+

Disaster Risk Reduction and

Management in Health (DRRM-H)
Planning Guide

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Disaster Risk Reduction and Management in Health Planning Guide
May 2018

Published by the Health Emergency Management Bureau (HEMB)

Department of Health, San Lazaro Compound, Rizal Avenue, Sta. Cruz, Manila
1003 Philippines, with the assistance of the United Nationals Children’s Fund (UNICEF)

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FOREWORD
The Department of Health, with the Health
Emergency Management Bureau (HEMB) taking the
lead, aims to achieve three health goals relative to
disasters and emergencies namely: (1) guarantee
uninterrupted health service delivery; (2) avert
preventable morbidities, mortalities and other health
effects of disasters; and (3) ensure that no outbreaks
occur secondary to emergencies and disasters.

These goals are consistent with national and

international policies such as the Sendai Framework
for Action, Republic Act 10121 or the Philippine Disaster Risk Reduction and
Management Act of 2010, the Philippine Health Agenda, National Objectives for
Health and the Fourmula One Plus. In order to realize these goals, it is imperative
that Disaster Risk Reduction and Management in Health (DRRM-H) be
institutionalized at all levels of governance. This starts with a comprehensive plan
that is updated, approved, disseminated and tested regularly.

The DRRM-H Planning Guide aims to assist planning committees at all levels of
service delivery to plan for their DRRM-H institutionalization by formulating their
DRRM-H plan to ensure resilient health systems. It is a user-friendly, easy-to-read
reference that covers the fundamental principles and concepts of DRRM-H
planning, the step-by-step procedures, and the tools and templates needed for
participatory planning.

This guide adheres to building resilient health systems as the central paradigm
shift in disaster risk reduction and management efforts; moving from
preparedness and response to incorporation of prevention and mitigation, as
well as response, recovery and rehabilitation as thematic areas. It builds upon the
firm foundation laid by previous efforts in planning for health emergencies and
disasters, as well as investment planning for the health sector.

Lastly, it provides a coherent framework for interaction of the different levels of

governance - the LGU, hospital, and regional office and how each plan fits into
the grand scheme of DRRM.

It is with trust and optimism that this guide will assist our planners, DRRM-H
managers, partners, and stakeholders to improve service delivery in emergencies
and disasters and in the long run, make our health system more resilient for the
common good of the Filipino people.

FRANCISCO DUQUE III, MD, MSc

Secretary of Health

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ACKNOWLEDGEMENTS

The following individuals and groups dedicated their time and skills fully to the
development of the Disaster Risk Reduction and Management in Health (DRRM-H)
Planning Guide.
The members of the core and expanded core groups: Dr. Maridith D. Afuang, Engr. Aida
C. Barcelona, Ms. Mara Blaise P. Cervania, Ms. Winselle C. Manalo, Ms. Monaliza A. Pardo,
Ms. Naomigyle Kammil V. Maata, Ms. Janice P. Feliciano and Ms. Elmie Joy T. Villegas
from the Health Emergency Management Bureau (HEMB) and Ms. Tanya Mara F.
Gagalac, Health Policy Development and Planning Bureau (HPDPB); Dr. Mariella S.
Castillo, Dr. Raoul Bermejo and Ms. Johanna S. Banzon from United Nations Children’s
Fund (UNICEF); all Regional Offices, Hospital Directors, Medical Center Chiefs and their
staff; the DRRM-H Managers; the Local Government Units that have been involved in the
different multi-stakeholder workshops that provided valuable insights.

Special thanks to Regional Office II, the Province of Isabela, Municipality of Tumauini of
Isabela, Barangay Buenavista of Tuguegarao City for their participation in the pilot
implementation.

Dr. Ronald P. Law, Dr. Arnel Z. Rivera, Ms. Florinda V. Panlilio, Ms. Maria Lovella Rhodora
M. Rago who provided valuable technical assistance and support.

Last but not the least, to Director Gloria J. Balboa who continues to be the spirit that
moves DRRM-H efforts with her inspiration and guidance.

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ACRONYMS
AOP Annual Operation Plan
DOH Department of Health
DRRM Disaster Risk Reduction and Management
DRRM-H Disaster Risk Reduction and Management in Health
EOC Emergency Operations Center
HEM Health Emergency Management
HEMB Health Emergency Management Bureau
HEPRRP Health Emergency Preparedness, Response and Recovery Plan
HSI Hospital Safe Index
HSFD Hospital Safe from Disaster
ICS Incident Command System
LCE Local Chief Executive
LDRRMP Local Disaster Risk Reduction and Management Plan
LGU Local Government Unit
LIPH Local Investment Plan for Health
MHPSS Mental Health and Psychosocial Support
MISP-SRH Minimum Initial Service Package for Sexual and Reproductive
Health
NDRRMP National Disaster Risk Reduction and Management Plan
OPCEN Operations Center
WASH Water, Sanitation and Hygiene

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DEFINITION OF TERMS
Capacity – the combination of all the strengths, attributes and resources available
within an organization, community or society to manage and reduce disaster risks and
strengthen resilience.1 (UNISDR, 2015)

Community – consists of people, property, services, livelihoods and environment; a

legally constituted administrative local government unit of a country (e.g.
municipality or district) that is small enough to be able to identify its own leaders (to
make participation meaningful) and large enough to control its resources (e.g.
village, district, etc.)2

Damage Assessment and Needs Analysis (DANA) - assessment to rapidly diagnose

remaining functions and operational capacity of the systems, the damage suffered,
its causes and required repairs and rehabilitation; used locate and quantify the needs
that must be met in order to establish key services and to estimate the time need

Disaster – a serious disruption of the functioning of a community or a society involving

human, material, economic, or environmental losses and impacts, which exceeds the
ability of the affected community or society to cope using its own resources3

Downlines – the level of institution immediately within one’s jurisdiction; lower level of
institution (i.e. provinces, independent cities, and highly urbanized cities are
downlines of regions; component cities and municipalities are downlines of provinces;
and barangays are downlines of cities and municipalities)4

Disaster Risk Reduction and Management in Health (DRRM-H) – is an integrated,

systems-based, multisectoral process that utilizes policies, plans, programs, and
strategies to reduce health risks due to disasters and emergencies, improve
preparedness for adverse effects and lessen adverse impacts of hazards to address
needs of affected population with emphasis on the vulnerable groups 4

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

the establishment of a functional DRRM-H system which includes the following key
indicators: updated, approved, disseminated and tested DRRM-H plan, organized
and trained health emergency response teams, minimum health emergency
commodities, and functional hub or an emergency operations center for command
and control, communication, and coordination4

1
United Nations International Strategy for Disaster Reduction (UNISDR). (02 February 2017). In Terminology on DRR. Retrieved
from: https://www.unisdr.org/we/inform/terminology
2
Health Emergency Management Bureau. (2015). Manual of Operations on Health Emergency and Disaster Response Management.
Manila, Philippines
3
United Nations International Strategy for Disaster Reduction (UNISDR). (May 2009). UNISDR Terminology on Disaster Risk
Reduction. Geneva, Switzerland
4
Health Emergency Management Bureau Operational Definition

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 Emergency – an actual threat to public health and safety; unforeseen or sudden
occurrence that demands immediate action2

Hazard - a process, phenomenon, or human activity that may cause loss of life, injury
or other health impacts, property damage, social and economic disruption or
environmental degradation1

Hazard Mapping- process of establishing geographically where and to what extent

particular hazards/phenomena are likely to pose a threat to the community4

Hospital Safe Index Tool – a rapid and low-cost diagnostic tool for assessing the
probability that a hospital will remain operational in emergencies and disasters5

Incident Command System – establishment of an organizational structure that clearly

defines the key offices and officials responsible for the overall management of the
event, with specific roles and functions to perform during pre-impact, impact, and
post-impact phase2

Mitigation – the lessening or minimizing of the adverse impacts of a hazardous event1

Preparedness – the knowledge and capacities developed by governments, response

and recovery organizations, communities and individuals to effectively anticipate,
respond to, and recover from the impacts of likely, imminent or current disasters1

Prevention – activities and measures to avoid existing and new disaster risks1

Recovery – the restoring or improving of livelihoods and health, as well as economic,

physical, social, cultural and environmental assets, systems and activities, of a
disaster-affected community or society, aligning with the principles of sustainable
development and “build back better”, to avoid or reduce future disaster risk1

Response – actions taken directly before, during or immediately after a disaster in

order to save lives, reduce health impacts, ensure public safety and meet the basic
subsistence needs of the people affected1

Resilience - the ability of a system, community or society exposed to hazards to resist,

absorb, accommodate, adapt to, transform, and recover from the effects of a
hazard in a timely and efficient manner, including through the preservation and
restoration of its essential basic structures and functions through risk management1

Risks – the combination of the probability of an event and its negative consequences
(e.g. death, injury, illness and disease, damage to infrastructure) 3

5
World Health Organization. (2015). Hospital Safe Index: Guide for Evaluators. Geneva, Switzerland

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Uplines – the level of institution immediately higher to one’s institution (i.e. regions are
the uplines of provinces and independent cities or highly urbanized cities; provinces
are the uplines of component cities and municipalities; and cities and municipalities
are uplines of barangays) 4

Vulnerabilities – the conditions determined by physical, social, economic and

environmental factors or processes, which increase the susceptibility of an individual,
a community, assets or systems to the impacts of hazards1

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TABLE OF CONTENTS
Foreword........................................................................................................................................ i
Acknowledgements ................................................................................................................... ii
Acronyms .................................................................................................................................... iii
Definition of Terms ...................................................................................................................... iv
Executive Summary .................................................................................................................... x
PART 1: DRRM-H PLANNING CONCEPTS, PRINCIPLES AND GUIDELINES
Introduction.......................................................................................................................... 1
What is DRRM-H Planning?................................................................................................. 2
Why conduct DRRM-H Planning? ..................................................................................... 2
Who shall be involved in DRRM-H Planning?................................................................... 3
DRRM-H Planning Management Structure ...................................................................... 3
When is DRRM-H Planning done? ..................................................................................... 4
How to conduct DRRM-H Planning? ................................................................................ 5

PART 2A: DRRM-H PLANNING – PUBLIC HEALTH

1. Preparing to Plan........................................................................................................... 7
2. Data Gathering and Analysis ...................................................................................... 8
3. Developing/Updating the Plan ................................................................................. 14
a. Public Health Prevention and Mitigation Plan ................................................ 15
b. Public Health Preparedness Plan ...................................................................... 16
c. Public Health Response Plan ............................................................................. 18
d. Public Health Recovery and Rehabilitation Plan............................................ 21
4. Translating and Integrating the Plan .......................................................................... 23
5. Implementing the Plan ................................................................................................. 25
6. Monitoring and Evaluating the Plan........................................................................... 26

PART 2B: DRRM-H PLANNING – HOSPITAL

1. Preparing to Plan......................................................................................................... 27
2. Data Gathering and Analysis .................................................................................... 28

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 3. Developing/Updating the Plan ................................................................................. 30
a. Hospital Prevention and Mitigation Plan.......................................................... 31
b. Hospital Preparedness Plan ............................................................................... 32
c. Hospital Response Plan....................................................................................... 33
d. Hospital Recovery and Rehabilitation Plan ..................................................... 34
4. Translating and Integrating the Plan .......................................................................... 36
5. Implementing the Plan ................................................................................................. 37
6. Monitoring and Evaluating the Plan........................................................................... 37

ANNEXES
1: Sample Gantt Chart for DRRM-H Planning Activity .................................................. 39
2: Possible Sources of Data .............................................................................................. 40
3: Criteria for External DRRM-H Institutionalization ........................................................ 42
4: Response Management Framework .......................................................................... 43
5: Response Management per Phase............................................................................ 44
6: Sample Recovery and Rehabilitation Plan Template .............................................. 46
7: Proposed Outline of the Public Health DRRM-H Plan............................................... 47
8: Policies and Guidelines related to DRRM-H Planning .............................................. 49
9: Proposed Outline of the Hospital DRRM-H Plan ........................................................ 51

REFERENCES

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LIST OF TABLES

Table 1: Public Health - Previous Disasters and Lessons Learned ................................. 9

Table 2: Inventory of Resource Networks....................................................................... 10

Table 3: Hazard Prioritization Matrix ................................................................................ 10

Table 4: Vulnerability Assessment Matrix ........................................................................ 11

Table 5: External DRRM-H Institutionalization Matrix ..................................................... 12

Table 6: Health Risk Assessment Matrix........................................................................... 13

Table 7: Public Health - Prevention and Mitigation Plan ............................................. 15

Table 8: Public Health – Preparedness Plan Matrix 1: Risk Reduction ........................ 17

Table 9: Public Health – Preparedness Plan Matrix 2: Minimum Requirements for

DRRM-H Institutionalization............................................................................................... 17

Table 10: Public Health – Response Plan ....................................................................... 19

Table 11: Public Health – Recovery and Rehabilitation Plan: Standard Operating
Procedures ........................................................................................................ 22

Table 12: DRRM-H Operational Plan Matrix ................................................................... 24

Table 13: Hospital – Previous Disasters and Lessons Learned ..................................... 28

Table 14: Hospital Vulnerability Assessment .................................................................. 29

Table 15: Summary of Risk Assessment for Hospitals ..................................................... 30

Table 16: Hospital – Prevention and Mitigation Plan .................................................... 31

Table 17: Hospital – Preparedness Plan.......................................................................... 32

Table 18: Hospital – Sample Protocol for Response ..................................................... 33

Table 19: Hospital – Recovery and Rehabilitation Plan ............................................... 34

LIST OF FIGURES

Figure 1: Planning Management Structure ..................................................................... 3

Figure 2: The Six Steps in DRRM-H Planning ...................................................................... 5

Figure 3: Health Quad Cluster Health Services ............................................................. 14

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EXECUTIVE SUMMARY

Disaster Risk Reduction and Management in Health (DRRM-H) Plan is one of the four vital
indicators in the DRRM-H institutionalization. It is a product of a participative process that
requires the involvement of the head of institution/organization, the DRRM-H managers;
technical program managers of the DOH-led Health cluster namely– Medical and Public
Health to include Minimum Initial Service Package for Sexual and Reproductive Health
(MISP-SRH); Nutrition; Water, Sanitation and Hygiene (WASH); and Mental Health and
Psychosocial Support (MHPSS) – and other relevant stakeholders at the different levels of
governance and service provision – regional offices, hospitals and local government
units.

All health units should develop a DRRM-H plan that is approved and tested annually,
updated and disseminated regularly, informed by actual disaster experience, exercise
findings and changes in the policy environment. Disaster Risk Reduction and
Management in Health planning is done every three years or when a major disaster
occurs.

This Planning guide contains three parts: Part 1 details the concepts, principles, and
guidelines on DRRM-H; Part 2 A contains the discussion on the steps on DRRM-H planning
in public health, while Part 2 B contains that of the hospitals.

Part 2 discusses in detail the six steps identified in the conduct of the DRRM-H Planning
namely: First, Preparing to Plan in which authority, approval and support of the head of
institution is sought for the planning committee to convene; Second, Data Gathering
where the necessary information are analyzed including lessons learned from previous
disasters; Third, Developing/Updating the Plan wherein strategies and activities are laid
down considering the four (4) thematic areas - prevention and migration, preparedness,
response, and recovery and rehabilitation; with planning matrices provided Fourth,
Translating and Integrating the plan to ensure the alignment of the plans to achieve the
national goals, integration to the different DRRM, health, and development plans at all
levels of governance; Fifth, Implementing the Plan with the provision of budget; and Sixth
and last, Monitoring and Evaluating the Plan.

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 Part

1
DRRM-H PLANNING:
CONCEPTS, PRINCIPLES
AND GUIDELINES
Introduction
The Philippine Health Agenda Guarantee 2 ensures that health services delivered
through Service Delivery Networks (SDNs) are available 24/7 even during disasters. This
warrants uninterrupted health services to avert preventable morbidities and mortalities
as well as ensure that no outbreaks occur secondary to disasters. In the delivery of these
services, gender-sensitive, culturally-appropriate, inclusive approaches are considered.

These goals will be achieved by institutionalizing DRRM-H in the health system through the
5K approach or the Kaligtasang pangKalusugan sa Kalamidad sa Kamay ng Komunidad
(Health Disaster Safety in the Hands of the Community). This will guide planners at all
levels of governance to formulate disaster risk reduction measures for each of the four
thematic areas: Prevention and Mitigation, Preparedness, Response, and Recovery &
Rehabilitation. These goals will be achieved through proper DRRM-H planning and
implementation.

DRRM-H institutionalization entails the adoption of a the policy through the creation of
local issuance/s to ensure that all systems are in place; creation of a dedicated unit with
a permanent employee as lead; Operations Center (OPCEN) with Concept of
Operations (CONOPS) and Manual of Operations (MOPs); organized and trained health
emergency response team; minimum health emergency commodities and a DRRM-H
Plan.

The 5K approach is in line with the National Disaster Risk Reduction and Management
Framework’s (NDRRMF) vision of the country to have safer, adaptive and disaster-resilient
Filipino communities toward sustainable development.

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What is DRRM-H Planning?

PARTICIPATIVE PROCESS DRRM-H PLAN RESILIENT HEALTH SYSTEM

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

and risks of an area. Additionally, it is a systematic, systemic, strategic, evidence-based,
and consultative process to come up with a regional, provincial, city, municipality,
barangay, and hospital DRRM-H Plan and properly implement it to ensure resilient health
systems at all levels of governance.

DRRM-H planning is generally similar to Health Emergency Preparedness, Response and

Recovery Plan (HEPRRP). The distinction lies on the most recent framework that includes
planning for the equally important prevention & mitigation thematic areas.

There are two other plans which are equally important however, will not be covered in
this guide. One is the Contingency Planning, a management process that analyzes
specific potential events or emerging situations that might threaten the health of the
population already affected or to be potentially affected. This includes establishing
arrangements in advance to enable timely, effective and appropriate responses to such
potential events and situations, resulting to a specific scenario-based plan. The second is
the Public Service Continuity Planning, a strategy that recognizes threats and risks facing
an institution, including protection and functionality of personnel and assets in the event
of a disaster. It involves defining potential risks, determining how those risks will affect
operations, implementing safeguards and procedures designed to mitigate those risks,
testing those procedures to ensure that they work, and periodically reviewing the process
to make sure that it is up to date.

Why conduct DRRM-H Planning?

The DRRM-H planning process can optimize disaster prevention and mitigation
opportunities; develop adaptive capacities; activate response systems in a timely and
efficient manner; and apply the “build back better” principle therefore, reduce injuries,
illnesses, mortalities, health-related damages and losses. DRRM-H planning also guides
resource acquisition and allocation in the health system for emergency and disaster
management.

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Who shall be involved in the DRRM-H Planning?

Head of the Office/ Institution

(Regional Director, Hospital Administrator/
Director/ Chief, and Local Chief Executive)

DRRM-H Focal Person

(DRRM-H Manager / LGU Health Officer)

Other DRRM-H Planning Committee Members

Technical Personnel on Health Programs especially

on the quad health cluster, Planning Officer,
Administrative Officer, Local DRRM Officer

DRRM-H Planning Management Structure

Figure 1. Planning Management Structure

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Figure 1 shows how planning is to be executed at different levels of governance. This
framework ensures that each government unit will take care of their downlines, guiding
them towards institutionalization of DRRM-H.
The structure implies that the Health Emergency Management Bureau (HEMB), as the
national lead of the DOH in DRRM-H, is responsible for creating and maintaining the
national DRRM-H plan, using regional data on DRRM-H institutionalization. It also
supervises, provides technical assistance, coaches and mentors, monitors, and evaluates
the development of the DRRM-H plans of all the regional offices and hospitals under
national jurisdiction including but not limited to the DOH specialty hospitals and medical
centers located in Metro Manila, hospitals under the Department of National Defense
(DND), and hospitals under the Philippine National Police (PNP).
The Regional Offices (RO), in turn, shall provide technical assistance, coach and mentor
as well as supervise the development of the DRRM-H plans of the provinces, highly
urbanized cities (HUC), as well as the independent cities (IC). The ROs also monitor and
evaluate the implementation of the Provincial, HUC, and IC DRRM-H Plans. Further, they
will perform the same tasks for the DRRM-H planning of the hospitals under regional
jurisdiction.
In the same manner, the Provinces will supervise the planning process, monitor, and
evaluate DRRM-H institutionalization of the Municipalities and Component Cities as well
as the LGU – managed hospitals and private hospitals within their jurisdictions. Coaching
and mentoring shall be provided especially in the development and implementation of
the DRRM-H Plans.
Lastly, the Cities and Municipalities will oversee DRRM-H Planning of the Barangays. They
will also extend coaching and mentoring and provide technical assistance during
planning process of their downline including hospitals within their jurisdiction.
This management structure ensures that the plans, at different levels of governance, are
aligned in order to achieve the DRRM-H goals and contribute to the priorities of the
Philippine Health Agenda.
However, in order to ascertain the contribution of the plans to the national goals, it is
necessary to integrate it to the different health plans, DRRM plans, and development
plans, at each level of governance. Integration is necessary to ensure sustainability of the
plan by allowing for the different strategies and activities to be budgeted and
implemented accordingly. Also this ensures alignment of the DRRM-H plan to the bigger
and more comprehensive DRRM and Health plans.

When is DRRM-H Planning done?

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

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

These steps shall be undergone in a systemic manner to ensure comprehensiveness,

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

Figure 2. The Six Steps in DRRM-H Planning

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Step 1: Preparing to Plan: This is the starting point, which includes the authorization of the
head of the office/institution/hospital or of the local chief executive for the conduct of
the DRRM-H Planning. It ends with having a schedule to convene the Planning
Committee;

Step 2: Data Gathering and Analysis: Making available needed data and information
utilizing tools for analysis to understand the existing hazards, health vulnerabilities, health
risks, and capacities of the institution;

Step 3: Developing / Updating the Plan: Devising effective strategies and activities for the
four (4) thematic areas of DRRM-H namely prevention and mitigation, preparedness,
response, and recovery and rehabilitation;

Step 4: Translating and Integrating the Plan: Prioritizing and translating the strategies and
key activities into specific activities and consolidating it in an operational plan, ready for
integration to different budgeted plans such as Disaster Risk Reduction and
Management Plan (DRRMP), Work and Financial Plan (WFP), Investment Plan for Health
(LIPH) and Gender and Development (GAD) Plan, among others;

Step 5: Implementing the Plan; and

Step 6: Monitoring and Evaluating the Plan: Monitoring of the DRRM-H plan shall be done
regularly and the results be reported to the Planning Committee and the uplines annually
during the review and testing of the plan. Evaluation shall be done every three years to
guide the updating of the DRRM-H plan.

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 2A
Part

DRRM-H PLANNING:
PUBLIC HEALTH
Part 2A of the Guide discusses the planning process in the regional offices and local
government units – province, city, municipality and barangay,

1 PREPARING TO PLAN
This section deals with administrative prerequisites in
planning. The Health Offices at different levels need What needs to be done?
to organize a DRRM-H Planning Committee and seek
 Get the approval of the
the approval of the Head of their respective Head of Institution on
Institutions6 for the conduct of DRRM-H Planning. DRRM-H Planning
The Head of the Health Office, as the lead on DRRM-H
Planning, shall:  Organize a DRRM-H
Planning Committee
1. Orient the Head of Institution, their EXECOM, through an Executive
and health-related committees on the DRRM-H Order containing the
goals7 and objectives and the importance of roles of each member
planning to contribute to those goals and
 Draft a DRRM-H Planning
objectives. Secure authority to plan and in
Schedule
implementing the formulated plan.

6 The Heads of Institution at different levels are the: Regional Director, Governor, Mayor, and Barangay Captain
7 The DRRM-H goals for year 2017-2022 are:
(a) Guarantee uninterrupted health service delivery during emergencies and disasters
(b) Avert preventable morbidities, mortalities and other health effects secondary to emergencies and disasters
(c) Ensure that no outbreaks secondary to emergencies and disasters occur.

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 In the case of the Barangay, lobby support for the activity by enlisting the
assistance of the city/municipal DRRM-H officer or their designate.

Discuss the significance of planning for the reduction of health risks and
management of health consequences of a disaster. Emphasize on its benefits
to development, citizen productivity, and monetary return of investment.
Secure his/her support, particularly budgetary in the conduct of this activity.

2. Establish the Planning Committee. Nominate members of the DRRM-H Planning

Committee, which may include but not limited to the DRRM-H Manager/s, LGU
Health Officer and DRRM Officer, Program Managers or Focal Point Persons of the
quad cluster, Planning and Development Officer, Administrative Officer. Draft an
Office Order/Executive Order listing the names of the Planning Committee head
and members and identify the roles and responsibilities of each relative to
planning. One member should be designated as technical documenter of the
Planning Committee, assigned to keep record of meeting agreements and to
document the DRRM-H planning.

The roles and responsibilities of the DRRM-H Planning Committee consist of the
following: (a) develops, reviews, and updates the previous plan; (b) gathers
required information and gains commitment of key people and organizations; (c)
initiates testing of the plan for its functionality and adaptability to current situation;
(d) monitors and evaluates the plan

3. Convene the Planning Committee and agree on the schedule of planning

activities. Come up with a Gantt chart including the budgetary requirements, to
be approved by the Head of Institution (see sample in Annex 1).

2 DATA GATHERING AND ANALYSIS

Step 2 of DRRM-H Planning looks at factors affecting health when a disaster hits the area.
This is done using various hazard, vulnerability, and risk (HVR) assessment tools. It is crucial
that baseline data be updated regularly to aid planning and estimate the effects of a
disaster.

For this step, the Planning Committee shall convene to generate the HVR using the
assessment tools used in the Public Health and Emergency Management in Asia and the
Pacific (PHEMAP) trainings:

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 1. Gather baseline data using the table in Annex
2 as a reference. Adopt the data used in the
DRRM plan if available. Documents such as
post incident evaluations (PIEs), inventory of
resources including mobilized teams and
possible partners in times of emergencies and
disasters, commodities, list of functional
health facilities, and previous HEPRP can be
What needs to be done? used as baseline data.

2. Conduct a situational analysis during one of

 Process data,
the meetings of the DRRM-H Planning
information, and lessons
Committee to process the data gathered
from previous disasters
and provide information for planning. Review
previous disasters and lessons during the
 Identify hazards, incident as well as identify resource networks
vulnerabilities, and possible partners in times of emergencies
capacities and health and disasters. Use the matrices below to
risks of the province identify the said elements:

Table 1. Public Health - Previous Disasters and

Lessons Learned

What were the

Effects What were the
(Who were actions/interventions Who
Disaster learnings/realizations
affected? done before, during were the
(consider What were from managing this
and after the disaster players
natural, the
(event/Incident, victims, disaster? Specifically,
biological, Year effects? at each
service providers, information what are the gaps
societal, How much
system, non-human resource) specific
technological was the and weaknesses that
disasters) damage in time
need to be
peso Before During After frame?
terms?) addressed?

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Table 2. Inventory of Resource Networks

Government
agencies/Non-
Services/products that
government Contact Contact Focal
may be utilized in times
organizations/ person/s details person
of disasters/emergencies
Civil Society
Organizations

3. Conduct a hazard identification, prioritization, and mapping using the matrices

below:

3.1. HAZARD IDENTIFICATION AND PRIORITIZATION. Determine the top three

(3) hazards using the hazard prioritization matrix below.

Table 3. Hazard Prioritization Matrix

Hazard Severity Frequency Extent Duration Manageability Total (G) Rank

(g=
(a) (b) (c) (d) (e) (f) (h)
b+c+d+e -f)

3.1.1. From the situational analysis, note down in column (a) the
hazards that affect your area.
3.1.2. Rate the different criteria from 1-5, with 5 as the highest.

Criteria:
Severity - how serious the health consequences of the hazard are
Frequency - number of times that an emergency/disaster happen during
a particular period
Extent - the range of damage in terms of people affected, lifelines,
infrastructure, and others
Duration - the length of time that an emergency/disaster lasts
Manageability - how capable the institution is to address the hazard. If we can
lessen the impact of the hazard, then the rating for
manageability would be high. If it were manageable only after
it had occurred, then the rating would be low

10 | P a g e
 3.1.3. Compute for the total by adding the rating from columns b-e
minus the rating in f.
3.1.4. Rank the hazards based on the total obtained with 1 as the
highest (i.e. largest total)

3.2. HAZARD MAPPING. Secure the appropriate maps of your specific area.
This may be acquired/viewed in the internet website of Department of
Environment and Natural Resources (DENR) of the National Mapping and
Resource Information Authority (NAMRIA) or that of the Mines and
Geosciences Bureau.

3.2.1. Identify and mark areas likely to be exposed to hazard.

3.2.2. Enumerate specific hazard/s on exposed areas.
3.2.3. Represent each specific hazard in codes through symbol or
number for ease of referencing.

4. VULNERABILITY ASSESSMENT. Ascertain the areas most at risk for the top hazards
and determine characteristics of the people, environment, property, services and
livelihood that make the area more vulnerable to the hazard. Refer to the matrix
below for the vulnerability assessment.

Table 4. Vulnerability Assessment Matrix

Vulnerable Vulnerabilities
Hazard
Areas People Properties Services Environment Livelihood

4.1. Identify the top hazard of the area and determine areas vulnerable to
the hazard
4.2. Identify different vulnerabilities for each element of a community

11 | P a g e
 Sample vulnerabilities:

1. People 4. Environment
 High proportion of elderly  Health facility located on a
population, infants, children, landslide/flood-prone/storm
women, or persons with disability surge-prone area
 Large proportion of GIDA  Coastal and Island communities
barangays

2. Properties 5. Livelihood
 Warehouse for health  Primary source of income in the
commodities is small municipality is mining
 Lack of cold chain for vaccines

3. Services
 Lack of health human resource to deliver the service
 Lack of trained emergency responder

5. RISK ASSESSMENT. Identify the health risks associated with the vulnerabilities
identified and the existing capacities of the institution.

5.1. Inventory of Capacity. Evaluate the internal and external capacities of the
area by using the following matrices.

5.1.1. To assess the level of internal DRRM-H institutionalization, refer to

the HEMB monitoring and evaluation plan and its tools.
5.1.2. For the external DRRM-H institutionalization inventory, use the
matrix below:

Table 5. External DRRM-H institutionalization Matrix

Region /
Head of
Province /
the Health Available
City/ Head of
Office of DRRM Health
Muni- Institution Health
the Plan Emergency Emergency
cipality / DRRM-H Emergenc
Institution Response Operations
Barangay Plan y
Team Center
Commodi
-ties

12 | P a g e
 5.1.2.1. List the different health offices and the hospitals under
the jurisdiction of the institution that is doing the
planning or the “downlines”.
5.1.2.2. Identify its head, and the head of its health office.
5.1.2.3. Determine the presence of the components of DRRM-
H institutionalization, using the criteria in Annex 3. Put
a check mark (✓) on the column if ALL of the criteria
for that item are met.

5.2. Identification of Health Risks. Risks must be assessed based on the

characteristics of the hazards, the vulnerability of the area, and the
institution’s capacity to reduce the vulnerabilities. Use the matrix below to
assess the health risks.

Table 6. Health Risk Assessment Matrix

Hazard Vulnerabilities Capacity Risk

In a narrative form, fill in Table 6 following the instructions below:

5.2.1. Cull out the hazards and vulnerabilities in Tables 3 & 4.

5.2.2. Identify capacities including the internal and external DRRM-H
institutionalization status on previous matrices.
5.2.3. Determine the health risks by considering both the vulnerabilities
and the capacity of the institution to address them.

The data generated by the HVR tools will be used as reference for the formulation of the
plans. It is essential that the data be updated regularly to ensure evidence-based
planning.

UPDATING THE HVR TOOLS

IN UPDATING THE TOOLS, INFORMATION FROM

PREVIOUS DISASTERS IS NECESSARY. DOCUMENTS
SUCH AS BUT NOT LIMITED TO POST INCIDENT
EVALUATIONS (PIE), MINUTES OF THE QUAD
CLUSTER MEETINGS, AND RESPONSE MONITORING
AND EVALUATION SHOULD BE CONSIDERED.

13 | P a g e
 3 DEVELOPING/UPDATING THE PLAN
This step of planning is the actual development of strategies and activities to address the
hazards, vulnerabilities, and risks identified in the previous step. Further, it guides planners
to determine areas of focus in terms of disaster response, and recovery and rehabilitation.
This step requires the development of four plans based on the four thematic areas
namely, prevention and mitigation, preparedness, response, and recovery rehabilitation
plans.

Strategies for each of the thematic areas shall focus on the health quad cluster namely
Medical and Public Health to include Minimum Initial Service Package - Sexual and
Reproductive Health (MISP-SRH); Water, Sanitation, and Hygiene (WASH); Nutrition; and
Mental Health and Psychosocial Support (MHPSS)8.

Medical and Public Health Nutrition

Component services: Component services:

Maternal and Child Health; Prevention Nutritional Assessment; Infant and Young
and Control of Communicable Diseases, Child Feeding; Food Assistance;
Minimum Initial Service Package - Sexuall Management of Acute Malnutrition; and
and Reproductive Health (MISP-SRH); HEALTH Micronutrient Supplementation
Management of Injuries, and Control of
Non-communicable diseases
QUAD
CLUSTER

Water, Sanitation, and Hygiene Mental Health and Psychosocial

(WASH) Support (MHPSS)

Component services: Component services:

Hygiene Promotion; Water Supply; Excreta Ensure social considerations in all relief
Disposal; Vector Control; Solid Waste efforts; Psychological first aid; Gradated
Management; and Drainage Psychological interventions

Figure 3. Health Quad Cluster Health Services

8
Department of Health. (2017). Guidelines in the Provision of the Essential Health Service Packages in Emergencies and Disasters
(Administrative Order No. 2017-0007). Manila, Philippines

14 | P a g e
Refer to the HEMB Menu of Strategies for a list specified per quad cluster and per each
thematic area at each level of governance.

I. Public Health Prevention and Mitigation Plan

The Prevention and Mitigation Plan is a combined hazard exposure prevention and
vulnerability reduction plan. It consists of
strategies that aim to:

1. Reduce risks in health infrastructure

through engineering and maintenance -GOAL-
2. Strengthen day-to-day operations of
different health programs (Tuberculosis, Avoid hazards and
Malaria, Expanded Program on mitigate/prevent their
Immunization, Water and Sanitation potential health impacts
Program, etc.) at the community level. by reducing vulnerabilities and
3. Prepare systems to address chemical and exposure, and enhancing the
capacities of communities.
biological hazards (malaria, emerging
and re-emerging diseases, etc.)

Table 7. Public Health - Prevention and Mitigation Plan

Resource Agency/
Vulnera Strategies and Time Office/
Hazard Indicator
bility Activities frame Person in
Required Source* charge
Hazard prevention
strategy 1
Activity 1.1 Time 1.1 RR 1.1 Source 1.1 In charge 1.1 Indicator 1.1
Activity 1.2 Time 1.2 RR 1.2 Source 1.2 In charge 1.2 Indicator 2.1
Hazard prevention
strategy 2
People Vulnerability Time 1.1 RR 1.1 Source 1.1 In charge 1.1 Indicator 1.1
reduction strategy 1
Hazard Activity 1.1 Time 1.1 RR 1.1 Source 1.1 In charge 1.1 Indicator 1.1
#1 Activity 1.2 Time 1.2 RR 1.2 Source 1.2 In charge 1.2 Indicator 2.1
Vulnerability Time 1.2 RR 1.2 Source 1.2 In charge 1.2 Indicator 1.2
reduction strategy 2
Service
Property
Environ
ment
Liveli-
hood
Hazard
#2
*Fund sources can be obtained from the 5% allotment for Regional Offices or 5% calamity fund of the LGU and other funds

15 | P a g e
In crafting the Prevention and Mitigation Plan, the Planning Committee may choose to
use the top priority hazard in the area. Follow the steps below to accomplish Table 7:

NOTE/COMMENT: Connect the Hazard Identification as well as Vulnerability Assessment

straight forward to crafting of Prevention and Mitigation Plan which should include
hazard prevention strategies (e.g hazard which are preventable) and vulnerability
reduction strategies. Give clear cut instruction and example.

1. Start with the first priority hazard.

2. Identify hazard exposure prevention strategies and indicate key activities for the
strategy.
3. Identify the timeframe (specify the year and quarter), resource requirement,
source of funds/resources, as well as the person-in-charge to implement the key
activity.
4. Craft an indicator to measure the accomplishment of the activity.
5. After this, list down the first vulnerability associated with the hazard, and repeat
the process. Vulnerabilities to be addressed shall come from Table 4. Finish all of
the vulnerabilities associated with the first hazard before proceeding to the
second hazard.

-GOAL-
Strengthen capacities of II. PPublic Health Preparedness Plan
communities to anticipate, The Preparedness Plan aims to:
cope, and ensure early
recovery from the negative 1. Increase capacity to efficiently manage
health impacts of emergencies the health risks of emergencies and
and disasters. disasters and achieve orderly transition
from response until recovery.

2. Ensure DRRM-H institutionalization internally

and in constituent Cities/Municipalities or
Barangays.

3. Build health system resilience by

mainstreaming DRRM-H in all health
programs.

Using the risk data in Tables 5 & 6, accomplish the Risk Reduction and DRRM-H
Institutionalization matrices below.

16 | P a g e
Table 8. Public Health - Preparedness Plan Matrix 1: Risk Reduction

Resource
Strategies Time Peron in
Risks Indicator
and Activities frame charge
Required Source
Strategy 1
Community Activity 1.1 Time 1.1 Resource Source 1.1 In charge Indicator
(people, Requirement 1.1 1.1 1.1
services, Activity 1.2 Time 1.2 Resource Source 1.2 In charge Indicator
property, Requirement 1.2 1.2 2.1
environment, Strategy 2 Time 1.1 Resource Source 1.1 In charge Indicator
livelihood) Requirement 1.1 1.1 1.1

Preparedness Plan: Risk Reduction Matrix.

1. For the identified health risk of the community in Table 6, identify one strategy
and key activities to address the health risk.
2. Determine the timeframe (specify the year and quarter), resource
requirement and its source of fund and the person in charge to implement the
activity.
3. Formulate an indicator to track the accomplishment for the specific activity.
Repeat the process for the next strategy.

Table 9. Public Health - Preparedness Plan Matrix 2: Minimum Requirements of DRRM-H

Institutionalization

DRRM-H
Strategies Resource Person
Institutionaliz Time
and Activities in Indicator
ation frame
Required Source charge
Priorities
Strategy 1
Activity 1.1 Time 1.1 Resource Source 1.1 In Indicator 1.1
Requirement charge
1.1 1.1
Internal Activity 1.2 Time 1.2 Resource Source 1.2 In Indicator 2.1
Requirement charge
1.2 1.2
Strategy 2
Strategy 1
Activity 1.1 Time 1.1 Resource Source 1.1 In Indicator 1.1
External Requirement charge
1.1 1.1

17 | P a g e
 Activity 1.2 Time 1.2 Resource Source 1.2 In Indicator 2.1
Requirement charge
1.2 1.2

Strategy 2

Preparedness Plan: DRRM-H Institutionalization Matrix.

1. From the analysis of Table 5: External DRRM-H institutionalization matrix results
and the results of HEMB institutionalization monitoring tool, identify priority
areas to improve or strengthen the internal and external DRRM-H
institutionalization.
2. Craft strategies and key activities to improve the identified priority for internal
DRRM-H institutionalization.
3. Determine the timeframe (specify year and quarter), resource requirement,
fund source, person in charge, and the indicator to measure performance.
4. Repeat the process for the next strategy.

Aside from the matrices above, part of the preparedness plan is conducting a
contingency planning wherein strategies to address specific hazards are delineated,
considering detailed resources of the
organization or institution.

-GOAL-
III. Public Health Response Plan
The Response Plan aims to: Preserve lives and
meet the basic
1. Ensure availability of critical lifelines
needs of the affected
related to health (e.g. safe water,
electricity/fuel, communication devices)
population during or
immediately after an
2. Guarantee physical and mental wellness
emergency or disaster.
of affected communities through quad-
cluster response (Medical and Public
Health, Water Sanitation and Hygiene,
Nutrition, and MHPS)

The Response Plan is a compendium of Standard Operating Procedures (SOPs) that must
be activated or followed once an emergency or a disaster occurs. Table 10 lists the core
or minimum activities during response.

There are five major components of Response that need be effectively managed. These
are: (1) management of the event/incident; (2) management of the victims; (3)
management of the service providers; (4) management of the information system; and
(5) management of the non-human resources. Activities for each component must be

18 | P a g e
properly implemented during the following timeline: pre-impact (0 days), during impact
(0-48 hours), and post impact (>48 hours) (see Annexes 4 & 5).

Table 10. Public Health - Response Plan

Steps to be undertaken
Responsible Person/
Activity Pre- Post-
Impact Institution / Agency
impact impact
(0-48 hrs)
(0 day) (>48 hrs)
Management of the Event/Incident
Activate Operations Center
(OpCen) on a 24/7 basis and
Incident Command System
(ICS)9
Raise appropriate code alert8
Inform higher level of OpCen,
if not DOH-OpCen of the
incident through fastest
means of communication8
Coordinate with respective
DRRM Office, with partner
agencies, and
attend/conduct meetings as
necessary (DRRMC, health
sector, cluster partners) 8
Management of Information System
Gather information regarding
the event8
- Coordinate with health
representatives and get
initial report
- Deploy Rapid Health
Assessment (RHA) Teams
when no
communication/ report
from the health
representative in 6 hours
post impact
- Submit initial assessment
report using official RHA
form.

9
Department of Health (2017). Activity checklist in emergencies and disasters (Department Memorandum 2017-0168). Manila,
Philippines.

19 | P a g e
 Steps to be undertaken
Responsible Person/
Activity Pre- Post-
Impact Institution / Agency
impact impact
(0-48 hrs)
(0 day) (>48 hrs)
Continuous monitoring and
dissemination of information
updates8
Submission of daily situation
report or HEARS report to the
upline8
Surveillance in Post extreme
Emergencies and
Disaster(SPEED) activation10
Management of Service Providers
Check status of health
personnel in affected areas8
Mobilize own human
resources or request
assistance for: 8
- Additional RHA team
- Emergency medical
and public health
team
- WASH team
- MHPSS team
- Nutrition team
- RESU team
Other teams that may be
needed (maintenance,
admin support, etc.)
Management of Non-human Resources
Update/check
status/inventory of logistics9
Preposition logistics as per the
result of inventory9

10
National Disaster Risk Reduction Management Council. (June 2014). National Disaster Response Plan for Hydro-Meteorological
Disaster. Manila, Philippines.

20 | P a g e
 Steps to be undertaken
Responsible Person/
Activity Pre- Post-
Impact Institution / Agency
impact impact
(0-48 hrs)
(0 day) (>48 hrs)
Mobilize own non-human
resources or request
assistance for:8
- Medicines and
medical supplies
- WASH supplies and
equipment
- Nutrition commodities
- MHPSS supplies and
commodities
- Funds
- Others

Management of the Victims

Provide pre-hospital and
hospital care
Provide quad cluster health
services
(e.g. general consultation and
treatment, vaccinations,
reproductive health services,
chemoprophylaxis, health
education, promotion and
advocacy including hygiene,
nutrition and psychosocial support)

Response Plan Matrix.

1. For each of the core/minimum activity enumerated, list the steps to be
undertaken by the institution pre-disaster impact, during impact, and post-
impact. Please refer to Annex 5 for the response management per phase.
2. Identify the responsible person, institution or agency for each step.

21 | P a g e
IV. Public Health Recovery and Rehabilitation Plan
The Recovery and Rehabilitation Plan aims to:

2 Assess long-term health

needs of community to
guide recovery efforts.
3 Maximize opportunities to
further increase community
health resilience.

There are two matrices of the Recovery and Rehabilitation Plan. One of which is crafting
the SOPs on main recovery and rehabilitation activities, as shown in Table 11 below. The
second matrix is used in planning for the recovery and rehabilitation of the affected area
after a disaster occurs. (See Annex 6).This should take into consideration different factors
depending on a specific disaster.

Table 11. Public Health - Recovery and Rehabilitation Plan: Standard Operating
Procedures

Responsible Person/
Activity Steps to be undertaken
Institution / Agency
Post disaster Needs
Assessment

-GOAL-

Restore and improve health

facilities, health conditions, and
organizational capacity of
affected communities, and
reduce disaster risks
compliant with the principles of
Building Back Better.

22 | P a g e
 Responsible Person/
Activity Steps to be undertaken
Institution / Agency
Post incident evaluation
and documentation of
lessons learned
Review and updating of
DRRM-H plan
Psychosocial interventions
Repair of damaged health
facilities and lifelines
Replenishment of utilized
resources
Compensation and
recognition of responders

Response and Rehabilitation SOPs Matrix.

 Identify the steps to be undertaken for the set of activities that must be done
during recovery and rehabilitation phase, and determine the responsible
person/agency.

After completing the different matrices, finalize the DRRM-H Plan using the outline
proposed in Annex 7. Test the plan by checking for the soundness, feasibility, and
acceptability of the plan. Feasibility checks can be done by considering the available
budget and manpower.

Part of testing the plan is through the conduct of drills and exercises. It shall be based on
the top identified hazards, vulnerabilities, and risks experienced by the area. It is highly
suggested to conduct emergency drills concerning public safety and health such as
evacuation drills during flood and armed conflict.

A Post Incident Evaluation (PIE) shall be conducted at the end of the drill to document
possible gaps and consolidate suggestions, recommendations and comments. The drill
evaluators shall come from the DRRM-H team as well as the DRRM Office.

Present the final DRRM-H plan for approval of the head of institution. Upon approval,
disseminate the plan to the downlines, the DRRM Council, Quad Cluster, members of the
Provincial/City Planning Committee, and stakeholders. Also provide a copy of the plan
to the uplines.

Updating the Plan

The plan shall be reviewed annually and updated every three (3) years or when a major
event/disaster affects the area. Activities to operationalize the strategies of the specific
plan shall be reviewed and updated annually. Convene the planning committee and

23 | P a g e
review the existing plan, ensuring that data and information collected in the previous
year or event are accounted for. Update the necessary matrices and have the plan
approved by the head of institution.

4 TRANSLATING AND INTEGRATING

THE PLAN
Upon completing the DRRM-H Plan, activities must be prioritized in order to craft the
operational plan for the year. This will ensure the implementation of the set strategies for
each of the thematic areas.

In order to craft the operational plan of the DRRM-H Plan, follow the steps below using
the operational plan matrix (see Table 12):

1. List down priority activities for each of the thematic area.

2. Indicate the timeframe (specify the quarter or month) of the activity.
3. Formulate the performance indicators for each of the activity. More than one
performance indicator may be listed for each.
4. Indicate the target per quarter for each of the indicator. Compute for the total.
5. Indicate the frequency of the activity and specify the unit cost of the target item.
6. Compute for the total cost following this formula:
total physical target x frequency x unit cost
7. List the source of funds (e.g. GAD, LIPH, CCAP, etc.) and indicate the responsible
agency/office/individual.
8. Have the plan approved by the head of institution.

Ensure integration of the plan with budgeted plans like Work and Financial Plan of the
Region, Annual Operational Plan of the Local Investment Plan for Health (LIPH) of the
LGUs, Disaster Risk Reduction and Management Plan (DRRMP) of the DRRM Council,
Local DRRM Plan, Gender and Development (GAD) Plan, Climate Change Action Plan
(CCAP), and other development plans. Additionally, the DRRM-H operational plan may
be integrated with the plans of other government, non-government, and partner
agencies, community organizations, as well as other stakeholders.

24 | P a g e
Table 12. DRRM-H Operational Plan Matrix

Agency/Office: ___________________________________
Financial Year: ___________

Physical Targets

Frequency
Responsible
Priority Performance Unit Total Source Agency/
Timeframe
activities Indicators Cost Cost of Fund Office/
Q1 Q2 Q3 Q4 Total Person

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13)
Prevention and Mitigation Plan
Activity 1
Activity 2
Preparedness Plan
Activity 1
Activity 2
Response Plan
Activity 1
Activity 2
Recovery and Rehabilitation Plan
Activity 1
Activity 2

Prepared by: Approved by:

__________________________________ ___________________________________
<Planning Officer> <Governor/Mayor>
<Position/Designation

25 | P a g e
5 IMPLEMENTING THE PLAN
Implementation of the DRRM-H operational plan shall commence upon approval of the
plan. Since the activities are integrated in different plans, the role of the DRRM-H
Manager/Health Officer is to ensure smooth execution of the targeted activities and
proper utilization of funds. This shall be done through close monitoring and management
of implementation gaps and guided by the indicators set in each of the matrices that
were accomplished.

1. Identify the implementers of the plan and other key stakeholders

2. Ensure that resources (e.g. technical assistance, budget augmentation) are
focused and available upon implementation
3. Orient the Heads of the institutions/Local Chief Executives and other stakeholders
on the final and approved plans.
4. Communicate to the stakeholders and decision-makers the results of the
implementation

The DRRM-H Manager shall ensure that accomplishment reports are submitted to the
DRRM-H Planning Committee in order to monitor the progress of the plan. Utilization
reports shall also be regularly provided to Planning and Development Office, DRRM
Council, government, non-government, and partner agencies, and community
organizations that pledge budgetary support to the DRRM-H operational plan.

26 | P a g e
6 MONITORING AND EVALUATING
THE PLAN
The plan shall be reviewed annually and updated as necessary, especially when a major
event/disaster affects the area. Likewise, the DRRM-H Plan should be tested through drills
and exercises to ensure functionality and determine possible implementation
challenges.

Monitoring results and plan evaluation shall guide the updating of the plan. Indicators
formulated for the prevention and mitigation plan and preparedness plan shall be used
to monitor the progress in implementing the strategies formulated for each. Additionally,
the response and recovery and rehabilitation plans shall be regularly tested using drills
and exercises. Progress shall be reported to the uplines and the DRRM-H Planning
Committee members annually during the review of the plan. This shall be complemented
by the accomplishment reports generated in monitoring the DRRM-H Operational plan
for specific activities of each strategy.

Evaluation shall be done every three (3) years, prior to the review and updating of the
DRRM-H Plan. The DRRM-H Committee shall conduct post implementation evaluation for
every incident/event to ensure the appropriateness of the existing plans. The results of
these evaluations shall be documented and presented for consideration to guide the
updating of the plan.

All accomplishment reports, quad cluster meeting documentation, post incident

evaluation (PIE) results as well as documentation of lessons learned from an incident shall
be compiled, reviewed, and processed, to assess the success of the plan relative to the
accomplishment of its objectives.

27 | P a g e
 2B
Part

DRRM-H PLANNING:
HOSPITAL
1 PREPARING TO PLAN
1. Orient the Hospital Director/ Head of Hospital on the need for DRRM-H Planning
emphasizing relevant provisions of DOH policies indicated in Annex 8: Policies and
Guidelines related to DRRM-H Planning.
2. Identify composition of the DRRM-H Planning Committee with the concurrence of
the Hospital Director/ Head of Hospital. Members may include the following but not
limited to:
2.1 Heads of hospital programs/ committees
2.2 Department/ Section/ Unit Heads
2.3 DRRM-H Manager
2.4 Planning Officer
2.5 Safety Officer
3. Prepare a hospital order/ issuance indicating the DRRM-H Manager/ Focal person as
the lead and the committee’s roles and responsibilities. Suggested roles and
responsibilities may include the following but not limited to:
3.1 Develop, review and update the hospital DRRM-H Plan
3.2 Gather required information and gain commitment of key people and
organizations
3.3 Initiate testing of the plan for its functionality and adaptability to current
situation
3.4 Monitor and evaluate the plan
3.5 Develop Annual Operational Plan/Work and Financial Plan and other plans
relevant to health emergencies and disasters
4. Upon approval of the hospital order/ issuance, convene the committee to prepare
the planning activity schedule and identify implementers of the plan. Refer to Annex

28 | P a g e
 1 for Sample Gantt Chart for Planning Activity schedule.

5. Invite representatives from the following stakeholders to align objectives, strategies

and activities.
5.1. For government-owned Hospitals: Health Facilities/ Offices within their
respective administrative jurisdiction (e.g. Regional Office , Provincial Health
Office, City/ Municipal Health Office,) and hospitals within their network
5.2. For private Hospitals: other hospitals and local DRRM-H focal person within
the area of jurisdiction
6. Request budgetary support for the planning process.

2 DATA GATHERING AND ANALYSIS

1. Gather baseline data by accomplishing Hospital Safety Index Tool11 Form 1
indicating general information about the Hospital which includes
demographic profile, geographic description, health statistics, socio-
economic situation, information (e.g. resource networks and possible partners,
etc.). Output of this process shall form part of item VI “General Information
about the Hospital” as indicated in Annex 10.
2. Lessons learned generated as a results of Post Incident Evaluation and other
activities such as but not limited to testing of plan based from previous disasters
can also be used as basis for the development/updating the DRRM-H plan.
Refer to Table 13 below for a sample lessons learned matrix.

Table 13. Hospital - Previous Disasters and Lessons Learned

Effects
(Who What were the actions/interventions
were done before, during and after the
Disaster affected? disaster What were the
(consider What learnings/realizations
(event/Incident, victims, service Who were the
natural, were the from managing this
providers, information system, non- players at each
biological, Year effects? disaster? Specifically,
human resource) specific time
societal, How what are the gaps and
frame?
technological much weaknesses that need
disasters) was the to be addressed?
damage
Before During After
in peso
terms?)
Earthquake 2016 2M Designate Evacuation Damage Administrative Materials and resources
individual space for of victims, and needs Officer & are inadequate for a
affected, surge manage assessment Engineer-Before greater than Magnitude 6
33,000 capacity incident, EQ.
deaths treatment DRRM-H
and Prepare/allot of injured manager-During Incident management
114,000 commodities systems need to be
injured. Engineer-After strengthened
Note: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

11 Hospital Safety Index Philippine Evaluation Forms, Department of Health, December 2015
29 | P a g e
 3. Conduct Hazard Vulnerability Assessment using Module 1 of the Hospital Safety
Index Tool. Based on the result of the hazard assessment, produce hazard
maps which shall be indicated under item IX “Hazard Vulnerability and Risk
Assessment (refer to Annex 10 : Proposed Outline of the Hospital DRRM-H Plan).

3.1.
Internal hazard map is a representation of the hospital layout plan
indicating various areas of the hospital which are likely to be exposed to
hazard (e.g. emergency room, dietary/kitchen, wards, operating room,
laboratory, etc). Use code (numbers or color) and legend for hazards that
can possibly affect hospital areas.
3.2. External hazard map show the areas (municipality/city/barangay) within a
locality where a hospital is located. It highlights areas that are affected by
or vulnerable to hazards including but not limited to earthquake/ground
shaking, landslides, floods, and tsunami. Use color code and legend. See
Annex 9 for example
4. Conduct self-assessment using Hospital Safety Index Tool to identify
gaps/vulnerabilities and weaknesses.
4.1. Accomplish the Hospital Safety Index Tool by indicating corresponding
safety ratings for Module 2: Structural Safety; Module 3: Non Structural
Safety; and Module 4: Emergency and Disaster Management of the HSI
evaluation tool.
4.2. Based on the overall Hospital Safety Index Rating, determine if there are
interventions that need to be addressed either urgent or within short-term
period.
4.3. List down gaps/vulnerabilities and weaknesses per Indicator which scored
low and average, based on the Summary of Safety Ratings using Table 14.

Table 14. Hospital Vulnerability Assessment

Findings (gaps/
Indicator vulnerabilities and Recommendations
weaknesses)
3.3.8. Presence of 1. Poor Heating, Conduct Facility Enhancement
heating, Ventilation, and Air- Activities
ventilation, and air- conditioning (HVAC)
conditioning system
(HVAC) systems

Note: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-
inclusive list.

NOTE:
Results from item 4: hospital vulnerability assessment will be used
as basis for identifying strategies and activities for the
prevention and mitigation plan.

30 | P a g e
5. Conduct a risk assessment using appropriate tools.
5.1. Conduct a risk assessment using Strategic Tool for Assessing Risk (STAR).
Accomplish Risk Assessment Matrix in accordance with the provided
instruction. See electronic copy of STAR and Annex 11 for instruction.
5.2. Based on the results of the Risk Assessment Matrix, accomplish the Summary
Risk Assessment for Hospitals (Table15) giving priority to those that scored
high and moderate risk level

Table 15. Summary of Risk Assessment for Hospitals

Potential Scale Capacities Risk

Hazard Risk
of Event Strengths Weaknesses Level
Earthqu Deaths , Mass More than 2M Response plans Materials and High
ake casualties, crush people are developed, resources to
and trauma, potentially at risk in including inter- respond to the
burns, the Metro Manila regional support event are
communicable (MM) area, urban networks. Regular inadequate for a
disease with very high conduct of drills greater than
outbreaks in density population. and simulation Magnitude 6 EQ.
displaced Based on MMEIRS, exercises. ERT have Incident
populations, 38% of buildings will been organized management
psychological be damaged, and can be systems need to
trauma 33,000 deaths and rapidly sent to be strengthened.
114,000 injured. affected areas.

NOTE: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

NOTE:
Results from step 5: Risk Assessment will be used as basis for
identifying strategies and activities for Preparedness Plan

3 DEVELOPING/UPDATING THE PLAN

This step of planning is the actual development of strategies and activities to address the
hazards, vulnerabilities, and risks identified in the previous step (data gathering and
analysis). Further, it guides planners to determine areas of focus in terms of disaster
response, and recovery and rehabilitation.

Formulate the DRRM-H Plan using the suggested outline indicated in Annex 9: Outline of
Hospital DRRM-H Plan.

Specific plans shall align to the long-term goal of the four thematic areas of the National
Disaster Risk Reduction Management Plan 2011-2028, namely thematic areas namely,
prevention and mitigation, preparedness, response, and recovery and rehabilitation
plans.

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 3.3 HOSPITAL PREVENTION AND MITIGATION PLAN

Disaster prevention is the outright avoidance, while disaster mitigation is the

lessening or limitation of the adverse impacts of hazards and related disaster.
The hospital Prevention and Mitigation Plan shall adhere to the goal: Avoid
hazards and mitigate their potential impacts by reducing vulnerabilities and
exposure and enhancing capacities of the hospital.

3.3.1 Develop objective/s that will support the goal of the hospital Prevention
and Mitigation Plan:
3.3.2 Identify applicable strategies to address the gaps, vulnerabilities and
weaknesses as output of the in-house assessment as summarized in Table
14: Hospital Vulnerability Assessment. Strategies may focus on facility
enhancement, retrofitting, and disease surveillance/early-warning
system, among others.
3.3.3 List activities to operationalize strategy.
3.3.4 The timeline to be allotted to complete the activities should be
expressed in quarter-year(e.g. Q4-2019)
3.3.5 Identify resource requirement needed to accomplish the activities.
Resource requirement should be expressed in what type of resources is
required (e.g. fund, manpower) and source (e.g. hospital
income/GOP/calamity fund, in-house)
3.3.6 Identify personnel who is in-charge in accomplishing the listed activities
3.3.7 Determine indicator to measure each activity

Table 16. Hospital - Prevention and Mitigation Plan

Objective/s:
1. Reduce vulnerability and exposure of hospital personnel and patients to hazards
2. Enhance the capacity of the hospital to reduce risk and cope with the impacts of hazard

Gaps/ Strategies/ Time Resource Responsible Indicator

Vulnerability Activities frame Person
Required Source
1.Poor Heating, Strategy 1: Facility Q4- Department
Ventilation, Enhancement 2019 a. Fund Hospital head, a. 75% of HVAC
and Air- Activities: Income Engineering system
conditioning a. Rehabilitate or Safety rehabilitated
(HVAC) existing HVAC Officer b. Quarterly
system System Maintenance
b. Conduct b. Manpower In-house done as
quarterly indicated in
maintenance available
records
NOTE: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

32 | P a g e
3.4 HOSPITAL PREPAREDNESS PLAN

Preparedness planning is building the capacity of the hospital to effectively or efficiently

respond to emergency or disaster. It shall address the identified risks and focus on
minimizing/improving the identified weaknesses and sustaining strengths. The
hospital preparedness plan describes applicable strategies and activities to
supports the goal: Establish and strengthen capacities of hospital to anticipate,
cope and recover from the negative impacts of emergency occurrences and
disasters

3.4.1 Develop objective/s that will support the goal of the hospital Preparedness
Plan
3.4.2 Identify applicable strategies to institutionalize Disaster Risk Reduction and
Management in Health system in hospital and build the capacities to
reduce risks identified as an output of Risk Assessment summarized in Table
15: Summary of Risk Assessment for Hospital.

Strategies may focus on capacity development in terms of 10 Ps:

1. Policy, guideline, procedure and system development;
2. Plan development (updated, approved and disseminated plan)
3. People-human resource development (e.g. organized and trained
health emergency response teams)
4. Peso and Logistics (e.g. Allocation of funding for DRRM-H; Availability of
readily available fund for the purchase of drugs, medicines and
supplies; Buffer stocks of drugs, medicines and medical supplies
available within 24 hours; Designated ambulance; emergency
equipment; communication equipment)
5. Physical Infrastructure Development (Functional Emergency Operation
Center (EOC) capable of command and control, coordination and
communication; EOC system with communication equipment capable
of receiving and transmitting information, Pre-identified spaces to
accommodate additional patients in case of surge)
6. Partnership Building (Establishment of Network and referral system,
memorandum of Agreement with pharmaceutical companies for
special arrangements)
7. Promotion and advocacy ( Public Information; Availability of
Information Education and Communication (IEC) materials
8. Package of Services (e.g. Basic Life Support, First Aid, Reproductive
Health services including Caesarean section, Emergency room care,
etc.)
9. Practices Documentation (e.g. Documentation of Post Incident
Evaluation activities, Conduct of researches, Preparation of Case
Reports)
10. Program Development (e.g. Poison Control Program, Hospital Safe from
Disasters Program)
33 | P a g e
 3.4.3 List activities to operationalize strategy.
3.4.4 The timeline to be allotted to complete the activities should be
expressed in quarter-year(e.g. Q2-2018)
3.4.5 Identify resource requirement needed to accomplish the activities.
Resource requirement should be expressed in what type of resources is
required (e.g. fund, manpower) and source (e.g. hospital
income/GOP/calamity fund, in-house)
3.4.6 Identify personnel who is in-charge in accomplishing the activities
3.4.7 Determine indicator to measure each activity

Table 17. Hospital - Preparedness Plan

Objectives:
1. Increase capacity of hospital
2. Equip hospital personnel with necessary skills to cope with the impacts of disaster

Risk Strategies/ Resource Responsible Indicator

Timeframe
(10Ps) Activities Person
Required Source
Mass Strategy 1:
casualties, Logistics
crush and Provision
90% of Basic
trauma, burns, 1. Procure
emergency
communicable basic
Fund Hospital Supplies
disease emergency Q2 2018 DRRM-H Team
Income including
outbreaks in supplies and
drugs and
displaced equipment
medicines
populations, including
procured
psychological drugs and
trauma medicines
Strategy 2: Head of
People- Training Unit 80% of Target
Learning and Q1 2018 Participants
Development Travelling Hospital capacitated
1. Capacitate Expenses Income on ICS
staff through training
attendance
to ICS
training

NOTE: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

3.5 HOSPITAL RESPONSE PLAN

A Hospital Response Plan describes the use of the existing capacities to deliver
response. It involves the actual implementation of procedures for the
developed systems, and provision of life-saving and essential services during
or immediately after a disaster.

34 | P a g e
 The response plan should address not only the mass casualty incident that has
occurred within the catchment area of the hospital, but should also address
the situation where the hospital itself has been affected by a disaster (e.g. fire,
explosion, flooding or earthquake, etc.). It includes compendium of Standard
Operating Procedures (SOPs) that will support the goal of Hospital Response
Plan: Provide life preservation through uninterrupted health service delivery
during emergencies and disaster. The SOPs must be activated or followed
once an emergency or a disaster occurs.

3.5.1 Prepare SOPs for the five major components of Response that
need be effectively managed. These are: (1) management of the
event/incident; (2) management of the victims; (3) management of
the service providers; (4) management of the information system;
and (5) management of the non-human resources. Activities for
each component must be properly implemented during the
following timeline: pre-impact (0 day), during impact (0-48 hours),
and post impact (>48 hours) (see Annexes 4 & 12).
3.5.2 For each of the core/minimum activity enumerated, list the
steps to be undertaken by the institution during pre-disaster
impact, during impact, and post-impact.
3.5.3 Identify the responsible person or official for each step/action.
See Table 18 below for Sample Standard Operating Procedure

Table 18- Standard Operating Procedure for Response

Steps/Actions to be undertaken
Responsible
Activity Pre-impact Impact Post-impact Person
(0 day) (0-48 hrs) (>48 hrs)
Management of the Event/Incident
Raise appropriate code alert 1.Receive/ Hospital OpCen
validate Staff/ Information
Information Staff/Operator on
from sources Duty

2.Notify the Monitor 1.Monitor

Head/Senior compliance compliance DRRM-H Focal
House Officer with Code with Code Alert Person
Alert raised raised

3.Issued order 2.Issued order

activating deactivating Head of Hospital
code alert code alert
Activate Hospital Emergency 1.Assume as 1. Transfer Senior Officer-on-
Incident Command System Incident Command Duty
(HEICS) and Operations Commander (as need
Center (OpCen) on a 24/7 arise)
basis 2. Declare
activation of 2.Prepare Incident
OpCen on a Incident Brief Commander
24/7 basis and
activate

35 | P a g e
 Steps/Actions to be undertaken
Responsible
Activity Pre-impact Impact Post-impact Person
(0 day) (0-48 hrs) (>48 hrs)
command 3.Conduct Incident
center Initial Meeting Commander

4.Develop Incident
Incident Commander &
Objective Planning Section
Chief
5.Conduct
Tactics Operation Section
Meetings Chief
1.Continuously
6.Conduct conduct Planning Section
Planning meetings Chief
Meeting
2.Review plans
7. Conduct Planning Section
Operational 3. Prepare Chief
Period Demobilization
Meeting plan

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

NOTE: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

3.6 HOSPITAL REHABILITATION AND RECOVERY PLAN

Disaster Rehabilitation and Recovery Plan of the hospital shall support the
goal: Restore and improve facilities and organizational capacities of
hospital operations to reduce disaster risks in accordance with the
“building back better” principle. It is important to note that early recovery
encompasses the return of personnel and the hospital to normal
operations the earliest time possible.

For this thematic area, operational timelines are used to give an overall
guidance on the rapid timeline element in recovering from disasters: a)
Immediate Term - within 1 year after the occurrence of disaster; b) Short
Term -within 1 to 3 years after the occurrence of disaster; c) Medium Term-
within 3 to 6 years after the occurrence of disaster; and d) Long Term-

36 | P a g e
 beyond 6 years after the occurrence of the disaster (Source: National
Disaster Risk Reduction and Management Plan, 2011-2028)

3.6.1 Prepare SOPs for activities that focus on recovery and rehabilitation
of resilient infrastructure, providing physical and psychological
rehabilitation of persons affected by disaster, among others. Use the
following strategies as guide for rehabilitation and recovery plan:

a. Post Disaster Needs Assessment (PDNA)

b. Repair of damaged facilities
c. Reconstruction of damaged facilities
d. Replenishment of Resources
e. Post Incident Evaluation and Documentation of Lessons from
previous disasters
f. Review and Updating of Plan
g. Psychosocial Interventions
h. Research and Development

3.6.2 List activities to operationalize strategy.

3.6.3 For each of the core/minimum activity enumerated, list the
steps/actions to be undertaken by the hospital according to
timeline
3.6.4 Identify the responsible person or official for each step/action. See
Table 19 below for Sample Standard Operating Procedure

Table 19- Standard Operating Procedures for Recovery and Rehabilitation

Steps/Actions to be undertaken Responsible

Activity
Within 1 Year Within 1-3 Years Person/ Official
Conduct Post Disaster 1. Convene the Hospital Engineer
Needs Assessment assessment team
(PDNA) within 1 day
2. Conduct on site Hospital Engineer
assessment of hospital
damaged
infrastructure and
equipment within 3
days
3. Prepare cost of needs Hospital Engineer

4. Submit report DRRM-H Focal

Person
Reconstruction of 1. Prepare building plans 1. Actual construction Hospital Engineer
damaged facilities and estimates of physical facility
2. Prepare program of 2. Installation of Hospital Engineer
works hospital equipment
and bidding
document
37 | P a g e
 Steps/Actions to be undertaken Responsible
Activity
Within 1 Year Within 1-3 Years Person/ Official
3. Conduct Administrative
procurement Officer
procedures

Note: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.

If DRRM-H Plan is already available for updating:

1. Convene the DRRM-H Planning Committee to discuss any of the evaluation

results from the following activities conducted:
 Annual in-house assessment using Hospital Safety Index (HSI) Tool
 Post Incident Evaluation (PIE)
 Drills and exercises
 Lessons from previous disasters
2. Present the recommendations of the committee to the Hospital Director/ Head
of Hospital and secure approval for revision/ updating of the plan.
3. Convene the DRRM-H Planning Committee and prepare the planning activity
for updating the DRRM-H Plan
4. Request budgetary support for the planning process.

3.7 Present the plan to the Head of Institution/ Hospital Director for his/ her approval.
3.8 Once signed by the Head of Institution/ Hospital Director, disseminate the plan
to the department heads of the Hospital and hospital staff.
3.9 Provide copy of the Hospital DRRM-H Plan to respective Administrative Health
Office

Regional Hospital DOH Regional Office

Provincial Hospital Provincial Health Office
LGU Owned Hospital City/ Municipality Health Office

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

38 | P a g e
4 TRANSLATING AND INTEGRATING
THE PLAN
DOH Hospital 1. Submit DRRM-H Plan to Regional Office to harmonize
strategies/activities and present resources for partnership.
2. Incorporate activities identified in the DRRM-H Plan to
Hospital Work and Financial Plan/ Operational Plan /
Annual Procurement Plan to ensure funding allocation.
LGU Hospitals 1. Present DRRM-H Plan to respective Administrative Health
Office, stakeholders and networks in order to be included
in the system for referral or responding hospital
2. Ensure that activities identified in the Prevention Mitigation
and Preparedness Plan are integrated to LIPH to ensure
funding allocation.
Private Hospitals 1. Ensure that resources and funds are available upon
implementation of the plan

SPECIAL NOTE:
For private institution, you may collaborate with the existing
network initiated by the LGU.

5IMPLEMENTING THE PLAN

1. Orient the LCEs and other stakeholders on the final and approved plans
2. Ensure that resources (e.g., technical assistance, budget augmentation,
human resources, logistics) are available upon implementation.
3. Utilize appropriate resources per type of activity.
4. Conduct activities based on timeline or as scheduled.
5. Evaluate appropriateness of the response plan and consider contingency
measures as necessary.
6. Communicate to the stakeholders and decision-makers the results of the
implementation.

39 | P a g e
6 MONITORING AND EVALUATING
THE PLAN
Upon the approval of the DRRM-H Plan, the Chairperson of the Planning Committee shall
lead the annual review and updating of the plan. The plan shall be reviewed annually
and updated as necessary, especially when a major event/disaster affects the hospital
to determine possible implementation challenges.

1. Results-based monitoring and evaluation shall be used in ensuring that

implementation of activities pertaining to prevention and mitigation plan as well
as preparedness plan is on time. Monitor and evaluate to determine if the desired
indicator used per activity is achieved. Conduct monitoring quarterly and
evaluate implementation annually.

2. Progress including status of DRRM-H institutionalization using Annex 3: shall be

reported to the uplines annually.

3. Post incident evaluation for every incident/event to ensure the appropriateness

of SOPs shall be conducted. The results of these evaluations shall be documented
and presented for consideration to guide the updating of Response Plan, and
Rehabilitation and Recovery Plan

4. Likewise, the Response Plan and Rehabilitation and Recovery Plan should be
tested annually through drills and exercises to ensure functionality, acceptability
and feasibility of SOPs. Revise accordingly for major and minor changes if any.

5. All accomplishment reports, post incident evaluation (PIE) results as well as

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

40 | P a g e
ANNEXES
ANNEX 1: Sample Gantt Chart for DRRM-H Planning Activity

DRRM-H Person
Planning Timeframe J F M A M J J A S O N D Budget in
Activity charge
Consultative Php
Feb 13-16 Dr. X
Meeting 1 xxx
Php
KII Feb 28 Ms. Y
xxx
Consultative Php
Mar 5 Dr. X
Meeting 2 xxx
Php
Workshop 1 Mar 23-25 Mr. Z
xxx
Mar 31- Php Core
Writeshop 1
Apr 2 xxx Group
Php
Presentation Apr 10 Dr. X
xxx
Php Core
Writeshop 2 Apr 20
xxx Group
…

…
TOTAL Php
xxx

41 | P a g e
ANNEX 2: Possible Sources of Data

Type of Data Specific Data Possible Sources

 Topography
Geographic  Geo-hazard mapping (i.e.,  Environmental
areas prone to erosions and Management
flooding, presence of fault Bureau of
lines and volcanoes) Department of
 Location of communities and Environment and
health facilities vis-à-vis this Natural Resources
map  Provincial or City
 Risk or hazards (i.e., Disaster Risk
occurrence of typhoons, Reduction and
landslides, storm surge) Management
 Disasters that have occurred Offices
in the past 5 years to include  DRRM or DRRM-H
the lessons learned and the Plans of the
gaps in response (narrative) component
cities/municipalities
and barangays
 Population
Demographic  Population density  Provincial or city
 Number of households planning office
 Number of barangays  Philippine Statistical
 Death rate Authority (PHA)
 Vulnerable populations  Department of
needing more health care Interior and Local
such as youth, Indigenous Government (DILG)
Peoples, women and  Department of
children in difficult situations, Social Welfare and
those living in GIDAs, Urban Development
Poor, Persons with Disability (DSWD)
(PWD), and Senior Citizens in  National Economic
specific geographical and Development
locations Authority (NEDA)
 Special government
offices for
Indigenous Peoples

Health situation  Three- to five-year year  Provincial, city,

reports on leading causes of health, planning
morbidities and mortalities and development
 Infant mortality rate offices
 Maternal mortality rate  DILG
 Nutritional status/ Malnutrition  Consolidated health
rate reports from the

42 | P a g e
  Vaccination coverage Community Health
 Indicators for basic health Teams, or
services and preventive Development
health programs Management
 Environmental sanitation, Officers
sources and status of potable  Community-based
water Management
 Health human resource Information Systems
(number and capacity for where available
health)  Other special studies
 Health facilities from development
 Hospitals, lying-in, partners
laboratories, blood banks
 Hospitals with special areas
and services

Resources and Inventory of:  DRRM Plans

Possible Partners  resource
 assets
 networks
 organizations that may be
tapped in times of health
emergencies and disasters.

Socio-Economic  Major economic activities  Provincial or city

 People’s sources of income planning office
 Poverty incidence and areas
of concentration
 Education
 Peace and order
 Source(s) of food such as
agricultural or fishing industry
 Support facilities such as
transportation,
communication, access to
information

43 | P a g e
ANNEX 3. CRITERIA FOR DRRM-H INSTITUTIONALIZATION

□ □ □ □
Approved by
the authority of Tested
Updated Disseminated
the annually
DRRM-H organization
Plan Plan

□ □ □
Organized to
Health provide initial Trained on BLS Trained on SFA
Emergency basic services
Response
Team

□ □
Available Health
Accessible
Health Emergency
within 24 hrs
Emergency Medicines*
Commodities

□ □ □
Functional Command and
Communication Coordination
Emergency Control
Operations
Center
*Health Emergency Medicine may pertain to anti-infectives, analgesics, antipyretics, fluid/electrolytes, respiratory drugs,
dietary/nutritional products essential for emergencies/disasters (e.g. cotrimoxazole, amoxiccilin, mefenamic acid,
paracetamol, ORESOL, lagundi, vitamin A and skin ointment)

44 | P a g e
ANNEX 4: RESPONSE MANAGEMENT FRAMEWORK

Reference: Manual of Operations on Health Emergency and Disaster Response

Management, Health Emergency Management Bureau, 2015

45 | P a g e
ANNEX 5. RESPONSE MANAGEMENT PER PHASE
In principle, the following essential elements for each component of response management
follow the timelines indicated. However, considerations must be made depending on the type of
emergencies and disasters affecting the institution – as indicated by the broken arrow lines. Some
overlaps and continuation of service may occur following emergencies and disasters produced
by multiple hazards.

HEALTH EMERGENCY AND DISASTER MANAGEMENT

RESPONSE PHASE

PRE-IMPACT POST IMPACT

IMPACT
(0 day or (>48 hrs which may
(0 hour to 48
days before overlap with
hours)
impact) Recovery Phase)
Is the occurrence of RECOVERY REHABILITATION
The phase involves continuing
the Incident
This refers to the the operations from “during-
This phase
period disaster” phase and includes
addresses the
Immediately activities that lead to
health service
before the onset of demobilization of resources.
response for all
the event. This is It addresses the process of
emergencies to
different from the returning affected communities
minimize the health
Preparedness to its normal level of
impacts to
Phase. functioning or “building back
individuals and the
better” post emergency.
community.

MANAGEMENT OF EVENT/INCIDENT

 EWARS
 Alert Activation
 ICS

 Coordination

MANAGEMENT OF VICTIMS

 Mass casualty incident

 Community/Evacuation
Center
 Surge Hospital
Capacity
 Package of Services
 Management of the
Dead
MANAGEMENT OF SERVICE PROVIDERS
 Teams for special
events
 Teams for
emergency/disaster
 Teams for foreign
assignment

 Management of
volunteers

46 | P a g e
 HEALTH EMERGENCY AND DISASTER MANAGEMENT
RESPONSE PHASE

PRE-IMPACT POST IMPACT

IMPACT
(0 day or (>48 hrs which may
(0 hour to 48
days before overlap with
hours)
impact) Recovery Phase)
Is the occurrence of RECOVERY REHABILITATION
The phase involves continuing
the Incident
This refers to the the operations from “during-
This phase
period disaster” phase and includes
addresses the
Immediately activities that lead to
health service
before the onset of demobilization of resources.
response for all
the event. This is It addresses the process of
emergencies to
different from the returning affected communities
minimize the health
Preparedness to its normal level of
impacts to
Phase. functioning or “building back
individuals and the
better” post emergency.
community.

MANAGEMENT OF INFORMATION SYSTEM

 Data and information
management
 Knowledge
management
 Documentation
MANAGEMENT OF NON-HUMAN RESOURCES

 Logistics management
 Financial management

 Lifelines

47 | P a g e
ANNEX 6: SAMPLE RECOVERY AND REHABILITATION PLAN TEMPLATE

Funding Requirement
Physical Target

Frequency
(Php) Responsible
Programs/
Source of Office/

Rate
Unit
Strategy Projects/

Year 1

Year 2

Year 3

Year 1

Year 2

Year 3
Funding Agency/

Total

Total
Activities
Person

Basic Services and Referrals

MHPSS
Activity 1
Strategy 1
Activity 2
WASH
Activity 1
Strategy 1
Activity 2
Nutrition
Activity 1
Strategy 1
Activity 2
Medical and Public Health
Activity 1
Strategy 1
Activity 2
Health Facilities, Commodities, and Equipment
Activity 1
Strategy 1
Activity 2
Operations center and information management
Activity 1
Strategy 1
Activity 2
Health Promotion and Advocacy
Activity 1
Strategy 1
Activity 2
Management of Human Resources for Health
Activity 1
Strategy 1
Activity 2

48 | P a g e
ANNEX 7: PROPOSED OUTLINE OF THE PUBLIC HEALTH DRRM-H PLAN

I. Message from the Regional Director/Head of Institution/LCE (1 page)

- The City/Municipal Mayor shall sign a letter of approval in support of the
DRRM-H Plan.

II. Goals of the Health Sector on Emergencies and Disasters (1 page)

- This section highlights the three DRRM-H Plan goals, namely: to guarantee
uninterrupted health service delivery during emergencies and disasters, to
avert preventable morbidities, mortalities and other health effects
secondary to emergencies and disasters, and to ensure that no outbreaks
secondary to emergencies and disasters occur.

III. Background (2-5 pages)

- This chapter includes the City/Municipality’s geographic description,
demographic profile, health statistics, socio-economic situation, and
information and lessons learned from previous disasters. An inventory of
resources and possible partners, and information should also be included.
The gathered data must be evidence-based and presented in narrative,
tabular, and/or graphical form.

A. Geographic Description
1. Topography
2. Geo-hazard mapping (i.e., areas prone to erosions and flooding, presence
of fault lines and volcanoes)
3. Location of communities and health facilities vis-à-vis this map
4. Risks or hazards (i.e., occurrence of typhoons, storm surge, disease
outbreaks)
5. Disasters that have occurred with lessons from previous disasters and gaps
in response
B. Demographic Profile
1. Population
2. Population density
3. Number of households
4. Number of barangays
5. Death rate
6. Vulnerable populations
C. Health Statistics
1. Three- to five-year year reports on leading causes of morbidities and
mortalities
2. Infant mortality rate
3. Maternal mortality rate
4. Nutritional status/ Malnutrition rate
5. Vaccination coverage
6. Indicators for basic health services and preventive health programs

49 | P a g e
 7. Environmental sanitation, sources and status of potable water
8. Health human resource (number and capacity for health)
9. Health facilities
a) Hospitals, lying-in, laboratories, blood banks
b) Hospitals with special areas and services
D. Socio-economic Situation
1. Major economic activities
2. People’s sources of income
3. Poverty incidence and areas of concentration
4. Education
5. Peace and order
6. Source(s) of food such as agricultural or fishing industry
7. Support facilities such as transportation, communication, access to
information
E. Hazard, Vulnerability, and Risk Assessment
F. Inventory of Resources and Possible Partners in DRRM-H Institutionalization

IV. Plan per Thematic Area (5-10 pages)

The content of this chapter puts focus on the four (4) plans per thematic area with long-
term goals, strategies, objectives, and outcomes.

A. Prevention and Mitigation Plan

This section describes applicable strategies and activities to reduce the
likelihood of emergencies, and will be based on the Hazard and Vulnerability
Assessment.

B. Preparedness Plan
This section contains strategies and activities that will be carried out to build
and strengthen capacity to respond to emergencies. This will be based on the
DRRM-H Institutionalization Inventory.

C. Response Plan
This section plots out the utilization of the existing capacities to deliver response
using the Problem and Gap Analysis and Risk Analysis. The contingency plans
will also be included in this section.

D. Recovery and Rehabilitation Plan

This section specifies activities to restore services and replace damaged
facilities during the disaster. The post-incident evaluation shall be used to
prepare this.

V. Monitoring and Evaluation Plan (2-3 pages)

This chapter contains the systematic monitoring and evaluation plan that shall
be based on the indicators, targets, and activities in the four thematic areas.

VI. Appendices (3-5 pages)

The appendices include supporting documents for the DRRM-H Plan

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ANNEX 8: POLICIES AND GUIDELINES RELATED TO DRRM-H PLANNING

1. Administrative Order (AO) 168 s. 2004 dated September 9, 2004 entitled “National
Policy on Health Emergencies and Disasters”. The AO indicates Policy Statements
including but not limited to:
a. Item A. “Organizational Structure No. 1” - All health facilities should have an
Emergency Preparedness and Response Plan (now DRRM-H Plan) and a
Health Emergency Management Office/ Unit/ Program.
b. Item C. “Support Systems No. 7” - Hospital Emergency Preparedness and
Response Plan, Code Alert and Hospital Emergency Incident Command
System (HEICS) should be a requirement in hospital licensing
c. Item D. “Program Development No. 1” - All health facilities should develop
an Emergency Preparedness and Response Plan which should be holistic,
to include amongst others the following: Emergency Planning Committee,
Hazard and Vulnerability Assessment, Identification of Resources and Gaps,
Response to respective hazards, Organizational and Implementing
Structure; Training and Drills; Information Dissemination and Advocacy;
Networking and coordination; Research and Development. This should be
disseminated and tested for the functionality of the plan and its inert-
operability with other health facilities and institutions in their respective area.

2. Administrative Order 2013-0014 dated March 21, 2013 entitled “Policies and
Guidelines on Hospitals Safe from Disaster”. Hospital Safe from Disasters Policies
and General Guidelines as well as Roles and Responsibilities include:
a. Item VI. G. POLICIES AND GENERAL GUIDELINES indicates “All Hospitals and
other healthcare facilities shall develop and regularly update, disseminate,
implement and test their Hospital Emergency Preparedness, Response and
Recovery Plans (HEPRRP) to include among others, their changing hazards
and vulnerabilities.”
b. Item VII.A.4. ROLES AND RESPONSIBILITIES OF HOSPITALS AND OTHER HEALTH
CARE FACILITIES indicates that “Hospitals/Healthcare Facilities shall:
 (Item c) Conduct yearly self-assessment using the Hospitals Safe from Disaster
Tools and Indicators
 (Item d) Facilitate the improvement of structural, non-structural and
functional hospital components as suggested by assessment findings
 (Item f) Institutionalize Hospital safe from Disasters program in relevant
hospital plans such as building plan and hospital emergency preparedness,
response and recovery plans
 (Item g) Ensure revision, updating and testing of HEPRRP.

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3. Administrative Order 2012-0012 dated July 18, 2012 entitled “Rules and
Regulations Governing the New Classification of Hospitals and Other Health
Facilities in the Philippines”. Among the Criteria included in the Assessment Tool for
Licensing a Hospital indicated ANNEX K – 2 of AO No. 2012-0012 are as follows:

a. Criteria No.43- Presence of a management plan, policies and procedures

addressing safety with its corresponding indicator No.4. “Presence of
Emergency and Disaster Preparedness”
b. Criteria No.70- Emergency Preparedness Response and Recovery Plan with
its corresponding indicator “Proof of implementation of the plan”. Result of
Self-Assessment and how gaps were resolved must be evident.

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ANNEX 9: Sample Hazard Map

Sample Hazard Map of

Hospital A in Makati City

LEGEN
D
Hospit
al

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ANNEX 10: PROPOSED OUTLINE OF THE HOSPITAL DRRM-H PLAN

I. Cover Page

II. Title Page

This contains the names and signature of those who prepared and reviewed. This
should also be signed by the Hospital Director/ Head of Institution with
corresponding date when approved.

III. Message
Contains message from the Hospital Director/Head of Institution)

IV. Vision, Mission, Goal including Goals and Objective of Hospital DRRM-H
This section may highlight the goals of the DRRM-H, namely: (1) to guarantee
uninterrupted health service delivery during emergencies and disasters, (2) to
avert preventable morbidities, mortalities and other health effects secondary to
emergencies and disasters, and (3) to ensure that no outbreaks secondary to
emergencies and disasters occur.

V. Background
This section may include brief history and milestones on DRRM-H
institutionalization

VI. General Information about the Hospital

This contains summary in narrative and tabular form of the highlights generated
from Form 1 of the Hospital Safety Index Tool. Details of the Form 1: General
Information about the Hospital should be appended as annex of the Plan

VII. Scope and Context of the Hospital DRRM-H Plan

VIII. Planning Committee members including roles and responsibilities

IX. Hazard Vulnerability and Risk Assessment

a. Hazard maps (internal / external)
b. Table 14: Hospital Vulnerability Assessment
c. Table 15: Summary of Risk Assessment for Hospitals

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X. Four Thematic Area Plans
a. Prevention and Mitigation Plan
Narrative description and scope of the plan
Objective/s:
1.
2.

Gaps/ Strategies/ Resource Responsible Outcome

Timeframe Indicator
Vulnerability Activities Person
Required Source

b. Preparedness Plan
Narrative description and scope of the plan

Objective/s:
1.
2.

Strategies/ Resource Responsible Outcome

Risk (10Ps) Timeframe Indicator
Activities Person
Required Source

c. Response Plan
Narrative description and scope of the plan

Steps to be undertaken
Responsible Person/
Activity
Pre-impact Impact Post-impact Institution / Agency
(0 day) (0-48 hrs) (>48 hrs)
Management of the Event/Incident

Management of Information System

Management of Service Providers

Management of Non-human Resources

Management of the Victims

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 d. Recovery and Rehabilitation Plan
Narrative description and scope of the plan

Steps/Actions to be undertaken Responsible

Activity
Within 1 Year Within 1-3 Years Person/ Official

XI. Annexes:
May include the following but not limited to:
a. Details on the General Information of the Hospital using Form 1
b. Hospital issuances related to DRRM-H
c. Hospital Protocols and Systems
d. Hospital Emergency Incident Command System (HEICS) structure, members and
job action sheet
e. Directory of contact persons and networks in case of emergency
f. Contingency Plan
g. Public Service Continuity Plan
h. Evacuation Area/ Surge Capacity Identified Areas
i. Reporting and Documentation Forms

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ANNEX 11. STRATEGIC TOOL FOR ANALYZING RISK (STAR)

The Strategic Tool for Analyzing Risk (STAR) is an evidence-based approach to risk assessment
so that processes and outputs are comparable, reproducible and defensible. An excel file is
provided where in data on hazard-based scenario will be inputted to calculate an
associated level of risk. The STAR approach follows the following key principles:

a. Implementation of a risk management cycle, focusing on assessment and proactive

management of high and very high risks, rather than a reactive approach to events
as they occur.
b. All-hazards approach, developing, strengthening and using elements and systems
that are common to the management of all hazard types.
c. Multi-sectoral, recognizing that the various government agencies, private sector
entities and civil society have a role to play in risk management.
d. Time-based, basing the assessment on a snapshot of existing capacities and
information.

The scope of STAR includes all-hazards with the potential to cause emergencies and
disasters. The STAR is used prior the commencement of a DRRM-H planning. The
methodology presented is based on existing guidance on risk assessment from the World
Health Organization (WHO) and the Inter-Agency Standing Committee (IASC). It proposes
an all hazards approach, thereby integrating emergency planning for all natural and
human-induced hazards.

STAR Table:

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 How to use the STAR Matrix:

Column 1: Hazard

List all existing or emerging hazards with potential cause to public health emergency
vertically. Identify Hazards based on the following:

a. Geological (earthquake, volcanic activity, landslides, liquefaction, Tsunamis)

b. Hydro meteorological (typhoons, storm surge, drought, flooding)
c. Biological (Emerging and Re-emerging Dis. , FWBD)
d. Human-Induced ( Armed Conflict, Terrorism, Poisoning, technological)

For the next steps, address each hazard, one at a time, horizontally across each variable
until you obtain the risk level for each hazard.

Column 2: Health Consequences

For each identified hazard, identify possible negative health consequences and how it
may affect primary services of the hospital as receiving and as responding facility.

For example, the hazard identified was Flood, the risks may include:
Immediate Consequences: Drowning, injuries, hypothermia, environmental hazards,
trauma
Secondary Consequences: water borne diseases, vector borne diseases, mental illness,
extended disruption to health services, Death
As receiving hospital: Damage to hospital equipment, shortage of manpower due to
flooded roads
As responding: Surge capacity

Summarize the identified risk either in bullet form or paragraph form.

Column 3: Scale

Describe the most likely or worst based scenario that would require the activation of
Hospital Incident Command System. Identify areas that are likely to be affected by the
health consequences

Column 4: Exposure

Estimate the number of people likely to be exposed to the hazard considering the
number of people capable of developing disease if the hazard will continue for a longer
period of time

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Column 5: Frequency

For each hazard define whether the hazard frequency is:

 Perennial – regular or seasonal events during the year.

 Recurrent – events occurring every 1-2 years.
 Frequent – events occurring every 2-5 years.
 Rare – events occurring every 5-10 years.

Random – unpredictable events for which the frequency cannot be determined

Column 6: Seasonality

For each hazard, and as appropriate, identify the months of the year during which
the hazard is most likely to occur. For instance, for a hazard that may occur every
year between March and July with a peak every May, this would be filled in as:

J F M A M J J A S O N D

If the occurrence of the identified hazard is unpredictable such as earthquake or

volcanic eruption, do not fill the seasonality column.

Column 7: Likelihood

In answering the likelihood, take into account the historical information on the hazard,
the recent trends, the frequency and the seasonality of each hazard to define the
likelihood the hazard will occur in the next 12 months at the scale defined in Column
3.

Assign the score from 1 to 5 as follows:

 1: Very unlikely
 2: Unlikely
 3: Likely
 4: Very Likely
 5: Almost certain

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Column 8: Severity

When conducting severity assessment for biological hazards of an infectious nature, use
the algorithm below to determine the severity:

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 When conducting the severity assessment for geological, hydro meteorological,
technological and societal hazards, use the algorithm below to determine the severity:

Column 9 and 10: Vulnerability and Coping capacities

From the same excel file, accomplish vulnerabilities and capacities worksheet to
automatically fill out column 9 and 10 of STAR.

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Vulnerability

Vulnerability refers to the characteristics and circumstances of the hospital, system or

asset that make it susceptible to the damaging effects of a hazard. When rating the
vulnerability of the facility to a given hazard, the hospital should consider the following
parameters:
Internal Hospital Vulnerabilities External Hospital Vulnerabilities
Probability of Spread of Disease Surge Capacity

Probability of Disease or Injury Social Determinants of Health

Probability of breakdown in Security Lifelines Available

Breakdown in Essential Services Presence of Vulnerable Groups

Displacement of Patients
Structural and Non-structural Components
of Hospital
Disruption of Hospital operations
Manpower
Systems / Protocols in Place

Using information on the parameters above, use the following scale for rating existing
vulnerabilities to the hazard and consequences:

- 1: Very high
- 2: High
- 3: Partial assessment
- 4: Low
- 5: Very low

Coping Capacity

Coping capacity measures the means by which the hospital use available resources
and abilities to face adverse consequences. The coping capacity associated with a
hazard will be determined by the following:

 Can the hospital detect, identify, and respond to the hazard and its health
consequences at the given scale?
 Can the hospital mange surge of patients?
 Do you have existing policies, plans or protocols that will be used during the
event?
 Do you have trained and equipped response team?

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  Do you have logistics and financial resources to respond to the event/ or
affected area?(logistic and security challenges?)
 Do you have existing networks within your area that can augment your needs?
(logistics, transportation, etc.)
 What is the response capacity / resilience level in the affected area (regional
level and within the community)
 Do you implement Hospitals Safe from Disaster Program/ Public Health Program
(Mental Health, Nutrition, WASH)

Using information on the parameters above, use the following scale for rating coping
capacity available for the hazard and consequences identified:

1: Very high
2: High
3: Partial assessment
4: Low
5: Very low

Column 11: Impact

The model will determine impact automatically using the following scale based on a
aggregation of the scores given for severity, vulnerability and coping capacity. This score is
then translated to a scale of 1 – 5 according to the Impact matrix below.

1: Negligible
2: Minor
3: Moderate
4: Severe
5: Critical

Column 12: Confidence Level

The column for confidence level defines the quality of data entered in the matrix. By scoring
the confidence level for each hazard, users can identify where further data gathering is
needed so that the confidence level can be improved at the next STAR assessment. Rate
the confidence level as follows:

 Good (good quality evidence, multiple reliable sources, verified, expert opinion
concurs, experience of previous similar incidents)
 Satisfactory (adequate quality evidence; reliable source(s); assumptions made on
analogy; and agreement between experts)
 Unsatisfactory (little poor quality evidence, uncertainty/ conflicting views amongst
experts, no experience with previous similar incidents)

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Column 13: Risk Level

Based on the inputs per hazard, the tool will automatically compute for the risk of the
identified hazard. This will clearly illustrate the priority hazards needing preparedness and
risk reduction activities and where priority action should be directed.

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ANNEX 12. RESPONSE MANAGEMENT PER PHASE FOR HOSPITAL

In principle, the following essential elements for each component of response management follow
the timelines indicated. However, considerations must be made depending on the type of
emergencies and disasters affecting the institution – as indicated by the broken arrow lines. Some
overlaps and continuation of service may occur following emergencies and disasters produced by
multiple hazards.

a. Pre-Impact - This refers to the period immediately before the onset of the event. This is different
from the Preparedness Phase and applicable for hazards with warning (e.g. Typhoon, volcanic
eruption, biological emergencies).
b. Impact - Is the occurrence of the Incident. This phase addresses the hospital response for
emergencies and disasters to minimize the health impacts.
c. Post Impact- This phase involves continuing the operations from “during-disaster” phase and
includes activities that lead to demobilization of resources. This may overlap with recovery
phase which addresses the process of returning affected communities to its normal level of
functioning or “building back better” post emergency.

HEALTH EMERGENCY AND DISASTER MANAGEMENT

RESPONSE PHASE

PRE-IMPACT POST IMPACT

IMPACT RECOVERY REHABILITATION
( 0 day or (>48 hrs which may
COMPONENT/ELEMENT (0 hour to 48
days before overlap with
hours)
impact) Recovery Phase)

MANAGEMENT OF EVENT/INCIDENT
1. Early Warning Alert
Response System
(EWARS)
2. Hospital Emergency
Incident Command
System (HEICS)
3. Operation Center
4. Coordination
Mechanism
MANAGEMENT OF VICTIMS
1. Mass Casualty Incident
(Pre-hospital care)
2. Mass Casualty Incident
(Hospital care)
3. Surge Hospital
Capacity
4. Package of Services

MANAGEMENT OF SERVICE PROVIDERS

1. Deployment of teams
for special events
2. Deployment of teams
for emergency/

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 HEALTH EMERGENCY AND DISASTER MANAGEMENT
RESPONSE PHASE

PRE-IMPACT POST IMPACT

IMPACT RECOVERY REHABILITATION
( 0 day or (>48 hrs which may
COMPONENT/ELEMENT (0 hour to 48
days before overlap with
hours)
impact) Recovery Phase)

disaster
3. Deployment of teams
for foreign assignment
4. Management of
Volunteers
MANAGEMENT OF INFORMATION SYSTEM
1. Data and information
management
2. Knowledge
management
3. Documentation
MANAGEMENT OF NON-HUMAN RESOURCES

1. Logistics management

2. Financial management
3. Availability and
Accessibility to Lifeline
facilities

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REFERENCES

Department of Health. Administrative Order No. 2017-007, Guidelines in the provision of the
Essential Health Service Packages in Emergencies and Disasters. Manila, Philippines.

Department of Health. (2008). Guidelines for Health Emergency Management: Centers for
Health Development (2nd ed.). Manila, Philippines.

Department of Health. (December 2016). Philippine Indicators: Hospital Safety Index Tool.
Manila, Philippines

Department of Health. (March 2012). Pocket Emergency Tool (4th ed.). Manila, Philippines.

Department of Health. (2015). Manual of Operations on Health Emergency and Disaster

Response Management. Manila, Philippines.

Department of the Interior and Local Government. (2015). Local Government Units Disaster
Preparedness Manual: Checklist of Minimum Critical Preparations for Mayors. Manila,
Philippines.

National Disaster Risk Reduction and Management Council. (December 2011). National
Disaster Risk Reduction and Management Plan, 2011 to 2028. Manila, Philippines.

National Disaster Risk Reduction and Management Council. (June 2014). National Disaster
Response Plan for Hydro-Meteorological Disaster. Manila, Philippines.

United Nations Children’s Fund (UNICEF). (May 2015). UNICEF’s Evidence Based Planning for
Resilient Health Systems (rEBaP): An Effective Approach Towards Health Systems
Strengthening Following Typhoon Haiyan in the Philippines. Manila, Philippines.

United Nations International Strategy for Disaster Reduction (UNISDR). (May 2009). UNISDR
Terminology on Disaster Risk Reduction. Geneva, Switzerland

United Nations International Strategy for Disaster Reduction (UNISDR). (02 February 2017). In
Terminology on DRR. Retrieved from: from: https://www.unisdr.org/we/inform/terminology

United Nations Office for Disaster Risk Reduction (UNISDR). (n.d.). Sendai Framework for
Disaster Risk Reduction 2015-2030. Geneva, Switzerland

World Health Organization. (2015). Hospital Safe Index: Guide for Evaluators. Geneva,
Switzerland

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