Tawag/Cellphone Charging Stations/Internet;
- Social Media engagements via Rappler, Relief.PH, rescue.ph;
- Provision of reports for areas with no signals or communication networks; and
- Act as courier/messenger using motorcycle/bikes if needed arises.
e. Deployment of Quick Communications Solution
- Satellite voice communications;
- Satellite Internet;
- Instant Network (in partnership with Vodafone and Telecoms Sans Frontiers);
- Cell site – On - Wheels (prepositioned with satellite); and
- Connectivity augmentation in OpCen
f. Social Media and other Emerging Technologies*

- Crisis mapping;
- Big data analytics; and
- Mobile apps

a. Network Audit for Fixed and Wireless to consider 'adaptation' strategies;
b. Ensure that all alert/monitoring systems running on network are available (Infoboard, Social Media assets, NOAH, Weather alerts); and
c. Perform other request as directed.
A. The MDRRMO and PIO as Cluster Lead will coordinate the dispatch and will handle all its needs to support its operation at the affected area;
B. All members of the cluster acting on request from the MDRRMO and PIO will make available necessary and operational telecommunication
equipment at the disposal at the affected area.; and
C. Concerned government agencies and their subordinate offices shall utilize their respective personnel. Additional personnel requirements shall
be coordinated through the MDRRMC in collaboration with all Council members.
IV. COMMAND AND CONTROL
I. Command Relationship – all DRRM actors and key players will refer and based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
J. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
q. Chairperson, MDRRMC
r. Vice-Chairperson for Disaster Response (MSWDO)
s. F/NFI Cluster Lead (MSWDO)
t. F/NFI Cluster Members

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F. LOGISTICS CLUSTER
I. RATIONALE
In anticipation of any disaster or during and post disaster, the Logistic Cluster shall provide assistance to other clusters for their logistical requirements.
II. OBJECTIVES
To provide an efficient and effective strategic emergency logistics services all clusters deployed by the Municipal Response Cluster and encourage regular info-
sharing among all stakeholders and other partners on emergency road network, status of critical infrastructure/lifelines, etc. The Cluster also formulates,
updates, implements and monitors logistical policies, plans, programs and procedures that will harmonize the activities of each cluster.

On activation, the Logistics Cluster shall provide an efficient and effective strategic emergency logistics services for all clusters deployed by the Municipal
Response Cluster in disaster affected areas in terms of mobility, warehousing, and supplies and inventory management.
The cluster shall organize four (4) sub-clusters, namely:
a. Transportation (land, sea, and air) – provide mobility assets for all cluster operations;
b. Warehousing – provide space for the storage and safekeeping of relief goods, supplies, materials and equipment of the different clusters;
c. Supplies and Inventory – provide fuel, generators, and other emergency resources for cluster operations. Further, ensure the tracking of deployed items;
and
d. Services – provide road clearing operations including the restoration and maintenance of utilities such as electricity and water supplies
The Cluster will be activated by the Vice Chairperson for Response when necessary. Upon activation, all cluster member agencies and identified partners shall
ensure their attendance in cluster meetings and provide the Cluster Lead with a list of available assets with its corresponding capacity that can be utilized by all
the cluster to support the activities of the other clusters during disaster operations.
The Logistics Cluster takes into account that the direction of the operations will be based on the information and requests provided by the other clusters, Vice
Chair for Response, and the Local Disaster Risk Reduction and Management Council of affected areas. The operation is divided into two (2) phases: During
disaster and Post disaster.
The Municipal Disaster Risk Reduction and Management Office (MDRRMO) as the Cluster Lead shall head the cluster operations, undertake all major
coordinating functions.
All Clusters requesting for logistical support shall communicate their requests to the Cluster Lead through the MDRRMC OpCen. The designated focal persons
of the Logistics Cluster shall:
A. Determine the prioritization and identify assets to be used;

B. Coordinate with cluster member agencies the availability and mobilization of appropriate logistics assets;
C. Facilitate administrative requirements for the mobilization and transport of resources;
D. Provide feedback to requesting agency;
E. Monitor/track deployed assets; and
F. Prepare status reports on deployed resources.
For Transportation requests:

A. Requesting agency shall submit to the Cluster Lead a written request indicating detailed items with corresponding specifications (weight, volume, dimension)
including the name and contact numbers of the receiving party/ies;
B. Prioritization shall be determined by the Cluster Lead based on the requirements in the affected area and/or based on the result of initial assessments and
requests from the Barangay;
C. It shall be the prime responsibility of the requesting party to secure and accompany their goods until its transport to the area and endorsed to the receiving
party; and
D. The proposed use of assets that will be tapped for logistics operations are:
1. Government
2. Any non-government entity
3. Commercial Services (with payment or without cost on the part of the government)
For Warehousing:
A. The Cluster Members shall provide the Cluster Lead with a list of available warehouses and its load capacity for the use of the Cluster during Disaster.
B. The Cluster will coordinate all available warehouses for use of all M DRMMC members for prepositioning and augmentation of needed resources during
disaster.
1. Lead Cluster Agency: MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE (MDRRMO) THROUGH THE ADMINISTRATIVE AND
FINANCE DIVISION
The Municipal Disaster Risk Reduction and Management Office (MDRRMO) through the Administrative and Finance Division, will lead the cluster and perform the
following functions:
a) During Disaster Phase

a. Attend pre-deployment meetings;
b. Inventory of resources (local and national) to identify gaps;
c. Positioning of assets/resources;
d. Receive and facilitate request for logistical support;
e. Coordinate the transport of assistance with concerned agencies;
f. Provide feedback to requesting MDRRMC/BDRRMC/organizations;
g. Institute a tracking system of all HA/DR assistance provided, including international donations for equipment and coordination;
h. Identify prioritization of aid cargo as "must load";
i. Orchestrate information sharing;
j. Confirmation of Traffic Status: Contact and confirm the following status of transport conditions:
- DPWH and Clearing team Concerned: Roads and Bridges Condition/Road Network.
- PCG: Sea Transportation/Voyage Suspension
k. In coordination with member agencies, recommend the transport of food, equipment, and personnel from supply points to destination mode;
l. Coordinate with the IHAC for the provision of logistical support from the other municipalities, provincial, regional office and other organizations;
m.Ensure the constant gathering of official reports and significant data; and
n. Update assessment of roads, warehouses stocks, transport capacities to, from and within the affected areas.
b) Post Disaster Phase

a. Coordinate and request relevant agencies to provide Transportation Support when it is considered necessary and/or requested by local governments
of affected areas;
b. Coordinate the usage of hauling and delivery means for transport of such goods to affected areas based on the direction of P/M/BDRRMC;
c. Consolidate reports and prepare cluster report;
d. Update assessments of roads, warehouses, transport capacities to and from, and available logistic services;
e. Deploy additional food and non-food items in disaster affected areas in coordination with P/M/DSWDO;
f. Coordinate with concerned agencies the return of deployed resources (equipment & human resource);
g. Provide data to PDNA Team when necessary; and
h. Engage private agencies for transport assistance.
A. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT (MSWDO) will perform the following tasks for each Disaster Phase:

a. Inform the MDRRMO as head of Cluster the current inventory at MSWDO and its Provincial and Regional Warehouses;
b. Inform the MDRRMO of the transportation capabilities (number of trucks available) of P/M/DSWDO to transport Food and NFI as well as its
manpower compliments;
c. Inform the Cluster Head for the requirement of additional transportation assets and manpower for the loading and unloading of supplies;
d. Augment FNI and supplies of Camp Management to the affected areas;
e. Employ tracking system for all food and non-food items sent and received by MSWDO;
f. Identify needs for logistic support; and
g. Coordinate logistical requirements/request for transport to the Cluster Lead.

a. Replenish FNI inventories; and
b. Provide additional augmentation of FNI to the affected areas.
B. PHILIPPINE NATIONAL POLICE (PNP) will perform the following tasks for each Disaster Phase:

a. Coordinate with concerned agencies for safe route;
b. Identify fuel depot for safe re-fuelling, and;
c. Coordinate with line units and concerned agencies re passable route and
d. Coordinate adjacent line units re availability of necessary equipment.

a. Line units remove obstacles/debris from roads in coordination with Provincial Office, , DPWH, AFP
C. ARMED FORCES OF THE PHILIPPINES (AFP) will perform the following tasks for each Disaster Phase:
a) During Disaster Phase:

a. Participate in joint logistics cluster meetings;
b. Conduct inventory of troops and organizational equipment and supplies (firepower, mobility, quartermaster, POL, medical and other items) for
operations;
c. Prepare and submit inventory of mobility (air, land, sea) and other logistical assets (temporary shelter tents, engineering assets, etc.);
d. Strengthen camp/base facilities to improve disaster resilience;
e. Preposition respective assets, POL and reserve requirements;
f. Provide transportation assets (air, land, sea) in coordination with the Major Services (PA, PAF, and PN) to deliver humanitarian assistance in disaster
affected areas;
g. Provide warehousing/storage of supplies and other items as required in coordination with the MSWDO for the repacking of goods; and
h. Coordinate adjacent line units re availability of necessary equipment.
b) Post Disaster Phase:

a. Sustain logistics support to AFP units conducting limited transportation, medical and manpower support to the early recovery activities as required by
the Provincial and Local government;
b. Provide engineering equipment to support DPWH in road-clearing operations if necessary; and
c. Provide transportation support for the return of deployed assets.
D. MUNICIPAL ENGINEERING OFFICE (MEO)

a) During Disaster
a. Assist in clearing of roads and identification of alternate routes for response operations.; and
b. Tap partners in the use of assets for the provision of an alternate road network going to and from the affected areas to facilitate unhampered
transportation of goods and personnel.
a) Post Disaster
a. Provide logistical support in hauling and delivery of goods/commodities to affected areas;
b. Remove obstacle and urgently rehabilitate the affected national, municipal and Barangay roads;
c. Exchange information on damage condition of infrastructure facilities to Barangay and LGU
d. Report national roads and bridges and other infrastructure facilities’ damage condition and rehabilitation status to M/BRMMCs;
e. Be responsible for distributing traffic information to road users, if traffic is restricted in national roads; and
f. Conduct Post Disaster Needs Assessment and develop plans for a build back better infrastructure.
E. PHILIPPINE COAST GUARD (PCG)

a. Alert all PCG Districts/Stations/Detachments and floating units in the possible area of disaster;
b. Alert/activate Deployable Response Groups (DRGs) with their equipment;
c. Coordinate with MDRRMC; and
d. PCG shall contribute to emergency transportation by operating their vessels and aircraft based on needs and requests from MDRRMC and affected
Local Governments.
b) Post-Disaster Phase
a. Support the urgent rehabilitation activities such as removing obstacles, transporting, relocating residents, and transporting basic commodities needed
under emergency in coordination with MDRRMC;
b. Provide assets for clearing operation of sediments or any hazard to ensure safe navigation within coastal areas and passage ways;
c. Evaluate and assess the effectiveness and sufficiency of deployed assets during the emergency response;
d. Evaluate the concept of operations if it needs improvements or rectification; and
e. Coordinate with MDRRMC prior pull-out of deployed/utilized assets.
F. BUREAU OF FIRE PROTECTION (BFP) will perform the following tasks for each Disaster Phase:
a) Pre Disaster
a. Alert stations prior to disaster
b. Shall direct emergency transport activities to its lower offices based on needs and requests from MDRRMC and affected local governments.

a. Provide assets for clearing operations.
G. Volunteer and Private Groups acknowledged by MDRRMC
Provide necessary transportation assets, supplies and warehouses to support the disaster management operations of the MDRRMC.
A. The MDRRMO as Cluster Lead will coordinate all support and requirements of response committee in their activities to augment the requirements at the
affected areas during disasters; and
B. Concerned government agencies and their subordinate offices shall utilize their respective internal personnel. Additional personnel requirements shall be
Composition
a. Logistics Cluster Lead (MDRRMO-Logistics, Interoperability and Force Management Div)
b. Logistics Cluster Members

RESPONSE CLUSTER
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RESPONSE CLUSTER

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GAPS
HAVE)
TOTAL

G. LAW AND ORDER CLUSTER
I. RATIONALE
Loss of lives and casualties, protection and preservation of the populace and properties, security of responding personnel and the populace in general are the
main concerns of all government agencies involved in disaster management and response operations, specifically the Security, Law and Order requirements.
The efficiency of doing security response operations during disasters relies on the timely and organized deployment of security forces. The disaster shall
include but not be limited to tsunamis, earthquakes, landslides and other natural disasters that may lead to immense loss of lives and properties
The Law and Order Cluster shall organize to deal directly with the security needs of member agencies and the community.
In order to keep abreast with the national government’s enhanced concepts on disaster risk reduction and management system, an inter-agency cooperation
between agencies with law enforcement functions shall align their respective disaster operations and procedures.
II. OBJECTIVE
The Law and Order Cluster will assist the Response Operations and provide assistance to the affected areas through the:
a. Provision of security to the Response Clusters operating in the affected area;
b. Provision of traffic management that will facilitate the speedy movement of people, goods and equipment to the affected population and responding
agencies; and
c. Enforce law and order in the community through the provision of information on the disaster response operations and the maintenance of community
policing to reduce or arrest criminality in the area.
On orders, the PNP as lead in the Law and Order and Security Operations together with the members of the Law and Order Cluster; AFP, PCG, BFP, and such
other agencies as may be called upon by the PNP Lead Cluster, will assist the Response Operations by providing security and other law and order measures.
Other agencies may be included based on their law enforcement functions, as situation warrants.
Clusters members shall maintain interoperability through their established Operations Center (OPCEN). At the Municipal level down to the Barangays the
leadership in the conduct of law and order shall be determined by the Local DRRMC depending which component of government (AFP, PNP, BFP, LGU-CSO)
is necessary.
The Law and Order Cluster shall perform its task in coordination with the designated Incident Commander through the Incident Management Team (IMT),
security operations will be conducted through collaborative efforts with cluster member agencies and other agencies to ensure that safety and security is being
maintained in the area.
The condition/s that will trigger the deployment of security personnel on Law and Order operations will depend on:
A. Orders from MDRRMC Chairperson;
B. The result of the Rapid Damage Assessment and Needs Analysis (RDANA) conducted by MDRRMC concerned in the affected area/s. Result of RDANA
shall be provided immediately to MDRRMC Operations Center to determine what security response is needed.
The Law and Order shall consider the immediate establishment of communications through Emergency Telecommunication Cluster and advance command
post from the possible affected areas by the nearest territorial forces to stabilize security situation.
1. Lead Cluster Agency: PHILIPPINE NATIONAL POLICE (PNP)
a. Establish Command Post and Sub-Command Post in the possible affected area; Situational/regular conduct of police presence (Mobile, Motorcycle
and foot patrol) at the possible area that may be affected;
b. Review of the Crime Environment in the possible affected area;
c. Participate in the conduct of PDRA (Municipal level);
d. Prepare appropriate number of security personnel to identified evacuation areas in coordination with Barangays;
e. Recommend to MDRRMO to conduct trainings to improve inter-operability among member agencies;
f. Activate the Law and Order Security Response Unit (SRU) with the established PNP Critical Incident Management Operational Procedures (CIMOP)
in collaboration with member support agencies;
g. Prioritize strategic support (land, air and sea transport with consideration of other response agencies);
h. Prepare SRU based on the immediate requirements on the ground;
i. Participate in the conduct of Rapid Damage and Needs Assessment (RDNA) Municipal level;
j. Establish coordination with the MDRRMC; and
k. Perform other tasks as directed

a. Submit reports on the damage assessments and Needs analysis of affected areas;
b. Provide security to evacuation areas in collaboration with other agencies and force multipliers;
c. Assist in the relief and recovery operations and maintain Law and Order to affected areas;
d. Conduct debriefing and Post assessment review; and
A. ARMED FORCES OF THE PHILIPPINES

a. Be prepared to provide security augmentation (infantry unit/s; K9 team/s; EOD team/s; CDM units) in support of the PNP’s law enforcement
operations;
b. Be prepared to provide security augmentations at the designated evacuation centers in support of the PNP;
c. Be prepared to provide security augmentation in securing the repacking, transport and distribution of relief goods at the evacuation and/or
distribution areas in support of the PNP, LGU and MSWDO; and
d. Perform other tasks as directed
2) Post Disaster Phase:

a. Coordinate with the PNP for the release of security augmentation;
b. Consolidate security units for redeployment;
c. Be prepared to participate in Law and Order Cluster planning meeting/s;
d. Coordinate with PNP for the capability enhancement program/inter-agency training; and
B. BUREAU OF FIRE PROTECTION (BFP)

a. Mobilize and deploy personnel in the identified affected area in coordination with MDRRMC;
b. Assists in the security requirements of evacuation centers; and
c. Perform other tasks as directed

a. Assist in the security; and
b. Perform other tasks as directed
C. PHILIPPINE COAST GUARD (PCG)

a. Deploy appropriate number of security personnel to devastated areas;
b. Support other tasks as requested by Cluster Lead; and
c. Perform other tasks as directed

a. Maintain necessary security requirements; and
b. Perform other tasks as directed
D. VOLUNTEERS/CIVIL SOCIETY ORGANIZATIONS

All Volunteer force multipliers will coordinate with the local Cluster Lead for briefing and deployment to the affected areas.
A. The PNP as Cluster Lead will coordinate all movement of incoming products, personnel and equipment from the point of embankment prior to turnover to
the Response Clusters activated for any disaster: and
B. Concerned government agencies and their subordinate offices shall utilize their respective internal personnel. Additional personnel requirements shall be
Composition
c. LAO Cluster Lead (PNP)
d. LAO Cluster Members

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GAPS
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H. EDUCATION CLUSTER
I. RATIONALE
The occurrence of earthquake and/or tsunami has significant effects to the education sector. Suspension of classes, as an immediate and initial response, is
announced to prevent exposure of learners to the impact of these disasters. The Education Cluster is one of the clusters responding to the needs of affected
learners and schools during earthquake and tsunami disasters. The safety of students and personnel during these hazards, without early warning, is the top
priority of the Education Cluster.
II. OBJECTIVE
The Education Cluster aims to ensure safety of learners and personnel. It also aims to provide continued access to quality education to all affected learners.
Specifically, the cluster will:
a. Prepare field offices and schools by issuing alerts and warnings based on PAGASA/PHIVOLCS bulletins and/or local issuances;
b. Conduct impact and needs assessment on affected teaching and non-teaching personnel, learners, and education resources;
c. Provide the required temporary learning spaces, teaching and learning materials to allow for resumption of classes and education service delivery;
d. Promote and activate the use of alternative delivery modes of learning in affected areas;
e. Coordinate the provision of psychosocial support and services to both learners and personnel with concerned agencies; and
f. Mobilize resources to facilitate delivery of other relevant assistance to affected teaching and non-teaching personnel.
On orders, the Education Cluster will ensure immediate access of all children in the affected areas to quality education in a safe and secure environment and
ensure that all needs related to emergency education services are addressed as part of the overall response of the cluster.
This will be accomplished through coordination with cluster members such as Technical Education and Skills Development Authority (TESDA), Commission on
Higher Education (CHED), Local and International Non-Government Organizations, Civil Society Organizations, Individual and Private Corporate Partners, and
Inter-cluster coordination and response operation. The cluster lead agency, Department of Education (DepEd) will convene the member agencies to provide
updates and discuss available resources of each member agencies for prepositioning that will be used in providing such emergency education services. This
includes the provision of technical support and services to affected areas.
In the event of escalation and need for international assistance to augment national capacities and resources, the coordination shall be done through the
Philippine International Humanitarian Assistance Cluster (PIHAC) and Education Cluster co-leads namely, Save the Children and United Nations Children Fund
(UNICEF).
Composition: The Education Cluster shall be composed of the following agencies:
1. Lead Agency: DEPARTMENT OF EDUCATION (DepEd)
The roles and responsibilities of the Lead Agency shall be as follows:
1. Cluster Lead Agency: DEPARTMENT OF EDUCATION (DepEd) through the Disaster Risk Reduction and Management Service (DRRMS) will lead the
coordinating functions of the Cluster. Specifically, DepEd will do the following for each Disaster Phase:

a. Issue initial alerts and warnings as projected by relevant agencies (PAGASA, DOST-PHIVOLCS and MGB, NDRRMC) to Field Offices and Education
Cluster Members;
b. Attend pre-deployment Meetings;
c. Prepare baseline reports of projected affected areas (e.g. enrolment, classrooms, and personnel);
d. Reinforce alerts issued to field offices and education cluster members as may be appropriate upon advice made by MDRRMC;
e. Enforce the strict implementation of school safety and preparedness protocols, such as ensuring protection of education property;
f. Provide advisory on preemptive evacuation, if necessary;
g. Project the possible impact of the impending threat to the following: safety of learners and personnel, destruction of properties, and disruption of
educational services;
h. Adhere to the policies on suspension of classes based on EO 66 (s. 2012). If learners and personnel are already in school upon suspension, it should
consider their safety before allowing them to leave the school premises;
i. Prepare for the possible activation of Emergency Operation Centers (EOC);
j. Convene the Education Cluster for response operations;
k. Activate EOC at concerned levels;
l. Convene the Education Cluster;
m. Attend PDRA and response coordination meetings;
n. Closely coordinate with relevant government agencies (DRRMC, OCD, DOST-PAGASA, PHIVOLCS, DSWD, DOH, among others) to appropriately inform
offices on the possible occurrence of related events;
o. Track key officials and personnel;
p. Monitor the status of office operations in affected divisions and regions;
q. Conduct rapid assessment to gather data on impact to education and generate reports;
r. Monitor school operations such as class suspensions and schools used as Evacuation Center;
s. Submit reports to Management for appropriate and immediate action from concerned offices;
t. Disseminate situation reports to MDRRMC, Inter-Cluster, Education Cluster, and field offices affected;
u. Monitor possible escalation of situation that may aggravate impact on learners, personnel, and properties;
v. Prepare for the deployment/provision of resources (i.e. personnel, learning materials, support for Temporary Learning Spaces (TLS), psychosocial
support and services);
w. Coordinate with Health Cluster for the provision of health services and psychosocial support to affected learners and personnel;
x. Coordinate with Camp Coordination and Camp Management (CCCM) for the schools used as evacuation center; and
y. Coordinate with Search Rescue and Retrieval (SRR) Cluster for reports related to SRR of affected learners and personnel, if necessary;
z. Coordinate with Law and Order (LAO) Cluster to provide necessary security to affected schools and local EOC, if necessary; and
aa. Perform other tasks as directed.

a. Continuous tracking of key officials and personnel;
b. Monitor school operations such as class suspensions and resumption, and schools used as Evacuation Center and decampment;
c. Establish temporary learning spaces in affected schools and schools used as evacuation centers;
d. Monitor the availability of areas for temporary learning spaces in affected schools;
e. Mobilize appropriate educational interventions such as, but not limited to, the following:
- Psycho-social support and services;
- Teaching and learning materials;
- Conduct of life skill education and alternative delivery modes;
- School clean-up;
- Emergency feeding programs;
- Minor repairs of school facilities; and
- Life-saving supplies for education (health, nutrition, protection).
f. Mobilize and facilitate appropriate personnel assistance;
g. Attend MDRRMC coordination meetings;
h. Conduct Education Cluster meetings;
i. Conduct Post-Disaster Needs Assessment (PDNA) in coordination with other cluster members;
j. Coordinate with Logistics Cluster to transport education supplies and services;
k. Coordinate with Health Cluster for the provision of health services and psychosocial support to affected learners and personnel;
l. Coordinate with Camp Coordination and Camp Management (CCCM) for the schools used as evacuation center;
m. Coordinate with Law and Order (LAO) Cluster to provide necessary security to affected schools and local EOC, if necessary;
n. Coordinate with Philippine International Humanitarian Assistance Cluster (IHAC) for the education services and support, if necessary; and
o. Perform other tasks as directed.
A. The Education Cluster lead agency will coordinate all requests and updating of reports for emergency education services in affected areas;
B. All cluster members will make available all necessary operational resources that will be used in providing such emergency education services; and
C. Concerned government agencies and their subordinate offices will utilize their respective internal personnel during disaster response. Additional
personnel requirements shall be coordinated through MDRRMC in collaboration with all Council members.
Command Relationship – all DRRM actors and key players will refer and base their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
A. Command Center – Municipal Disaster Risk Reduction and Management Operations Center (MDRRMOC).
a. Education Cluster Lead (DepEd DRRMS)
b. Education Cluster Members
2. Inter-agency Communication System Support
For the entire duration of operations, the existing means of communications will be utilized. However, the Emergency Telecommunication Cluster will be
activated once communication is cut- off from the affected areas.

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<Describe the results of the accomplished form.

I. MANAGEMENT OF THE DEAD AND THE MISSING (MDM) CLUSTER
In emergency or disaster management, most efforts are being concentrated on the management of the living victims while very least considerations are being
given to the dead and the missing to the extent that there are no clear specific tasks and assigned agencies to handle them. The major disasters in the past
years served as eye opener to the affected governments in giving focus and attention to the management of the dead and the missing (MDM). It is an accepted
reality that MDM is a major component of the over-all management of consequences of disasters.
Retrieval operation of all dead casualties is a critical service and a very tedious responsibility in managing disasters, with the aim of providing closure to the
affected families. The demand for the speedy identification of human remains is a challenge and requires an efficient system of coordination between the
national government agencies (NBI, PNP-CL, DOH) and the LGU.
The MDRRMC, through the Management of the Dead and the Missing (MDM) Cluster, has a critical role in providing standards and guidelines in the proper
handling of human remains (storage, identification, transfer and final disposal), building the capacities and capabilities of all member agencies, ensuring that
legal norms are followed, and guaranteeing that the dignity of the deceased and their families is respected in accordance with their cultural values and religious
beliefs.
II. OBJECTIVE
The Management of the Dead and Missing Cluster aims to provide policies, standards, guidelines, systems and procedures to institutionalize MDM in all
concerned agencies and stakeholders at all levels during emergencies and disasters.
Specifically, the Cluster aims to:

a. Provide assistance in the proper identification and disposition of human remains in a sanitary and dignified manner with caution to prevent negative
psychological and social impact on the bereaved family and the community;
b. Strengthen coordination, collaboration and partnerships among agencies and stakeholders (non-government agencies, international humanitarian country
teams, private sector) of MDM at all levels (national, regional and local); and
c. Establish resource-sharing mechanisms among key players in the MDM.
III.CONCEPT OF OPERATIONS
On orders, the MDM Cluster operations aim to enhance the government’s capacity in ensuring the proper identification and disposition of human remains,
guaranteeing that the dignity of the deceased and their families is respected in accordance with their cultural values and religious beliefs during emergencies
and disasters.
The DILG, as lead of the cluster, shall head the operations and coordinate all support and resource requirements among member-agencies and their activities
in order to address/augment MDM needs in the affected areas.
The MDM Cluster will have four (4) major activities:
a. Disaster Victim Identification

b. Final Arrangement for the dead
c. Management of the missing persons
d. Management of the bereaved families
The recovery and retrieval of human remains shall be done through the different Search and Rescue Units (SARs) and shall be coordinated with the SRR
Cluster. The SRR Cluster will ensure that the retrieved human remains underwent decontamination process before turn-over to the MDM Cluster.
Disaster Victim Identification
The National Bureau of Investigation (NBI) shall lead the activities needed for proper identification and accounting of all declared human remains, supported by
experts from PNP-CL, AFP, BFP and DOH. The medico legal officer of NBI shall issue the Certificate of Identification of all processed/examined and identified
bodies, while the Local Health Officer shall issue the Certificate of Death. The NBI will be guided by the current guidelines drafted for the proper management
of the dead and the missing.
Final Arrangement for the Dead
The DILG, shall lead the final arrangement for the dead. All identified human remains and body parts shall be turned over to the rightful/legitimate claimant as
identified by the LGU and will be responsible for the ultimate disposal. For identified dead foreigners, embassies shall be immediately informed, through the
Humanitarian Assistance Cluster (HAC), and the repatriation of these bodies shall be their responsibility.
The LGU shall be responsible for the final disposition of the unidentified bodies to be buried in the collective or individual graves, marked with their unique case
numbers and/ or labels. Further, LGU shall consult the community and religious leaders regarding the final disposition of the unidentified bodies.
Management of the Missing Persons
The PNP shall lead the Management of the Missing Persons, with the support from the MSWDO, PRC, MHO, and NBI.
A person can only be considered missing upon the report of the relatives or other concerned persons to the local police station. The PNP shall verify the
identity of the reported missing person/s from the records of its Warrant Section along with the verification of MSWDO from its records of Children in
Conflict with the Law (CICL), and a certification from the Punong Barangay that the reported missing person is a resident of the affected community. In
exceptional cases such as huge magnitude calamities, the latest National Census shall be the basis for validating reports of missing persons. The PNP shall
immediately inform the Incident Commander, who initiates active search and rescue / retrieval and provides feedback.
The MSWDO shall establish Social Welfare Inquiry Desks for data generation and information management of missing persons presumed to be dead during the
disaster, and their surviving families.
The validated list of missing persons presumed to be dead shall be submitted to the DILG for endorsement to the MDRRMC and for the issuance of the
Certificate of Missing Person Presumed to be Dead.
Management of the Bereaved Families
The Municipal Social Welfare and Development Office (MSWDO) is the lead agency in the over-all management of the bereaved families. DepEd, PRC, MHO
and other development partners shall provide assistance and resource augmentation on the over-all management of the bereaved families for the following:
- Physiological needs to the bereaved shall include: Food Assistance; Financial Assistance; Livelihood Assistance; Clothing Assistance; Shelter
Assistance; Management of the Orphans; and Food/Cash for Work;
- Social needs of the bereaved in terms shall include: Family/Peer Support System; Social Welfare Inquiry Desk/Information Center; Educational
Assistance and Legal Needs; and
- Psychological needs of the bereaved shall include: Psychological First Aid and other Special Needs like Psychiatric or Mental Health Services.
The MDRRMO shall coordinate with other agencies to facilitate the processing of requirements for the benefit claims of the bereaved families:
- Certification from the Punong Barangay that the claimant is the legal beneficiary and a resident of the barangay;
- Incident Report from the local PNP or the MDRRMC;
- Death certificate from the local civil registrar; and
- Endorsement for payment of benefits from MDRRMC
In the event of incidents resulting to the identification of foreign national casualties or a rising need for international assistance to augment additional capacities
and resources on MDM, coordination shall be done through the International Humanitarian Assistance Cluster (IHAC).
Lead and Member Agencies
1. Lead Cluster Agency: DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG) through the MLGOO
a) During Phase
a. Activate the MDM Cluster;
b. Coordinate with the MDRRMO for the confirmation of all available MDM Teams of all agencies for possible deployment;
c. Submit to the MDRRMC a list of available government MDM Teams for immediate possible deployment;
d. Meet with Response Cluster to do scenario building activities to determine the projected areas for deployment of MDM Teams. This includes the system
for receiving MDM Teams from provincial, regional, national and other level;
e. Deploy MDM Teams to the projected affected areas and its adjacent LGU/s;
f. Deploy pre-positioned MDM Teams to assist the affected areas. MDM Teams are to coordinate with the LCE of the affected areas for proper
endorsement to the Incident Command posts on ground;
g. Collect status reports and requests of the deployed MDM Teams on ground;
h. Submit status reports, requests and proposed actions to the MDRRMC to integrate all activities at the MDRRMC Operations Center;
i. Establish command posts at the Manila office and at the affected areas for multi-MDM Teams;
j. Coordinate with other response clusters for their MDM requirements;
k. Deploy batches of MDM Teams for augmentation at the affected areas;
l. Coordinates with the LGU to determine the areas for proper management of mass dead; and
m. Submit the MDM Task Force status reports to the MDRRMC.

Prepares and submits a report of all operations to the MDRRMC.
A.MUNICIPAL DISASTER RISK REDUCTION AND MANGEMENT OFFICE (MDRRMO)

a. Monitor and collect situation reports from the MDRRM Operations Center;
b. Alert national MDM groups for possible activation;
c. Coordinate the prepositioning of MDM groups in critical areas;
d. Issue and disseminate activation orders;
e. Monitor the situation on the ground from the MDRRM OpCen;
f. Receive request for MDM augmentation;
g. Issue and disseminate deployment orders; and
h. Deploy MDM augmentation groups in coordination with the DRRMCs and Cluster head.

a. Consolidate and prepare report for submission; and
b. Conduct debriefing of MDM groups at the national level in coordination with MHO.
B.MUNICIPAL HEALTH OFFICE (MHO)
a. Provide support for medical services/ MHPSS for responders and bereaved families;
b. Provide technical assistance on health and safety concerns;
c. Assist in validation and reporting of casualties; and
d. Augment manpower for the DVI process.
C.MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

a. Assist the DILG in providing resources and psychosocial assistance to the bereaved families.
D.PHILIPPINE RED CROSS (PRC)

a. Assist in the provision of resources both personnel and logistical equipment (cadaver bags) needed in the management of the dead through its
deployed SRR teams as the need arises and gap is identified.
b. Assist in establishing welfare desks to facilitate information gathering on affected population as well as missing persons and mobilize its RC143
volunteers to conduct tracing in restoring family links (RFL).
c. Assist in the management of bereaved families through the conduct of community based psychosocial support and referral.
E.NATIONAL BUREAU OF INVESTIGATION (NBI)

a. Lead the identification of the declared human remains;
b. Coordinate and manage the requirements of identifying and burial of all dead victims with the MDM Task Force;
c. Submit status reports to the Cluster Lead including request for additional manpower to hasten the process of identification and proper burial of the
dead; and
d. Coordinate with the Interpol for the appropriate guidelines for identification and documentation of the dead victim/s.
F. PHILIPPINE NATIONAL POLICE (PNP) – Crime Laboratory (PNP-CL)

Assist the NBI in the identification of human remains.
A. The DILG as Cluster Lead will coordinate all support requirements of member agencies in their activities to augment the affected areas during disasters.
B. Concerned government agencies and their subordinate offices shall utilize their respective personnel. Additional personnel requirements shall be
coordinated through the MDRRMC.
A. Command Relationship – all DRRM actors and key players will refer and base their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
a. MDM Cluster Lead (DILG)
b. PNP-CL
c. NBI
The MDM Cluster must have its own effective and efficient internal telecommunication support system with high-speed data transmission capability in
order to accurately transmit data and communicate with its support agencies/units to facilitate the performance of its tasks and responsibilities.

RESPONSE CLUSTER

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GAPS
HAVE)
TOTAL
CP Form 9: Resource Gap Summary

RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
TOTAL
B. EMERGENCY OPERATIONS CENTER (EOC)
CP Form 10: Emergency Operations Center

LOCATION
CONTACT INFORMATION
Primary Alternate
Landline: N/A Satellite Phone: N/A
Mobile: 09214205421 / 09319183286 / Radio Frequency:

09993369991 / 09286623569
Others:
Email Address: mhobasud@gmail.com
Social Media: MHO Basud (fb account)
Others:
EOC MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS OFFICE/ ORGANIZATION (PRIMARY AND
APPROPRIATE) (PRIMARY AND ALTERNATE)
ALTERNATE)
EOC Manager GHYL FULGUERAS, RN/
MHO
MARLON MADRID, RN/ MHO
Operations Coordinator CARLOS C. LOMALLO /

MDRRMO
Planning Coordinator MPDO
Logistics Coordinator GSO

MEO
PHO
Finance/ Admin MTO
Coordinator OMA
MBO
Others___________
Others___________
Others___________
Figure 7. Emergency Operation Center (EOC) Flowchart
EOC Manager
MHO
Operations Finance/Admin
Coordinator Planning Coordinator Logistics Coordinator Coordinator
MDRRMO MPDO GSO/MEO Finance and Admin
Division/MTO/OMA
Activation: The EOC shall be activated upon the issuance of alert level from the Provincial DRRMO and based on the findings of Pre-Disaster Risk Assessment
(PDRA).
The EOC Manager takes guidance from Responsible Official, provides overall leadership in the EOC and assigns responsibility to the EOC staff. The Operations
Coordinator coordinates requirements for emergency response. The Planning Coordinator Collects, analyzes and displays information, develops, maintains and
disseminates situation reports, prepares action plan and tracks resources. Logistics Coordinator maintains EOC facilities and equipment, provides
transportation, food, and medical services for all duty personnel. Finance and Administration Coordinator manages all financial and administrative concerns of
the EOC.
C. INCIDENT COMMAND SYSTEM (ICS)
CP Form 11: Incident Command System

ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS
APPROPRIATE)
Incident Command Post Municipal Health Office
Staging Area Municipal Sports Complex
Base Municipal Function Hall
Camp Municipal Ground
Helispot N/A
Helibase N/A
Others___________ N/A
Others___________ N/A
Others___________ N/A
INCIDENT MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS OFFICE/ ORGANIZATION (PRIMARY AND
APPROPRIATE) (PRIMARY AND ALTERNATE)
ALTERNATE)
Incident Commander GHYL FULGUERAS, RN/
MHO
MARLON MADRID, RN/ MHO
Public Information Officer MMO PIO
Liaison Officer CARLOS C. LOMALLO /

MDRRMO
Safety Officer BMFS
Operations Section Chief BMPS
Planning Section Chief MPDO

MDRRMO RESEARCH AND
PLANNING DIVISION
Logistics Section Chief GSO

MEO
Finance/Admin Section MTO

Chief MBO
OMA
The Municipal Incident Commad System that will carry out the tactical operations of the clusters for the management of health related hazards such as,
CoVid-19 and other emerging/re-emerging infectious diseases are describe above the Contingency Plan Form ___. Figure __ illustrates the ICS of the
municipality.
Figure 9. Incident Command System (ICS) Health Related Flowchart
EOC Manager
MHO
Liason Officer
MDRRMO
Safety Officer
Municipal Fire Station
PIO
MMO-Municipal
Information Office
Operations Section Planning Section Logistics Section

Chief Finance/Admin Section
Chief Chief
MPDO Chief
Municipal PNP GSO/MEO
Finance and Admin
Division/MTO/OMA
Single command shall be used in managing the disasters identified. All the operational teams identified in the clusters shall work under the supervision of the
Operations Section Chief.
The Incident Commander overall manages the incident. The Command Staff composed of Public Information Officer interacts with the media and public.
Safety Officer assesses all operational safety concerns. Liaison Officer point of contact for other agencies. The General Staff composition are Operations
Section Chief implements tactical activities. Planning Section Chief collects information and prepares reports. Logistics Section Chief provides facilities and
services support and Finance and Administration Section Chief monitors and approves expenditures.
D. INTEROPERABILITY
Figure 11. Interoperability Flowchart

Municipal Response Clusters
Communica Relief and Evacuation Medical Security Transpor SRR Engineering

tion and Registration &
EOC
(DepEd) (MHO) tation (BFP)
Warning (MSWDO)
(PNP) Restoration
(MDRRMO (GSO/ (MEO)
(PIO) MEO/
MDRRMO)
Incident Commander (MHO)
PIO (Mayor’s Office-Municipal Info. Office)
Safety Officer (Municipal Fire Station)
Liaison Officer (MDRRMO)
OSC PSC LSC FSC

(Municipal Police Municipal Planning and (General Services (Municipal Treasurer)
Station) Development Office Office/MEO)
The Chairperson of the MDRRMC Basud shall supervise the coordination activities and strategic decisions of the clusters. These
decisions shall then be communicated to the IC through the EOC. The IC, on the other hand, shall report the tactical activities to the EOC going to the clusters.
Incident Management Team
Duties and Responsibilities
It is the primary responsibility of the Incident Management Team (IMT) to:

 As the overall in-charge of on-scene response decisions;
 Manage all resources checked-in;
 Receive and implement the directives of the RO;
 Ensure the safety of all personnel and other resources deployed for operations;
 Manages the provision of logistical requirements to support the conduct of the operations;
 Documents and reports all situation updates and actions taken to the RO through the EOC;
 Requests for additional resources from the RO through the EOC; and
 Facilitates the complete process on demobilization of resources.
Qualifications of an IMT Member
 Must come from a government agency/office, local government unit, civil society organization or private sector, or a private individual with
authorization to operate in the area;
 Preferably must have completed the ICS training requirements and standards set by the OCD; and
 Must be allowed by the sending agency/ office/ unit/ organization to be deployed as an IMT member immediately even on short notice from the
RO.
Selection of IMT Members
 The RO shall select the IC through Delegation of Authority;

 The IC shall select the appropriate members of the Command and General Staff to compose the whole IMT; and
 All selected IMT members shall temporarily be relieved from their regular office duties and responsibilities to perform in full-time the expected
functions of their respective IMT positions.
CHAPTER IV
ACTIVATION
A. ACTIVATION AND DEACTIVATION
The contingency plan shall be activated based on the findings of Pre-Disaster Risk Assessment by the MDRRMC, leading to the activation of the EOC. MDRRMC Chairman shall
then convene all the clusters to assess the situation. Afterwards, MDRRMC Chairman shall officially activate ICS and delegate authority to the IC coming from the Municipal
DRRMO. The IC shall then proceed to organize the IMT and implement tactical activities based on the strategic decisions of the clusters.
The contingency plan shall be deactivated once the situation has improved and when heightened alert is no longer required. The recommendation for deactivation shall emanate
from the IC going to MDRRMC Chairman via the EOC. Once deactivated, operation will still remain until such time that the EOC will be back to “white alert” status. At this
point, the operation is already terminated.
B. NON-ACTIVATION
In case that disaster will not take place, the contingency plan will not be activated. In this case, the plan will be maintained as a perpetual plan for future use in the event of
upcoming disaster.
CP Activation Flow Chart

START
Activation of
Operation for
EREID
DRRMC
conducts
PDRA
Formal Start of
Operation
1
EOC on red Yes Activate No
EOC on blue
alert status contingency
alert status
plan?
RO convenes Responders
the clusters conduct 3
at the EOC normal
operations
using ICS
RO mobilizes
and deploys Clusters provide
IMT continuous
support to
Clusters and responders
IMT operate
based on No
contingency Situation
3
plan normaliz
No ed?
Situation
1 Yes
improve
d? IC END
Yes recommends
demobilizatio
IMT n
RO directs deactivation recommends RO approves Responders and clusters EOC returns to white
2
of contingency plan deactivation of recommendation for demobilize. Clusters for early status
contingency demobilization recovery operate.
plan
ANNEXES
Working Group
Purpose: The Working Group shall be the focal body in charge of the refinement, finalization, testing, evaluation, packaging, updating and improvement
of the contingency plan under the supervision of the Municipal DRRM Officer. The group shall work closely with the planners of the municipality for the
attainment of the CP objectives.
RO directs deactivation Responders and clusters demobilize.
of contingency plan Clusters for early recovery operate.
2 EOC returns to white

status
Functions:
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 subject matter experts regarding the development of the contingency plan; and
4. Facilitate the presentation and endorsement of the contingency plan to Chairperson, MDRRMC Chairman and Local Sanggunian for comments
and approval.
Members’ Duties and Responsibilities:
1. 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.
2. Facilitator: facilitates meetings on contingency planning, workshops and simulation exercises; drives the contingency planning participants to achieve
the target outputs.
3. 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.
4. 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.
Table 39. Composition of Technical Working Group for Contingency Planning
ROLE NAMES DESIGNATION
Lead CARLOS C. LOMALLO LDRRMO III
Secretariat MDRRMO STAFFS
Cluster Rep: MUNICIPAL

Communication and ARNILO A. BARRAMEDA ADMINISTRATOR-
Warning DESIGNATE
Cluster Rep: Relief and
NELIE M. ERA MSWDO
Registration
Cluster Rep: Evacuation ROCHELLE B. DE VERA DEPED
DRA. RACHELL ANNA T.

Cluster Rep: Medical MHO
BUSTOS
Cluster Rep: Security PMAJ. EVA O. GUIRUELA COP, BMPS
BASTRA, BACAMTODA,
Cluster Rep: PRESIDENT/
BARITODA, BASUD
Transportation REPRESENTATIVE
RIDERS ORGANIZATION
Cluster Rep: SRR INS. RONALDO R. MOJAL BMFS
Cluster Rep:
Engineering and ENGR. HECTOR G. UBANA MEO
Restoration
REFERENCES

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TABLE OF CONTENTS

OVERVIEW OF CONTINGENCY PLANNING..............................................................................10

FORMULATING THE CONTINGENCY PLAN.............................................................................16

CONTINGENCY PLANNING FORMS..........................................................................................28

FREQUENTLY ASKED QUESTIONS..........................................................................................58

Development of Contingency Planning in the Philippines

Disaster Impacts: immediate consequences of a disaster requiring extraordinary response

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

References of Contingency Planning

 RA 11292: The Seal of Good Local Governance Act of 2019

 DILG Operation Listo

Importance of Contingency Planning

 Shortages of resources, food or other commodities

 Epidemic or outbreak of serious health problems

Local DRRM Officers (focal persons in DRRM)

Representatives of local committees

Member offices of the Local DRRMC

Member offices of the local CMC

National government agencies operating at the local level

CSOs, private sector groups and individuals offering augmentation

Table 1. LAND AREA BY MUNICIPALITY

 POPULATION AND GROWTH RATE

Total Crime Volume 155 170 123

Eight (8) Focus Crime CY 2018 CY 2019 CY 2020 16

Non-Index Crime Volu CY 201 CY 201 CY 202

Health related hazards that greatly affects the municipality is CoVid-19.

Table 9. Hazard Assessment

C. HAZARD TO PLAN FOR

I. Co-Vid-19 and Other Emerging/Re-Emerging Infectious Diseases

Table 10. Anatomy of CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases

The general objectives of the contingency plan are as follows:

A. SEARCH, RESCUE AND RETRIEVAL (SRR) CLUSTER

The SRR Cluster will have two components:

A. During Disaster Phase

B. Post Disaster Phase:

2. Cluster Member Agencies

III. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

A. During Disaster Phase

B. Post Disaster Phase

IV. ARMED FORCES OF THE PHILIPPINES (AFP)

A. During Disaster Phase

B. Post Disaster Phase

V. PHILIPPINE NATIONAL POLICE

VI. MDRRMO - Municipal Emergency Response Team (MERT)

IV. CONCEPT OF SUSTAINMENT

1. All SRR Teams will provide their own logistical requirements;

V. COMMAND AND CONTROL

1.2 Inter-agency Communication Support System

CP Form 6: Response Activities

TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES

D + 1 day Continuos SRR operation AFP, BFP, MDRRMO, MHO

CP Form 7: Resource Inventory

CP Form 8: Resource Projection

rescue equipment 40 30 10 Procurement 300,000 LDRRMF

B. FOOD AND NON-FOOD ITEMS (F/NFI) CLUSTER

Specifically, the Cluster aims:

Alert Level Response Level

Lead Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

Member Agencies: Government Agencies