01 - Contingency Plan Phillipines

CONTINGENCY PLAN
FOR HUMANITARIAN ASSISTANCE

Southeast Asia / Philippines
Version N:
Location (country, region/area):
Covering period:
Last update
1
Philippines, Southeast Asia
From
Aug.
to
Dec.
Contingency plan Philippines 1. Background and executive summary
of
2010
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1. BACKGROUND AND EXECUTIVE SUMMARY
1.1 Background
Reasons for the CP implementation within the Philippines
The Philippines is very prone to different kinds of hazards. Located within a very active typhoon belt, an
average of 20 typhoons visits the country annually. The country is also within the Pacific Ring of Firea
large series of volcanoes encircling the Pacific Ocean (www.worldatlas.com, 2010). At least five
earthquakes occur daily in the Philippines (PHIVOLCS, 2006). The countrys geographical and physical
characteristics may have significantly contributed to these (DepEd, 2008). For the past few years, several
major natural disasters hit the country: the 2004 Quezon and Aurora Provinces landslides and flash floods;
the 2006 Southern Leyte Province landslide that buried a whole village; the 2006 series of strong typhoons
that hit several provinces and Metro Manila, 2007 Albay Province mudflow from Mayon Volcano; and, the
2009 series of typhoons that flooded a great part of Metro Manila and other provinces.
Aside from natural hazards, recurring armed conflict besiege the Philippines. The conflict between the
government and rebel group Moro Islamic Liberation Front (MILF) led to the displacement of close to
800,000 people (NDCC, 2009) in Regions X, XII and ARMM in Mindanao from 2008 to 2009.
Displacements occur from time to time, as sporadic fighting continues to bring restive conditions. Aside
from the MILF, the government also continues to intensify its operations against terrorist group Abu Sayyaf
and against another rebel group the New Peoples Army (NPA).
Regular occurrence of natural disasters and ongoing armed conflict in the country provides some
challenges to many organizations in responding efficiently. Some of these challenges are time constraint,
enormous needs, and complex coordination (UNHCR, 2003). Disaster managers often have to make fast
decisions within a limited time frame. They often have to make do with limited resources even when the
need is great. Moreover, complex coordination processes with other responding organizations seem to
slow down the response pace.
With these realities, contingency planning for disasters become more important. Contingency planning
looks into specific potential events or emerging situations that might threaten society or the environment
and establishes arrangements in advance to enable timely, effective and appropriate responses to such
events and situations (ACFIN, 2009). It must be noted that many of the constraints during disaster
response operations may be avoided by planning ahead before emergencies and critical situations.
Through planning, the triggers, procedures and resources may be identified to help ACF immediately and
efficiently respond to future and on-going emergencies. Moreover, an internal analysis of ACFIN
Philippines mission suggests the need to formulate a contingency plan at the mission level which is
integrated with the regional contingency plan (ACFIN, 2009).
General and specific objectives of the plan
The general objective is to develop a disaster response and contingency plan for ACF to guide it in
efficiently responding to emergencies in the Philippines for year 2010.
Specifically, the plan intends to:
a. provide analysis of the economic, political and demographic profiles of the country that will
directly impact on its disaster risk;
b. provide country hazard and risk analysis;
c. develop disaster scenarios and corresponding response strategy by the Philippines mission; and,
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d. develop standard operating procedures for overall management and coordination of ACFIN
Philippines mission response to emergencies.
Limitations of the plan
For practical reasons, this contingency plan prioritizes the number of hazards / risks that will be used for
scenario building and the development of response strategy. It is, however, expected that the other
hazards / risks will be tackled and included in contingency planning for the coming years.
To come up with typhoon risk map, a study made by the Manila Observatory was based upon. Human
development index (HDI) was updated to year 2007. The formula Risk = Hazard X Vulnerability X
Exposure was used. Exposure was limited to the variable population density. Environment variables such
as presence of bodies of water, forest cover and others were not included, as such would be entirely a
new study.
In many literatures, capacity is included in the risk formula. For the typhoon risk map, however, this was
not used. There is no available literature yet that quantifies and qualifies governance and capacity per
province.
Lessons learned in ACFIN responses to emergencies within and outside the country provide valuable
information and insights on how to better conduct activities, projects and programs. Hence, this
contingency plan should not be treated as final but as a work in progress. Moreover, changing socioeconomic, environmental and political situation in the country and the onset of climate change may alter
needs and response prioritization for ACFIN every year. Thus, there is a need to update the plan regularly.
Scope and coverage
The contingency plan provides a blueprint for ACFIN response to emergencies throughout the whole
country for the year 2010. Hazards and risks are based on demographic, climate and geophysical
characteristics of provinces nationwide. The emergency scenarios are based on risks prioritized through
likelihood and impact to population in the various regions and provinces. Guided by several criteria agreed
upon by the Philippines coordination team, bases and projects staff, the document presents response
strategies and implementation plans for three key sectors: nutrition, WASH and food security.
1.2 Institutional policy and framework

The impetus for ACFINs position on disaster risk reduction may be summarized in the following points: 1)
disasters affect poverty, hunger and poor health thereby directly threatening the organizations goal; 2)
disaster risk reduction is a cross-cutting issue that needs to be integrated into all program strategies; 3)
financial partners (such as ECHO. DIPECHO, UN, EU, DFID, SIDA, DANIDA and SDC) recognize,
support and implement disaster risk reduction initiatives; and, 4) ACFIN is committed to fulfilling its part in
realizing the UN MDGs, the 1994 Yokohama Strategy and Plan of Action for a Safer World, 2002 World
Summit on Sustainable Development, the 2005 International Strategy for Disaster Reduction and the
Hyogo Framework for Action 2005 2015 (ACFIN, 2009).
Recognizing the increasing number of people affected by natural disasters and armed conflicts, ACFIN
puts a lot of emphasis on improving its disaster risk reduction work. The organization stresses
improvement of surveillance techniques, assessment of risks such as those related to climate change and
actively seeking to mitigate the effects of the main risks such as those associated with hunger gaps
(ACFIN, 2009).
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In the Philippines, ACF works with different organizations and networks to contribute to risk reduction. As
a member of the Water, Sanitation and Hygiene (WASH) Cluster, ACF actively participates in its meetings,
activities and decision-making processes. The Cluster is co-chaired by both UNICEF and the
governments Department of Health (DOH). ACF is also a member of the Philippine International Nongovernment Organizations Network (PINGON)a loose organization of major international NGOs in the
Philippines. During emergencies, PINGON helps coordinate responses and actions of the network
members especially in information gathering. ACF is also a member of the DIPECHO network of partners.
Although though not working directly with it, ACF is also influenced by the policies of the National Disaster
Coordination Council (NDCC) which will soon be called the National Disaster Risk Reduction Management
Council (NDRRMC). As of now, the NDCC is made up of 17 government agencies which collectively
function as the main government coordinating body during emergency responses. Created through
Presidential Decree 1566, the NDCC uses a tiered approach in responding to disasters by organizing
disaster coordinating councils at the regional, provincial, city, municipal up to the barangay levels
(DRRNetPhils, 2009).
By virtue of NDCC Circular 5 series of 2007, the country has adopted the UNs cluster approach. The
cluster approach involves a strategic response to emergencies through mobilization of agencies and
organizations across 11 key areas of activities or sectors (www.ndcc.gov.ph, 2010). These sectors are
nutrition, water-sanitation-hygiene, health, emergency shelter, camp coordination and management,
protection, early recovery, logistics, food, agriculture and livelihood. This was further increased to formally
include education and emergency telecommunications through NDCC Memorandum 4 series of 2008.
While leadership in the clusters are usually attributed to government agencies, designated UN agencies
and international organizations also co-lead these clusters. In 2008, NDCC provided guidelines in the
coordination of the delivery of humanitarian services to disaster victims and internally displaced persons
(NDCC Joint Memorandum 18 s, 2008). The guidelines provide for the registration and participation of all
agencies, organizations and individuals intending to participate or contribute to the delivery of
humanitarian services to disaster victims of IDPs. It also allowed the participation of registered
organizations in coordination meetings to be convened by the DSWD.
1.3 Leading process

Leading teams
Core CP team
Participants
Facilitators
Name
Arnaldo Arcadio
Rita Petralba
Position
Consultant
DRR Head
Project, ACF
Contact
+639215754727
of
1.4 Reference and bibliography

ACFIN (2009). Disaster Risk Reduction ACFIN Policy.
Department of Education (2008). Disaster Risk Reduction Resource Manual. DepEd:
Philippines.
OCHA Disaster Response Preparedness Toolkit, Institutional and Legal Frameworks for
Disaster Preparedness and Response
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PHIVOLCS
(2006).
Earthquake
and
Earthquake
www.procurement.phivolcs.dost.gov.ph. 06 April 2010. 3 P.M.
Hazards.
In:
UNHCR and NDCC-OCD (2003). Contingency Planning for Emergencies. 2nd ed. UNHCR Manila:
Philippines.
http://www.cdp.org.ph/wp-content/uploads/2009/10/drrmbill-primer.pdf
www.ndcc.gov.ph NDCC Circular 05 s-2007, NDCC Memorandum 04 s-2008, NDCC Joint
Memorandum 18 s-2008, Update Sitrep No. 86 Re IDPs in Mindanao.
www.worldatlas.com
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2. CONTEXT ANALYSIS
Increasing
vulnerability
Reference:
www.observatory.ph
Map source:
www.wikipedia.com
Figure 1. Vulnerability map of the Philippines.
Contingency plan Philippines 2. Context Analysis
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1. GENERAL DATA
Capital: Manila
Area: 300,000 square kilometers
Population size: 88.57 million (2007), 94.01 million (2010 projected)
Growth rate: 1.931% (2010 estimate)
Geo-political subdivisions: 17 regions (Annex 1. Philippines Administrative Map), 80
provinces, 138 cities, 1,496 municipalities, 42,025 barangays1
Major languages: Filipino (official; based on Tagalog) and English (official); eight
major dialects - Tagalog, Cebuano, Ilocano, Hiligaynon or Ilonggo, Bicol, Waray,
Pampango, and Pangasinan
Major religions: Roman Catholic 80.9%, Muslim 5%, Evangelical 2.8%, Iglesia ni
Kristo 2.3%, Aglipayan 2%, other Christian 4.5%, other 1.8%, unspecified 0.6%, none
0.1% (2000 census)
Ethnic groups: Tagalog 28.1%, Cebuano 13.1%, Ilocano 9%, Bisaya/Binisaya 7.6%,
Hiligaynon Ilonggo 7.5%, Bikol 6%, Waray 3.4%, other 25.3% (2000 census)
HDI ranks: 105 (0.751) in 2009
Life expectancy: 71.6 years (2007)
GDP per capita: $ 3,300 (2009 est.)
Percentage of Population Living On Less Than $1.25 Per Day: 22.6 % (2006)
Families without Sustainable Access to an Improved Drinking Water Source: 17
% (2007)
Monetary unit: Philippine peso
Main exports: semiconductors and electronic products, transport equipment,
garments, copper products, petroleum products, coconut oil, fruits
International dialing code: +63

1
In the Philippines, the barangay is the smallest political unit. Several contiguous barangays
compose a municipality or a city. Several municipalities and cities compose a province. Several
provinces compose a region. The three main islands of the country: Luzon, Visayas and
Mindanao are made up of several regions. The Autonomous Region in Muslim Mindanao
(ARMM) is led by one Regional Governor, one Regional Vice Governor and 24 representatives
of Regional Legislative Assembly representing the eight districts of the five provinces and one
city of the region. The region has its own departments and bureaus that are independent with its
counterparts at the national level.
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2. CONTEXT ANALYSIS
2.1 Economic - political system
Although the Philippines weathered the 2008-2009 global recessions better than its
regional peers, poverty in the country continued to worsen (www.cia.gov, 2010).
Around 32.9 percent of the population is living below poverty line; around 23 percent of
the population is living below $1.25 a day. Unemployment rate is increasing (8 percent
in 2010, 7.5 percent in 2009, and 7.4 percent in 2008). The downward trend of the
inflation rate (from 7.6 in 2005 to 2.8 in 2007) suddenly peaked in 2008 (9.3) before
decreasing to 3.2 in 2009 (www.census.gov.ph, 2010).
Amidst the global financial meltdown, the onslaught of several typhoons that hit the
country during the year and the peace and order problems in Mindanao, the Philippine
economy managed to grow by 3.8 percent in 2008. This growth was a deceleration
from the 7.1 percent achieved during the high growth period of 2007. Major contributors
to growth were manufacturing, agriculture and fishery, TCS, and private services. All of
the major sectors (agriculture, fishery, forestry, industry, service sector), however,
decelerated in 2008 relative to 2007 (NSCB, 2010).
Across all basic sectors, children, women and urban poor consistently accounted for
the largest number of poor population; fishermen, farmers and children comprised the
poorest sectors. In a study done by the NSCB for 2006 (Annex 2. 2006 Poverty
Statistics for the Basic Sectors), ARMM had the highest concentration of poor farmers,
fishermen, senior citizen and urban population. CARAGA posted high poverty
incidence of poor fishermen, migrant and formal sector workers. Regions IV, V, VI, VII
and VIII tallied the most number of poor children, while the highest concentration of
poor women was observed in Regions IV-A, V and VI. Regions V and VI had the most
number of poor youth. Region III has a high concentration of urban poor. Along with
Region VI, it also had the highest magnitude of poor migrant and formal sector
workers.
These are some of the facts that President Benigno Aquino III has to contend with as
he succeeds President Gloria Macapagal-Arroyo as head of government and of state
starting June 30 midday. The new president takes over from an intrigue-plagued
leadership, riding on a platform of anticorruption. Along with President Aquino, also
elected were the vice president, 12 of 24 senators, party-list representatives,
congressmen, and, provincial, city and municipal local government officials. The
change in leaders is widely seen as positive. Barangay elections will follow on October
2010. An ARMM barangay election is expected on May 2011.
2.2 Population Data and Food Economy areas

Total country population is at 88.57 million in 2007 (Annex 3.2007 Population) Year
2000 estimates place 59 percent of the population are residing in urban areas
(www.earthtrends.wri.org, 2010). Region IV-A and NCR respectively record the highest
population, as both have highly urbanized areas.
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By production quantity, the major crops planted in 2008 are sugarcane, coconut, rice,
banana and corn (www.nscb.gov.ph, 2010). Farms and coconut plantations are widely
dispersed throughout the country (Manila Observatory, 2005). Palay remains as the
major temporary crop in 12 of 17 regions in the country while corn remains the major
temporary crop in Central Visayas, Northern Mindanao, Davao Region,
SOCCSKSARGEN and ARMM. Coconut is considered the dominant permanent crop.
Banana, however, is the top permanent crop in Cagayan Valley, Western Visayas,
Davao Region and CAR; mango in Ilocos Region; and, pineapple in Northern
Mindanao and SOCCSKSARGEN (www.census.gov.ph, 2002). Coconut oil is the top
Philippine export while iron and steel is the top import as of April 2010. However, the
country also imports raw materials and food commodities such as rice, corn, wheat,
dairy products, fish, fruits, vegetables and tobacco (www.census.gov.ph, 2010).
The high population in urban areas could be an effect of migration from rural areas and
rapid conversion of agricultural lands into other uses. Migration may be fueled by more
opportunities for livelihood in urban areas. People from the rural areas may go to urban
and peri urban areas to seek employment (with companies or self-employment). This is
consistent with labor and employment status data showing that laborers and unskilled
workers comprise 32.5 percent of the labor force, while farmers, forestry workers and
fishermen comprise only 16.7 percent (www.census.gov.ph, 2009). On the other hand,
agricultural lands are dwindling because these are indiscriminately converted for
industrial uses and urban expansion (Domingo and Buenaseda, 2000).
2.3 General indicators WASH

Household with access to safe water
Around 82 percent of the household in the Philippines have access to safe water
supply (NEC, 2008), with Region VII having the lowest percentage (49 percent). The
available data on the access to safe water is rather arguable due to a probable
difference in definitions and safety standards in view of the health
implications/exposure. The figure below shows the percentage of households have
access to safe water per province (NEC, 2008).
Around 77 percent of households in the country have sanitary toilet (NEC, 2008).
ARMM recorded the lowest percentage (33 percent) of households with sanitary toilet,
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followed by Region VII (46 percent). In the poorest regions and remote areas, improper
sanitation practices such as open defecation are still being practiced. The figure below
shows the regional wide coverage of sanitation (NEC, 2008).
At the local government level, especially in the low income or in poorest regions, the
investments in WASH facilities/service are not a priority and adequate funding
allocations are not appropriated for WASH. In areas where the WASH coverage is
inadequate, the households remain exposed to the risk of water related diseases, such
as diarrhea. The figure below shows acute water diarrhea as a leading causes of the
morbidity (NEC, 2008).
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Lack of awareness on WASH and availability of health service at the local level still
considered as one of the main obstacles. In remote and low income communities the
WASH and health services remains limited and inaccessible to many. The figure shows
the coverage of Barangay Health Stations in the regions (NEC, 2008).
2.4 General indicators FS

Poverty and food thresholds
Table 1. Poverty and food thresholds 2005-2007
Monthly
2005
Poverty threshold 5,916
Phils.
3,896
Food threshold
Poverty threshold 7,859
NCR
4,667
Food threshold
2006
6,003
4,024
7,945
4,735
Daily
2007
6,195
4,162
8,061
4,804
2005
195
129
259
154
2006
198
133
262
156
2007
204
137
266
159
Source: National Statistical Coordination Board
A family of five has to have a monthly income of Php 6,195 in order to address its food
and non-food needs. Of this amount, minimum of Php 4,162 should be spent for food.
The low income class (comprising around 81 percent of the total number of families in
2010), with an average income of Php 9,061, spends Php 4,658 a month for food
(www.nscb.gov.ph, 2010).
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Table 2. Annual per capita poverty threshold for urban and rural areas 2005-2007
All Areas
2005
2006
2007
14,196
14,405
14,866
Urban
Areas
15,992
16,429
16,936
Rural
Areas
13,241
13,659
14,103
Urban - Rural Difference

Level
%
2,751
20.1
2,770
20.3
2,833
20.1
Source: National Statistical Coordination Board
The table above shows that families in urban areas need to earn 20 percent more than
the families residing in rural areas. Amount of urban-rural difference is increasing per
year but percentage difference is almost the same.
Food importation
From 1999 to 2003, the country imported around 10 percent of its rice consumption
requirements (IRRI, 2010). It may surge to around 24 percent this year due to
production losses incurred in last years series of destructive typhoons that hit Metro
Manila and other Luzon provinces (www.bloomberg.com.news, 2010). This is further
compounded with the drought conditions experienced by 22 provinces throughout the
country during the first half of the year (www.ndcc.gov.ph, 2010). Current price of wellmilled rice is stabilizing to an average of Php 30 /kilo (www.nscb.gov.ph, 2010).
Cereals and cereal preparations was the third top import for 2010. It was up by 20
percent from the previous year (www.census.gov.ph, 2010).
Inflation rate
Inflation rate for this year has been levelling between 4.2 and 4.4 percent. Inflation is
much higher in NCR than in areas outside NCR (www.nscb.gov.ph, 2010). However,
the rates are an improvement from highs in 2008 up to the first quarter of 2009.
2.5 General indicators Health and Nutrition

Immunization of 9-11 months children
The figure below (NEC, 2008) shows that the country has 81 percent full immunization.
Region IV-B has the lowest percentage of children fully immunized among all other
regions.
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Mortality
The national crude death rate is 4.3 deaths per population of 100,000. Among all other
regions, Region VI has highest crude death rate. Maternal mortality rate is highest in
CARAGA, while infant mortality rate is highest in NCR.
The figures below compare the maternal mortality and infant mortality rates
respectively per region (NEC, 2008).
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Malnutrition
Proportion of undernourishment, number of undernourished and food deficit of
undernourished population in the country decreased from 1990 to 2006 (FAO, 2010). In
2005 however, PIDS reported that Regions II, IV-B, V, VI and ARMM have high
prevalence of underweight children (0-5 years old). While malnutrition rates have been
decreasing in most regions, the situation in ARMM has worsened. It recorded 38
percent malnutrition rate from 31 percent in 1990.
The figure below shows the malnutrition status per region (PIDS, 2005).
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To address malnutrition, the government undertook several projects including salt
iodization, food fortification, nutrition education, supplemental feeding, and the food-forschool program in schools (DevPulse, 2008). In particular, the food-for school program
provided one kilo of iron-fortified rice every class day for 120 days to public elementary
school children. As of 2008, around 6.7 million children have benefited from the
program (DepEd, 2008).
Health services
The country has a few government health workers catering to the health needs of the
population. There are 0.3 physicians and 2.4 midwives / nurses per 10,000 people.
This is most felt in Regions IVA, XI and ARMM (NEC, 2008). Many health workers
probably turned to the private sector or are leaving for work abroad because of better
pay. Figures below show the number of physicians and government nurses / midwives
respectively per 10,000 populations (NEC, 2008).
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For the number of barangay health stations catering to the population, CAR has the
most number of health stations to population (Please refer to figure on BHS per
population under WASH). It has 4 stations per 10,000 people. Metro Manila has the
least number, but this is compensated by the presence of public and private hospitals.
ARMM has the next lowest number with only one per ten thousand people (NEC,
2008).
Other health and nutrition data of regions and provinces gathered by NEC are annexed
(Annex 4.Field Health Services Information System 2008).
2.6 Analysis of the national disaster reduction system

Generally, the NDCC depends on its local counterparts at the region to the barangay
levels to assess and respond to emergencies in their respective localities. It only calls
for international help when its capacity to respond is already at maximum. When it does
so, the Interagency Standing Committee or IASC (now called the Humanitarian Country
Team) led by the UN Resident Coordinator becomes the vehicle for that international
appeal.
The general response to the 2009 series of typhoons showed the varied degrees of
preparedness among organizations and levels of government. In general, the response
to the disaster was good. However, several challenges hampered operations as cited
by the Interagency Real Time Evaluation (IARTE). The local and national capacity to
immediately respond to the needs of displaced people was severely tested. The
international response, through Interagency Standing Committee and the Clusters, did
not systematically take into consideration the existing national capacities and
mechanisms. Coordination and prioritization of response activities as clusters was also
challenging. Aside from some operational options, the RTE mission team
recommended that disaster risk reduction must be prioritized in future funding (Annex
5.IA-RTE Final Report)
The recent signing of RA 10121 (Annex 6. REPUBLIC ACT 10121 Part 1 and Annex 7.
REPUBLIC ACT 10121 Part 2), or the Philippine Risk Reduction and Management Act
of 2010, further strengthens the countrys disaster risk reduction and management. The
law does not only change the name of the NDCC into the National Disaster Risk
Reduction and Management Council (NDRRMC), but gives emphases to wholistic,
multi-hazard, multi-sector, interagency and community-based approach to risk
reduction and management. Moreover, the Act espouses rights-based and genderresponsive approaches. It also emphasizes institutional capability building of LGUs and
line agencies. It incorporates climate change and DRR into its national framework. One
very important change from NDCC to NDRRMC would be the budget. The NDRRMC
now has a revolving fund for risk reduction, preparedness and mitigation, whereas
before it does not have. Government agencies are also authorized to allocate a portion
of their funds for DRRM activities. With the new law, the government affirms its
commitment to put equal emphasis on finding out the root causes of vulnerabilities.
Complimenting the passage of RA 10121 is the passage of RA 2583, or the Climate
Change Act of 2008 (Annex 8.Philippines Climate Change Act 2009). The Act provides
for the establishment of a commission that will serve as the policy-making body of the
government on climate change. It will also be tasked to coordinate, monitor and
evaluate related programs. This law mainstreams climate change adaptation within the
national, sector and local government plans and programs. It is important to note that
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this law allows relevant government agencies and LGUs to allocate funds for climate
change adaptation programs.
Since schools are used as evacuation centers in times of emergencies, the education
sector is gearing up to make schools safer and more child-friendly even in emergency
situations. The Department of Education collaborated with several organizations to
come up with and distribute a disaster risk reduction resource manual for schools. The
Department is also including climate change and disaster risk reduction into the
curricula of elementary and high school students. Although it has not been made into a
policy yet, school officials are contemplating on putting a limit on the days of stay of
IDPs and evacuees in schools and asking local officials to designate other alternative
evacuation centers. This is to help assure that the rights of children to education are
fulfilled even during emergencies.
While the PRRM Act will create headway for the national government in making the
country more disaster-resilient, lots of work will have to be made for local governments.
The challenge for past and on-going training for disaster preparedness, mitigation and
risk reduction that are hinged on the active participation of elected and appointed
officials is the sustainability of these programs. With the changes in municipal officials
due to the local election and the nearing barangay elections, local governments will
need continual retooling and guidance from the NDRRMC and the NGOs. Mechanisms
may need to be put in place to ensure proper knowledge management transference
and sustained education.
2.7 Vulnerable groups and areas

Maguindanao is the most vulnerable province because it has the lowest HDI. This is
consistent with poverty, WASH, health and nutrition estimates for the region. Next are
Sulu, Tawi-tawi, Basilan; Kalinga, Apayao, Ifugao; Nueva Ecija, Palawan, Occidental
Mindoro; Antique, Iloilo, Negros Oriental; Camarines Norte, Catanduanes, Masbate;
Northern Samar, Eastern Samar, Western Samar; Surigao del Sur, Agusan del Sur,
Davao Oriental, Compostela; Sultan Kudarat, Sarangani, North Cotabato and Lanao
del Sur.
However, it must be noted that vulnerable sectors are present even in areas with high
HDI. The 2009 typhoons has proven that the poor and marginalized are very vulnerable
during floods and typhoons since they are the ones usually situated in very risky areas
for habitation (DARA, 2010). Moreover, migration of indigenous people to urban areas
should also be taken into account. Their migration comes as a result of the loss of
livelihood, lack of social services or due to tribal conflicts. Because of the lack of
education and limited skills, they often face unemployment and poverty (www.un.org,
2010). Majority (61 percent) of the indigenous people are in Mindanao while around 33
percent are in Luzon (www.adb.org, 2002).
2.8 Security analysis

(Excerpted from www.aglobalworld.com, 2010)
The security situation has improved in most areas of the country in recent years.
The government of the Philippines is engaged in negotiations with communist and
Muslim rebels. Nevertheless, rebel activity along with armed banditry in certain
areas of the Philippines still poses potential security concerns.
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Although the New Peoples Army is greatly reduced from its height in the 1980's,
NPA insurgents remain active in mountainous and jungle areas, including some
parts of Mindanao and Negros Island as well as Quezon province and the Cordillera
and Bicol regions of Luzon. In Mindanao, crime and insurgent activity may make
travel hazardous to and within the provinces of Tawi-Tawi, Maguindanao, Lanao Del
Sur, Lanao Del Norte, Sulu, Basilan, Zamboanga del Sur, Zamboanga del Norte,
North and South Cotabato, and Sultan Kudarat.
The threat of terrorist action by extremists, both domestic and foreign, does exist in
the Philippines. There are periodic reports of plans for possible kidnapping or
terrorist acts aimed at U.S. government installations, public and private institutions
and means of transportation. However, the majority of these reports have not been
followed by terrorist action.
2.9 Other relevant

There is less than 0.1 % prevalence of HIV-AIDS in the country (UNICEF, 2008); although it is
suspected that many cases are not reported to authorities.
In June 2009, the country recorded 1,709 confirmed cases of AH1N1. Most (86 percent) of the
cases have fully recovered as of the last reporting date (DOH, 2009).
Since 2006, the Philippines has zero cases of foot and mouth disease (www.ausaid.gov.au,
2008).
2.10 Reference and bibliography

General:
PNUD Human development reports by country: http://hdrstats.undp.org/en/countries/
CIA fact book https://www.cia.gov/library/publications/the-world-factbook/
Prevention Web Serving the information for disaster risk
http://www.preventionweb.net/english/countries/
Language: http://www.ethnologue.com/country_index.asp
http://www.census.gov.ph/
http://www.nscb.gov.ph
National Epidemiology Center (NEC). Field Health Services Information System Annual
Report. 2008.
Estrella
V.
Domingo
and
Millicent
Gay
B.
Buenaseda.
In:
http://www.unescap.org/stat/envstat/stwes-044.pdf
http://en.wikipedia.org/wiki/File:Philippines_HDI_map.svg
http://www.servinghistory.com/topics/List_of_Philippine_provinces_by_HDI
http://hdr.undp.org/en/media/Philippines_2003_Annex_1.pdf
http://www.un.org/esa/socdev/unpfii/documents/6_session_factsheet2.pdf
www.doh.gov.ph
http://www.ausaid.gov.au/media/release.cfm?BC=Media&ID=110_2440_8589_57_293
DARA. Interagency Real Time Evaluation of the Humanitarian Response to Typhoons
Ketsana and Parma in the Philippines. 2010.
http://www.aglobalworld.com
Economic:
http://www.worldbank.org/
http://www.imf.org/external/index.htm
http://www.trading-safely.com/sitecwp/cefr.nsf
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CONTINGENCY PLAN
http://www.census.gov.ph/data/sectordata/ap2007tx.html
http://www.bloomberg.com/news/2010-06-29/philippine-rice-imports-may-jump-by-24on-output-cuts-after-2009-typhoon.html
Conflict analysis:
Resource pack Conflict sensitive approach
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CONTINGENCY PLAN
3. HAZARD AND RISK ANALYSIS

3. Analysis of past hazards and effects
The table below summarizes some of the emergencies / disasters that happened in the
country in the past three years (CDRC, 2010; NDCC, 2010). The series of typhoons
and floods in 2009 was by far the worst as it affected millions of people and
immediately destroyed close to 20 billion pesos worth of properties, infrastructure and
livelihood. The disaster was said to be a confluence of many factors: high tide, garbage
problems, poor drainage and water release in dams without warning.
The complex emergencies / armed conflict in Mindanao in 2008 displaced the most
number of people. Displacement was also prolonged as confrontations happened from
time to time. Up to the present, there still are IDPs in Maguindanao Province as a result
of this armed conflict.
Mayon Volcano in Region V and Taal Volcano in Region IV-A increased its activities
during 2009 and 2010 respectively. While there were no eruptions, people were preemptively evacuated to avoid any casualty.
Table 1. Occurrence of hazards for the past 3 years
Zone
Region IV-A
Year
2010
Region II
Regions
NCR, CAR,
III, IV-A
Region V
2010
2009
Regions X,
XII, ARMM
2009
2008
Hazard
Volcanic
activities
Drought
Typhoons
Floods
P.afect
3,523
P.disp
697
Death
0
1.4 million
8.4 million
0
85,000
0
763
45,000
800,000
380
Volcanic
47,800
activities
Complex
800,000
emergencies
Armed conflict was the most frequent hazard to occur in the past 10 years. These
conflicts may be between government forces and the rebel forces of the MILF and
NPA, and terrorist group Abu Sayyaf. These were mainly in Mindanao area of the
Philippines.
Occurrence of typhoons was not as frequent as other hazards, but it nevertheless
affected the most number of people in the last 10 years. An average of 20 typhoons
enters the Philippine area of responsibility, four to six of which are very damaging. It
had an average of 481,000 people affected per occurrence. For the last 10 years, there
were fewer occurrences of disasters but the number of persons affected increased
(CDRC, 2010). Last year, the series of typhoons (Typhoons Ondoy and Pepeng)
mainly ravaged Luzon and affected more than 8 million people and caused close to 28
billion pesos worth of economic losses. In 2008, Typhoon Frank caused close to a
Contingency plan Philippines 3. Hazard and risk analysis
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CONTINGENCY PLAN
thousand deaths when it rammed through several areas of Luzon and Visayas. It also
caused around 13 billion pesos worth of damages (www.typhoon2000, 2010).
A table on the frequency of occurrence of hazards and the number of affected is
presented below (CDRC, 2010; Annex 9.2009 Philippine Disaster Report).
Table 2. Frequency of occurrence of hazards and number of affected for the last 10
years
Hazard
Number of affected (last 10
Frequency of occurrence
years)
(last 10 years)
Drought
439,357
10
Earthquakes
126,647
43
Floods
16,443,076
265
Tropical cyclones / 58,142,006
121
typhoons
Epidemics
238,486
163
Insect infestations
451,904
58
Landslides
264,770
186
Volcano
330,153
8
Waves / Surge
203,520
41
Tornado
87,526
98
Conflict/
Armed 3,060,303
283
violence
4. Analysis of current potential threats
Hazard
Type / Details
High probability
(very likely to occur
within the year)
Medium probability
(likely to occur within
the year)
Low probability
(small
likelihood to
occur within the
year)
Natural disaster
El Nino affected
country up to June
2009. However, La
Nina
episode
initiated in the
country
towards
the middle of the
year.
Refer to drought sheet
Drought
- Meteorological
drought
- Agricultural drought
- Hydrologic drought
- Socio-economic
drought
Earthquakes
Refer to earthquake
sheet
Extreme
Temperature
Refer to extreme
PHIVOLCS warned of a
possible earthquake in
Metro Manila.
Government and Clusters
have started preparing for
a 7.2 magnitude
earthquake in Metro
Manila.
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CONTINGENCY PLAN
temperature sheet
- Heat waves
- Cold waves
Floods
Refer to flood sheet.
Landslides
Refer to landslide sheet
Volcano
Refer to volcano sheet.
Waves / Surge
Tropical
cyclones /
typhoons
Insect
infestations
Refer to storm surge

sheet.
Refer to tropical cyclone

sheet.
Refer
to
insect
infestation sheet
Some parts of the

country will experience
perennial
flooding
nd
towards the 2 half of
the
year
during
monsoon rains and
typhoons.
Low-lying,
riverside and seaside
areas will be at risk.
Many Metro Manila
areas are still at risk to
flooding.
La
Nina
episode
is
also
expected to affect the
country towards the
second half of the year.
High
probability
to
happen during high
rainfall
intensity
or
prolonged precipitation,
especially
in
mountainous and high
slope areas.
Mt. Mayon very active
last year. While its
activity has quieted
down, possibility of an
eruption should not be
discounted.
Taal
Volcano already under
Alert 2 status.
People
living
near
seashores
are
vulnerable to surges
during strong typhoons
/ storms. These have
localised impacts.
Yearly
around
20
typhoons enter the
Philippine
area
of
responsibility, 4-6 of
which are destructive.
Localised
tornados
happened yearly from
years 2000 to 2009.
The trend suggests that
these can happen also
this year.
Infestations
recorded yearly
years 2000 to 2004.
2004 to 2009,
shows
presence
were
from
From
trend
of
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CONTINGENCY PLAN
infestation
year.
every
other
Human-Made disaster
Refer to conflict sheet.
Conflict
In the past years, the

government
engaged
several armed groups
(MILF, NPA, Abu Sayyaf)
in combats. With peace
talks on-going, both the
government
and
the
secessionist MILF (Moro
Islamic Liberation Front)
may
be
wary
of
escalating their conflict
into full scale. However,
isolated cases of conflict
may be expected in some
areas of ARMM and
Region XII. With the
protracted
war
of
ideologist NPA (New
Peoples Army) against
the government, packets
of armed confrontations
may also be expected in
rural areas of the country.
With terrorist group Abu
Sayyaf, armed conflict
may
be
limited
to
provinces in ARMM.
Health disaster
Epidemics
Refer to global
pandemic sheet.
The global pandemic

AH1N1 seems to have
reached a small portion of
the population. There still
is some fear that it may
mutate into a stronger
strain. Localised waterborne disease outbreaks
may occur in some rural
areas of the country.
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5. Risk priorities
Very Low
Low
frequency
High
Very High
(Risk Index: 24)

(Risk Index: 18)
FLOOD,
SEVERE
LANDSLIDE,
WEATHER,
DEBRIS FLOW or
STORM SURGE
SUBSIDENCE
Frequent
or very
likely
(Risk Index: 20)

VOLCANO
ERUPTIONS,
WARFARE
Moderate
or likely
(Risk Index: 16)

EARTHQUAKE
Occasional,
slight
chance
Unlikely,
improbable
Highly
unlikely
(rare event)
OTHER
HAZARDS?
1
(Risk Index: 4)
TSUNAMI
2
Very rare
event
severity
Risk index is the product between a score (from 1 to 6) in frequency and a score (1 to
4) in severity. Based on the online Hazard-risk-vulnerability assessment (HRVA) tool,
those within the red zone are frequent and have high severity. Floods and landslides
have the most frequency and highest severity. Next are armed conflicts and volcanic
eruptions, followed by typhoons and storm surges.
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6. Seasonal Risk calendar

Rainy season in the country is generally from June to December. The mean annual
rainfall of the country varies from 965 to 4,064 millimetres annually
(www.pagasa.dost.gov.ph, 2010). The southwest monsoon (May to October) brings
with it the heavy rains (http://www.newsflash.org/2004/02/ht/ht005330.htm, 2010).
However, there are many areas that experience fairly distributed rainfall throughout the
year. There are also areas that experience more pronounced rainfall from October to
February. Rain-induced landslides coincide with floods during these times.
Typhoons usually occur with heavy rains, but there are cases when rainfall is only light.
Storm surges only happen when there are typhoons, and these affect only coastal
areas.
Seasonal risk calendar for Philippines is presented below. Armed conflict, volcanic
eruption and earthquakes were not included in this figure.
Medium risk
High risk
Month
Jan. Feb. Mar. Apr. May. Jun. Jul. Aug. Sep. Oct. Nov. Dec.
Hazards
Floods
Landslides
Waves
/
Surge
Windstorms
/ Hurricanes
7. Risk Mapping
The provinces most at risk to typhoons and floods are Pangasinan, Metro Manila,
Cavite, Bulacan, Pampanga, Batangas and Mountain Province (Annex 10.Typhoon risk
map). For volcanic eruption, Taal Volcano in Batangas and Mayon Volcano in Albay
have very recent activities, although there are other volcanoes that are still considered
active (Annex 11.Volcanic eruption risk map). Armed conflict, though dispersed
throughout the country, will likely affect ARMM more than other regions because of onand-off peace negotiations and clan wars (Annex 12.Armed conflict risk map). For
earthquake, Metro Manila scenarios were chosen, as these are also among priority
contingencies among other organizations (Annex 13.Earthquake risk map).
8. General response capacity

Summarized below are some of the organizations working on emergencies and
disaster risk reduction. It must be noted that the Philippines has so many local and
international organizations working on emergencies. The tables below refer only to
members of the Philippine International NGOs Network (PINGON) and the UN System.
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CONTINGENCY PLAN
Organization
Oxfam GB
Field/Sectors
Area
WASH, Food Security, Can respond to emergencies anywhere in the
Livelihood, DRR, NFI
country
Description: Current head of PINGON. Has recovery activities within Metro Manila, Rizal and Laguna
following the 2010 series of typhoons. Also has project in Maguindanao.
Organization
Catholic Relief Services
Field
Area
Food Security, Livelihood, Can respond to emergencies anywhere in the
Shelter, Peace Building, country
DRR, NFI
Description: PINGON member. Has shelter projects in Bulacan and Rizal. Has regular Peace Building, FS
and livelihood programs in Quezon, Bukidnon, Maguindanao, and other parts of Mindanao.
Organization
Field
Area
Protection, Food Security, Can respond to emergencies anywhere in the
Education
country
Description: Currently has protection projects in Rizal and Pangasinan. It also has education and
protection projects in Maguindanao.
CFSI
Organization
Save the Children
Field
Area
Education,
Protection, Can respond to emergencies anywhere in the
WASH, NFI
country
Description: Currently has recovery and rehabilitation projects in Laguna, Maguindanao and North
Cotabato.
Organization
World Vision
Field
Area
Protection,
Education, Regions X, XI and XII; Rizal Province
WASH, Shelter, NFI
Description: Currently has projects in Rizal and in different parts of Mindanao.
Organization
Field
Area
ADRA
WASH, NFI
Can respond to emergencies anywhere in the
country.
Description: Recently finished response and recovery efforts in Laguna.
Organization
Child Fund
Field
Education, Protection
Area
Can respond to emergencies anywhere in the
country
Description: Has response and recovery projects in Laguna, Pangasinan and in Mountain Province.
Organization
UN System
Field
Area
Education, Food Security, Can respond to emergencies anywhere in the
NFI,
WASH,
Shelter, country
Protection, Health and
Nutrition,
Camp
Management, Livelihood
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CONTINGENCY PLAN
Description: Composed of organizations belonging to the UN family, the System responded to those
affected by Typhoons Ondoy and Pepeng in Metro Manila and nearby provinces. On-going projects
recovery and rehabilitation projects for complex emergency in Regions XII and ARMM.
The table below indicates response capacities of different organizations / entities. The
scores are from 1 to 5, with 5 being the highest.
5 with many trained deployable personnel and pre-existing in the at-risk areas;
4 with many trained deployable personnel, not pre-existing in at-risk areas but can
operate in areas with emergency;
3 with deployable personnel but few are trained
2 with few deployable personnel but none are trained
1 No deployable trained personnel, cannot operate in areas in emergency
Potential emergency needs
Immediate needs
Search and rescue
First aid
Emergency evacuation
Water and sanitation needs
Distribution, storage, processing
Rehabilitation/development of
alternative sources
Disposal of excreta
Disposal of garbage
Personal hygiene
Insect and rodent control
Food and nutritional needs
Short-term distribution
Long-term distribution
Supplementary/curative feeding
Agriculture
Nutritional monitoring
Shelter needs
Emergency Shelter
Buildings/structures
Blankets
Fuel for dwellings
Kitchen utensils
Safety and security needs
Well-being
Safety of beneficiaries
Safety of Staff
Response capacity (From 1 to 5)

Local
population
National
agencies
through
local
counterparts
Civil
defense
/military
ACF
mission
UN
System
3
3
3
3
3
3
4
4
4
1
1
1
1
1
1
2
2
2
2
1
1
4
4
4
4
2
2
2
2
2
3
2
2
1
1
1
1
4
4
4
4
4
4
4
4
2
2
2
3
2
4
4
3
3
3
1
1
1
1
1
3
3
2
4
2
4
4
4
4
4
2
2
3
3
3
2
3
3
3
3
1
1
1
1
1
3
3
1
1
1
4
4
4
4
4
2
2
2
3
2
2
2
3
4
4
4
4
4
4
4
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CONTINGENCY PLAN
Control of violence
Control of abuse of power
Other types of emergency
needs?
Agreements with others partners
Community disaster plans
Community solidarity plans
3
2
3
2
4
2
2
2
2
2
1
1
1
3
1
1
1
1
1
4
3
3
4
3
3
Most of the scores of the local people are 2, although for immediate needs all scores
are 3. Oftentimes it is the local people themselves who initiate search and rescue.
However, capacities and capabilities will differ from one region, province, city,
municipality or barangay to another. Not everyone is trained to undertake some
response measures. Capacities of local agencies as counterpart of national agencies
will also vary from place to place.
The military usually takes lead action in search and rescue activities and in cleaning /
repairing infrastructures, but little else in other sectors. ACF mission, on the other hand,
does not do search and rescue but has high capacity in responding through WASH and
food security. ACF scored 2 in nutrition because it does not have dedicated staff yet to
this sector.
9. ACF Response priorities

The table below is used to choose the different scenarios that will be developed all
along the contingency planning process. Disasters are chosen according to the impact
on HH and on the internal capacity of the organization/mandate/core competencies to
respond quickly to the crisis.
Floods, typhoons, storm surges and landslides will be the first priority since these
hazards are frequent, have high impact on FS, nutrition and WASH, and ACF has high
internal capacity to respond to this emergency. Also, these hazards usually occur
together so that they can be lumped together in one scenario.
Armed conflicts and volcanic eruptions will also be prioritized. These are imminent
dangers that will affect many lives. Moreover, Taal Volcano is near ACF Metro Manila
base while Mayon Volcano is also near Bicol field base.
The Metro Manila earthquake will also be prioritized not only because of its impact on
FS, nutrition and WASH but also because it will severely impact on the capacity and
capability of the Metro Manila base to operate and respond since it will also be severely
affected.
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CONTINGENCY PLAN
Impact
on FS,
Nut,
WASH
Risk
index
Very low
Int
Capacity
low Int
Capacity
high Int
Capacity
Very
high Int
Capacity
Frequent or
very likely
6.
Floods,
typhoons,
Storm
surges
landslides
5.
Armed
conflict ,
volcanic
eruption
Moderate or
likely
Earthquake
4.
Occasional,
slight
chance
Unlikely,
improbable
3.
Highly unlikely
(rare impact)
2.
1.
Very rare
impact
ACH Internal response capacities/core competencies
10.
Risk exposure index and mapping

Maps are annexed (Annexes 10 to 13).
11.
Reference and bibliography
Disaster resources database:
Prevention web http://www.preventionweb.net/english/maps/?pid:34&pih:2
UN- Mortality Risk

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index.pdf
CONTINGENCY PLAN
EM-DAT: http://www.emdat.be/Database/CountryProfile/countryprofiles.php
UN: http://gridca.grid.unep.ch/undp/
CRED: http://www.cred.be/
Mortality, Nutrition, Vaccination coverage: http://www.cedat.be/data
NGOs list: http://www.ngo-ong.org/spip.php?page=sommaire&id_rubrique=4#
OCHA Disaster Response Preparedness Toolkit, Disaster Risk Analysis
Global Risk data Platform
http://pagasa.dost.gov.ph/cab/statfram.htm
http://www.newsflash.org/2004/02/ht/ht005330.htm
http://zip-codes.philsite.net/metromanila_map.jpg
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CONTINGENCY PLAN
4. SCENARIOS BUILDING
12.
Scenarios
CONTINGENCY A : Typhoons, floods, landslides, storm surges

Scenario
Best case
scenario
Description of
event / trigger
indicator
Occurrence
of
typhoons, floods,
storm
surges,
flash floods and /
or
rain-induced
landslides
Affected Area
Affected people
Aggravating factors /
Specific vulnerable
groups
Impact
Both rural and Roads

urban centers are passable;
affected
damages
still Aggravating factor: If

minor typhoon hits low risk
areas (see risk map)
10 percent of total 10 percent of People in low-lying and

population
are infrastructure,
coastal areas
affected
agriculture
and
livelihood
are
Up to Signal No.
1 typhoon
affected
/
damaged
Flood
water
Up to 1 day
subsides within
15-30 minutes
disruption
to
major lifelines
Most likely
scenario
Worst case
scenario
Both rural and 30 percent of

urban centers are infrastructure,
affected.
agriculture
and
livelihood
are
30 percent of total affected
/
population
are damaged
affected
Signal
No.
2
Disruption
of
typhoon
lifelines in some
areas for 2-3
days
Flood
water
subsides within 12 hours
Some difficulty in
the transport of
goods because of
damage to roads;
inflation of prices
of goods
Aggravating factor: If
typhoon hits medium
risk areas (see risk
map)
Occurrence
of
typhoons, floods,
storm
surges,
flash floods and /
or
rain-induced
landslides
Aggravating factor: If
typhoon hits high risk
areas (see risk map)
Occurrence
of
typhoons, floods,
storm
surges,
flash floods and /
or
rain-induced
landslides
Both urban and At least 1-week

rural areas are disruption
of
affected
major
services
and
lifelines
Equal to or more (telecom,
than 40 percent of electricity, water
Contingency plan Philippines 4. Scenarios building
Those
living
near
bodies of water, lowlying areas, near dams,
under bridges, near
canals, in mountainous
areas are at risk.
Those
resettled
in
areas that are not safe
from multi hazard are
also at risk. People
living in light to semilight material houses
are also vulnerable.
Those IDPs that are

still living in IDP camps
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CONTINGENCY PLAN
population
Signal No. 3 and affected
4
are services,
hospitals, etc.)
and house-based setups
Disruption of sea, Those

living
near
land
and
air bodies of water, lowtravels
lying areas, near dams,
under bridges, near
Destruction and canals, in mountainous
siltation in farms, areas are at risk.
fish
ponds, Those
resettled
in
plantations
areas that are not safe
from multi hazard are
Outbreak
of also at risk. People
water-borne
living in light to semidiseases
light material houses
are also vulnerable.
Food shortage
Many of those in Metro
Schooling
Manila
and
suspended and neighbouring provinces
schools used as that were affected in
evacuation
last years typhoons
centers
are informal settlers
that went back to atPrice inflation
risk
places
(under
bridges, near rivers,
NDCC already
etc.)
calls for
international
assistance
Flood water does

not subside within
2 hours and may
last for days,
weeks or months
CONTINGENCY B : Volcanic eruption

Scenario
Best case
scenario
Description of
event / trigger
indicator
Affected Area
Affected people
Level 1 warning
from PHIVOLCS
for
volcanic
activity
Around
13,000
people
people
living within the
effective danger
radius
are
evacuated
to
safer areas
Impact
Specific vulnerable
groups
Disruption
of Pregnant and lactating
classes
in women, nutritionally-atschools used as risk children / children,
evacuation
persons
with
centers
disabilities, IPs, senior
citizen
in
the
Discomforts for evacuation centers
both
displaced
and
current
students in the
host schools
Disruption
of
economic
activities of the
displaced people
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CONTINGENCY PLAN
Increased risks to
communicable
diseases of those
in the evacuation
centers
Decreased
access to food,
potable
water,
latrines
Most likely
scenario
Level 2 warning
from PHIVOLCS
for
volcanic
activity
Increase
number
tourists
Disruption
classes
schools used
evacuation
centers
in
of
Around
70,000
of
people
living
in
within
the
as
effective danger
radius
are
evacuated
to
safer areas
Discomforts for
both
displaced
and
current
students in the
host schools
Pregnant and lactating

women, nutritionally-atrisk children / children,
persons
with
citizen
in
the
evacuation centers
Disruption
of
economic
activities of the
displaced people
Increased risks to
communicable
diseases of those
in the evacuation
centers
Decreased
access to food,
potable water,
latrines
Worst case
scenario
Eruption
volcano
Increase in
number of
tourists
of Around 150,000 Disruption
of
people
living economic
within the danger activities of the
zones
displaced people
Pregnant and lactating

women, nutritionally-atrisk children / children,
persons
with
Destruction
of citizen
in
the
properties within evacuation centers
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CONTINGENCY PLAN
the danger zones
Farm laborers / farmers
Ash fall covers and fish pond workers /
many farm lands fisher folks in the areas
and fish ponds in affected
the vicinity of
Batangas
and Those
with
health
Laguna hindering respiratory
problems
crop and fish are also at risk
production
Increased risks to
communicable
diseases of those
in the evacuation
centers
Decreased
access to food,
potable
water,
latrines
Increased
incidence
of
prostitution,
forced migration
and petty crimes
CONTINGENCY C : Armed conflict

Scenario
Best case
scenario
Description of
event / trigger
indicator
Armed
conflict
between
government and
NPA
or
government and
MILF
Sporadic fighting
Affected Area
Affected people
Impact
2
provinces: Partial damage to
Maguindanao and agriculture
and
North
Cotabato infrastructure
for GOP-MILF
Bicol, CARAGA
regions for GOPNPA
Specific vulnerable
groups
Presence
of
other
armed
threats
/
conflicts (family feuds,
tribal wars, kidnap-forransom groups like
Abu
Sayyaf
and
Pentagon)
Women,
children,
elderly, PWD, pregnant
and lactating, farmers,
IPs, fishermen and
farm
workers
are
vulnerable
Most likely Armed
conflict 4
provinces Displacement 1-2 Presence
of
other
scenario
between
affected
in weeks
armed
threats
/
government and Regions X, XII
MILF
and ARMM
Damages to vital tribal wars, kidnap-for100,000 people
affected but not
all displaced
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infra;
500,000 affected; malfunctions and
400,000 displaced; disruption of
100,000 with
markets
damaged
properties;
100,000 may suffer
natural disaster
effects
Worst case
scenario
Failure of peace
talks; all-out war
between
government and
MILF
9
provinces
affected
in
Regions IX, X, XI,
XII, ARMM
ransom groups
Abu
Sayyaf
Pentagon)
like
and
Women,
children,
elderly, PWD, pregnant
IPs, fishermen and
farm
workers
are
vulnerable
More
than
2 Presence
of
other
weeks
armed
threats
/
displacement
tribal wars, kidnap-forDestruction
of ransom groups like
farms,
major Abu
Sayyaf
and
infrastructure
Pentagon)
1 million affected;
800,000
are
displaced; 500,000
in IDP camp, while Inaccessibility of Women,
children,
300,000
are fishing grounds to elderly, PWD, pregnant
house-based
fisher folks
IPs, fishermen and
Inaccessibility of farm
workers
are
farm to farmers
vulnerable
Congestion
IDP camps
in Restriction
of
movement
of
humanitarian workers
High incidence of
illnesses / water- Inaccessibility to IDPs
born
diseases most of the time due to
and
deaths road blocks
especially among
children
and Frequent transfer of
mothers
IDPs from one place to
another
Increase
in
malnutrition
Traumatic cases
Selling
properties
of
Increase
in
incidences
of
human
rights
violation / sexual
abuse
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CONTINGENCY D: Earthquake
Scenario
Description of
event / trigger
indicator
Best case
scenario
Magnitude
less; with
debris
(soil,
others)
Most likely
scenario
Magnitude 6
Worst case
scenario
Affected Area
Affected people
5 or Metro Manila
some
falling
rocks,
Metro Manila
Magnitude 7 and Metro Manila; 3

up
million
affected
with
750,000
displaced;
neighbouring
provinces
may
also be affected
Impact
Old
buildings
cracked; houses
made of light
materials
with
minor damages;
some
people
shocked;
some
panic
Minor damage to
roads, buildings,
houses; lifelines
disrupted from a
day to a few days
Buildings
and
houses destroyed
or
heavily
damaged; major
roads impassable
due to heavy
damage; lifelines
(electricity, water,
communications)
cut for 1 week or
more; hospitals
and
health
centers severely
damaged
and
with
minimum
personnel; very
limited access to
food; disruption of
trading
/
businesses
Specific vulnerable
groups
Pregnant and lactating;

elderly; persons with
disabilities; children
Secondary
hazards:
landslide, falling debris
and fire in some areas
Pregnant and lactating;
elderly; persons with
disabilities; children
Several
strong
aftershocks follow
Secondary
hazards:
landslides in many
areas, falling debris,
fires, tsunami (Manila
Bay), volcanic eruption
in
provinces
with
volcanoes
People staying in areas
with many high-rise or
old buildings are very
much
vulnerable;
Pregnant and lactating,
elderly, persons with
disabilities, children are
also very vulnerable
The
national
Very high number government,
UN
of injured and agencies and many
deaths
international/local
organizations located
Possible
panic in Metro Manila are
buying, hoarding severely
challenged
and civil discord because they are also
due
to
food victims
shortage
Many
stress-
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related problems
surfacing
13.
Problem tree
Root causes of problems associated with food security, nutrition and WASH
in the scenarios were listed using problem trees. To summarize, here are
the root causes in the different scenarios:
Typhoons: Most likely to worst case
1) Food insecurity - no / lack of income, no farm / fishing activity, damaged
farms / fisheries, inputs and implements, damaged roads, higher prices
of goods
2) Malnutrition no farm / fishing activity, higher prices of goods, small
amount of food given in evacuation centers
3) WASH (increased morbidity and mortality) - damaged latrines, damaged
water systems / piping connections
Volcanic eruption: Most likely to worst case
1) Food insecurity destruction of farms / fishing grounds, loss of farm /
fishing implements, lack of livelihood alternatives
2) Malnutrition - no farm / fishing activity, higher prices of goods, small
amount of food given in evacuation centers
3) WASH lack of hygiene facilities, poor hygiene practices, inadequate
sanitary toilets, inadequate water facilities, poor waste facilities, poor
waste management practices
Armed conflict: Most likely to worst case
1) Food insecurity destruction of properties, loss of tools / equipment and
farm / fishing inputs, no farm activity because of displacement, diversion
of family financial resources for livelihood to food and basic necessities
2) Malnutrition water facilities are not enough where populations are
congested, no livelihood activities, restriction of movement to where the
food is
3) WASH lack of hygiene knowledge, lack of hygiene kits and supplies,
lack of hand washing and bathing facilities, insufficient number of
latrines, poor waste management, lack of potable water supply
Metro Manila earthquake: Most likely to worst case
1) Food insecurity hoarding, panic buying, damaged food storage
facilities, damaged road network and communication system
2) Malnutrition hoarding, panic buying, damaged food and storage
facilities, damaged road network
3) WASH damaged health facilities, lack of attending personnel, lack of
hand washing / bathing facilities, lack of latrines, damaged pipelines and
water sources, increased practice of open defecation, no proper
garbage disposal
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Problem trees are in Annexes 14 to 16..
14.
Linking scenarios and response plan
Contingency plan
Scenario
Description
Support documents
Occurrence of typhoons,
floods, storm surges, flash
floods and / or raininduced landslides; or
Problem trees (Annexes 14, 15, 16)
Signal No. 2 typhoon; and
Response strategy
Solution Tree (Annexes 17, 18, 19)
Flood
water
subsides
within 1-2 hours
Food insecurity increase
access to food and market
facilities, livelihood and
marketing activities, and,
provide farm and fishing
inputs
Malnutrition increase
food given in evacuation
centers
Implementation plan
High
morbidity
and
mortality installation of
latrines, and, rehabilitation
of water system, pipelines,
connections and water
sources
Food security food aid,
cash-for-work
for
LFA (Annex 20.LFA)
rehabilitation of irrigation
facilities,
general
free
distribution of farm / fishing
equipment and inputs
Nutrition rapid health
assessment, rapid nutrition
assessment,
supplementary
nutrition
programmes, community
mobilization programmes
when situation lasts for
weeks
WASH civil engineering,
quick-fixing
of
water
network,
chlorination,
construction / rehabilitation
of
communal
latrines,
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water trucking, distribution
of
hygiene
kits
and
hygiene
promotion,
construction of hand wash,
laundry
and
bathing
facilities, water treatment
by batch system, solid
waste management
Operational support plan
Preparedness plan and
budget
Intervention budget
Contingency plan
Scenario
Response strategy
List of task and responsibilities

Preparedness budget
Budget
Description
Support documents
Level 2 warning from Problem trees (Annexes 14, 15, 16)
PHIVOLCS for volcanic
activity
Food insecurity provision
of
income-generating
projects, farm / fishing
implements,
and
alternative livelihood
Malnutrition increase
food amount given in
evacuation centers
Implementation plan
High
morbidity
and
mortality installation of
latrines, and, rehabilitation
of water system, pipelines,
connections and water
sources
Food security food aid,
cash voucher, provision of LFA (Annex 20.LFA)
Nutrition - rapid health
assessment,
supplementary
nutrition
weeks
WASH quick-fixing of
water
network,
chlorination, construction /
rehabilitation of communal
latrines, water trucking,
distribution of hygiene kits
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CONTINGENCY PLAN
and hygiene promotion,
construction of hand wash,
laundry
and
bathing
facilities
budget
Intervention budget
Contingency plan
Scenario
Response strategy

Preparedness budget
Budget
Description
Support documents
Armed conflict: 4 provinces
affected in Regions X, XII
and ARMM
Problem trees (Annexes 14, 15, 16)
500,000 affected;
400,000
displaced;
100,000 with damaged
properties; 100,000 may
suffer
natural
disaster
effects
Food
insecurity
rehabilitation of farms,
provision of tools and
equipment, allotment of
financial capital, financial
aid
Malnutrition
provide
more food / access to food
Implementation plan
High
morbidity
and
mortality
hygiene
promotion, provision of
hygiene kit supplies and
hand washing / bathing
facilities,
provision
of
LFA (Annex 20.LFA)
latrines, provision of waste
disposal
materials,
provision of potable water
supply
Food security general
free distribution of farm
inputs and tools, seeds
and tools, cash-based
incentives, provision of
assessment,
supplementary
nutrition
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weeks,
therapeutic
nutrition programme
WASH construction of
communal
latrines,
distribution
of
water
tablets,
construction
/
rehabilitation
of
wells,
water trucking, hygiene
promotion and distribution
of
hygiene
kits,
construction of communal
showers,
provision
of
garbage bins, mosquito net
distribution, potties and
nappies distribution
budget
Intervention budget
Contingency plan
Scenario
Response strategy

Preparedness budget
Budget
Description
Support documents
Magnitude 6 earthquake in Problem trees (Annexes 14, 15, 16)
Metro Manila
Food insecurity provision
of food / cash, restore food
storage facilities, have
alternative routes for food
delivery
Malnutrition provision of
food
Implementation plan
High
morbidity
and
mortality improve access
to
hygiene,
sanitation
facilities and water potable LFA (Annex 20.LFA)
supply
Food security food-forwork, food aid
assessment,
supplementary
nutrition
weeks
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CONTINGENCY PLAN
WASH
communal
latrines, school latrines,
communal
bathing
facilities, construction /
repair of water sources,
water
trucking,
water
treatment / chlorination,
distribution of hygiene kits
budget
Intervention budget
15.

Preparedness budget
Budget
Reference and bibliography
www.ndcc.gov.ph
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5. RESPONSE PLANNING OBJECTIVES AND STRATEGIES
16.
Response plan
Solution Tree
Solutions to root problems are summarized below:
Typhoons
Food insecurity increase access to food and market facilities,
livelihood and marketing activities, and, provide farm and fishing inputs
Malnutrition increase food given in evacuation centers
High morbidity and mortality installation of latrines, and, rehabilitation
of water system, pipelines, connections and water sources
Volcanic eruption
i.
Food insecurity provision of income-generating projects, farm / fishing
implements, and alternative livelihood
ii.
Malnutrition increase food amount given in evacuation centers
iii.
High morbidity and mortality installation of latrines, and, rehabilitation
of water system, pipelines, connections and water sources
Armed conflict
Food insecurity rehabilitation of farms, provision of tools and
equipment, allotment of financial capital, financial aid
Malnutrition provide more food / access to food
High morbidity and mortality hygiene promotion, provision of hygiene
kit supplies and hand washing / bathing facilities, provision of latrines,
provision of waste disposal materials, provision of potable water supply
Metro Manila earthquake
Food insecurity provision of food / cash, restore food storage facilities,
have alternative routes for food delivery
Malnutrition provision of food
High morbidity and mortality improve access to hygiene, sanitation
facilities and water potable supply
Solution trees are annexed (Annexes 17 to 19).
Activity sheets
Typhoons
Food security food aid, cash-for-work for rehabilitation of irrigation
facilities, general free distribution of farm / fishing equipment and inputs
Nutrition rapid health assessment, rapid nutrition assessment,
supplementary nutrition programmes, community mobilization
programmes when situation lasts for weeks
WASH civil engineering, quick-fixing of water network, chlorination,
Contingency plan Philippines 5. Response planning
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CONTINGENCY PLAN
construction / rehabilitation of communal latrines, water trucking,
distribution of hygiene kits and hygiene promotion, construction of hand
wash, laundry and bathing facilities, water treatment by batch system,
solid waste management
Volcanic eruptions
Food security food aid, cash voucher, provision of alternative
livelihood
Nutrition - rapid health assessment, rapid nutrition assessment,
WASH quick-fixing of water network, chlorination, construction /
rehabilitation of communal latrines, water trucking, distribution of
hygiene kits and hygiene promotion, construction of hand wash, laundry
and bathing facilities
Armed conflict
Food security general free distribution of farm inputs and tools, seeds
and tools, cash-based incentives, food aid, provision of alternative
livelihood
programmes when situation lasts for weeks, therapeutic nutrition
programme
WASH construction of communal latrines, distribution of water tablets,
construction / rehabilitation of wells, water trucking, hygiene promotion
and distribution of hygiene kits, construction of communal showers,
provision of garbage bins, mosquito net distribution, potties and nappies
distribution
Metro Manila earthquake
Food security food-for-work, food aid
WASH communal latrines, school latrines, communal bathing facilities,
construction / repair of water sources, water trucking, water treatment /
chlorination, distribution of hygiene kits
Sample LFA, see annex 20
Activity sheets are in Annexes 21, 22 and 23.
Concept paper
Concept papers are in Annex 24.
Contingency plan Philippines 5. Response planning
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6. OVERALL MANAGEMENT AND COORDINATION / SOPs
17.
Internal Coordination
Emergency phases and trigger indicators
The case for any emergency intervention will be based on the scale and impact of the
disaster, supported by assessment reports and justification. Initial activities for a
possible/imminent response will follow the triggers or in case of the scenario spells-out
for an emergency response at the mission level. If preliminary decision is taken based
on the initial data or monitoring, in coordination with HQ, to start with response
activities, the CP will be activated and necessary management and coordination
mechanism will be put in place. The management and coordination mechanism will
depend on the scale of impact and recourses available at the time of the disaster. Adhoc measure and mechanisms will be considered or established based on the each
situation/event at the mission level.
Triggers/Indicator for possible emergency response
To consider any response, the mission will consider triggers/indicator to assess and
make initial decision for response. These triggers/indicators will have to assess in line
with ACF mandate and scale/magnitude of the even/disaster. In general the any of the
following triggers/indicators can be considered for the activation of CP, start-up
activities and possible emergency response by ACF in the country.
Events
Following
a
disaster (natural
or manmade)
and
following
ACF
core Mandate
Trigger
The declaration of national state of
calamity/ As per instructions of the
President
Province/City/region/municipality
declaration of calamity
Province/City/region/municipality
requests for assistance following an
event/disaster
Upon declaration of Code Blue by
the DOH ; Drought/food shortage by
DoA
As directed by the NDCC Chairman
or the NDCC Executive Officer
Indicator
Significant deterioration in the
covering of the basic needs that
exceeds the reaction capacity of the
most vulnerable people
Clear definition
situation
of
vulnerability
Clear definition of the expected

positive
impact
from
our
intervention:
assistance
and
protection
A thorough analysis about the
available resources
UN-OCHA/Cluster
Appeal
or
requested for assistance following
an situation/event/disaster
Upon validation and confirmation of any one of the above triggers, ACF shall start with
declare possible response operation and commence activities at the mission level.
Contingency plan Philippines 6. Management and coordination
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CONTINGENCY PLAN
The decision will be taken in coordination with HQ, leaded by HoM.
Figure 1. HQ level ER System activation process
MISSION
Emergency Pool
MERT:
MONITORIN
Continues
TRIGGER/
INDICATOR
COORDINATION (CLUSTERS/
INGOs/UN/LGUs etc)
VALIDATION
DECISION
YES:
RESPONSE
NO:
RESPONSE
CP activation
Figure: CP activation process at mission level
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CONTINGENCY PLAN
The activation of the CP should be lead by the mission. The role of the
Emergency Pool at this stage is providing technical assistance. Once the
decision was made for the response/activation of CP, the request for external
resources (*) (human, financial and/or material) to HQ will be decided. This
decision will be based on the following and will be decided on ad-hoc and/or
case-to-case basis:
1.
2.
3.
4.
5.
Scale/magnitude of the event/disaster

Number Population affected/impacted
Geographic coverage of the impact
Mission capacity for response at the time of the disaster/impact
Possibility of implementing emergency activities versus on going workload
of the mission at the time (other engagements/deadlines)
Funds availability at mission level for emergency response
Other stakeholders capacity and coverage areas by others
Added value of ACF intervening in emergency and coherence with the CP
(*) If external resources are requested, the mission elaborates the Information and
Recommendation Form (IRF), see attached document (Annex 25.IRF). IRF is the
reference document used by HQ to make decisions. Final decisions on providing
support will be made by HQ.
The figure below shows the possibilities of engaging MERT and ER Pool in
response at the mission level. In case the response is led by HQ ER Pool and
MERT is not available to work with the HQ Pool, the DRR/CP coordinator of the
mission should be involved and support the response from the beginning. The
aim of this is to:
- Capitalize the response/lessons learnt
- Strategise follow-up response and programming after ER Pool
- Facilitate coordination with stakeholders and Monitoring
- Update CP
- Ensure sustainability
Figure. Overall process Triggers to Response
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CONTINGENCY PLAN
Management, Coordination and Response by Mission MERT
The mission will take the responsibility over the entire response and coordination,
under the lead of the HoM, supported by the coordinator (departments) and MERT.
The DRR/CP coordinator will support the MERT response through monitoring and
updating of the CP at the mission level. The monitoring and updating will continue
beyond the emergency phase when situation normalise in the country level. The
structure below shows the proposed MERT for the mission.
Proposed Mission Emergency Response Team (MERT)
HOM
Coord FS
Coord
WASH/DRR
Coord
Admin
Coord
Log
Coord
Nut
DRR/CP
Coordinator
HoP + 1
tech from
each base
HoP + 1
tech from
each base
HoP + 1
tech from
each Base
1 ADMIN
Support
from each
base
Log
Support
from each
base
Figure: Mission Emergency Response Team
Based on the assessment conducted by the during the CP designing, staff will be
selected from each base to be part of the MERT member (based on
experience/willingness) and trainings and coaching will be provided to enhance the
mission internal capacity for emergency response. Primary role of the MERT to answer
the missions needs immediately after an event/disaster. The period of engagement of
MERT members in emergency will be decided ad-hoc basis and case-to-case basis
depending on the evolution of the emergency situation.
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CONTINGENCY PLAN
MERT Role and Responsibility
The responsibility of each departments during the emergency and different faces were
identified as shown in the table below during the CP training workshop conducted by
16-20 August 2010 in Manila.
Technical Departments
Phase
Responsibility
Convene all MERT members
Plan and delegate on-going project related activities (i.e., staffing)
initial Phase*
Orientation and levelling off on the situation
Coordination with all stakeholders
Pre-assessment/secondary data collection and analysis
Tool (selection/methodology, process)
Actual conduct of assessment (WASH/FS/Nut)
Assessment
Analysis, reporting, recommendation for intervention (including
proposal)
Coordination and sharing of information with stakeholders
Ensure internal preparations and coordination with log and admin is
complete
Coordinate with stakeholders (LGUs, cluster etc..): orientation and
agreement should be done when and when necessary
Defining selection criteria; Barangay/beneficiary selection =
participatory
Implementation
Distribution plannining: venue, schedules, security, visibility
Sensitization (lobbying and advocacy) = vulnerable group/basic
needs etc
Actual response following the proposed activities
Documentation
Post Distribution/delivery Monitoring, Evaluation
Reporting: Final and others
Monitoring: coordinate with actors on response done, additional
gaps, possible future intervention etc
Support early recovery activities: Assessment and proposal writing
Post Emergency/response
Turn-over of facilities/equipments to stakeholders in coordination
with logistic and mission
Capitalization
Linking emergency > recovery > development (integrating crosscutting issue)
*Immediately after activation of CP
Logistic Department
Phase
Rapid Assessment/Initial
phase*
Responsibility
Assess market, security, accessibility, communication and transport
Support logistic needs of the technical department (transport,
equipments etc)
Set-up of temporary office and arrangement of accommodation
Reporting
Monitoring the movement of the team
Identification of procurements and procurements that needs
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CONTINGENCY PLAN
derogation (in coordination with technical department)
Budgeting
Logistic planning for response
Mobilization log team
Formulation of distribution plan in coordination with technical team
(identify rule/flow etc.)
Ensure of security of HR, equipments and goods
Response
Warehouse and store management
Ensuring functionality, appropriateness and adequacy of
equipments
Procurement of identified needs
Installation of office and equipments
Visibility
Reporting/archiving (documentation)
Providing support o technical departments for possible
rehabilitation/recovery phase
Re-packaging and ensuring cleanliness and completeness of
Post Emergency
equipments and materials
Identification of items for donation/actual donation
Documentation of lessons learned/support to update CP (equipment
list/supplier list/price list, stock list etc)
Admin Department
Areas of work/support
Responsibility
Availability of funds
Monitoring/tracking and reporting (budget/expenditures)
Ensure proper financial procedures are followed
Finance
Ensure complete supporting documentation
Obtaining authorization from proper signatories
Request for funding from HQ/Donor
Ensure sufficient number of MERT staff is established (in
coordination with Technical and log department)
Hiring of (additional) staff as required
HR
Ensuring contracting/hiring system in place
Commitment to support ER 24/7
Contact MERT staff for deployment
Attend MERT/coordination meeting as required
Facilitate permits/licences to work/operate in the areas of
intervention
Admin
Validate contracts/MoA with partners/LGUs and other relevant
authorities
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CONTINGENCY PLAN
Management, Coordination and Response by Mission MERT with EP deployed in
the mission
In case that the EP is deployed in the field, all members will be under the mission
coordination team.
Emergency Phases
As response progress and need/gap are covered, the management, coordination and
response strategy/planning need to be adjusted accordingly based on the field situation
and supported by assessments/validations. The post (primary) emergency response
situations are important for the mission to follow-up and develop necessary
programs/projects to support the affected people. What has been done during the
emergency phase is important make linkages and continuum with
recovery/rehabilitation and development. The phase of the emergency management
cycle is presented below.
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CONTINGENCY PLAN
Figure: Emergency Cycle Management
HQ-Capitale-Field coordination schemes and timeline
Normal mission coordination structure will be maintained during the response. The
MERT members directly respond to their line managers on respective issues. Field
level coordination led by the HoB or delegated by HoM for specific emergency. Field
level external coordination (partners/LGUs/Clusters etc) should be led by HoB with the
support of the HoP on technical issues. Capital level coordination will be lead by HoM
with the support of Coordination team. The coordination between the field and capital
will follow normal procedures, i.e., from field to line managers at the capital level.
Capital to HQ will follow the procedures that are already in place or adjusted according
to the needs and requirements.
Coordination between different levels has to be followed through updating the Sitrep
(Annex 26.Sitrep format) as long as the emergency situation continues. The time line
for reporting will be defined at the activation of the CP or when response starts.
Mission contact list

See annex 2 for mission Contact List: Updated August 2010
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CONTINGENCY PLAN
18.
Implementation plan for each proposed response

Emergency needs assessment
How will humanitarian needs be assessed?
The humanitarian need will be assessed by the MERT with or without the support of
ER Pool. The available and agreed assessment Tools for each department (WASH
Annex 27, /FS- Annex 29 /Nut- Annex 29 Nut tool not available with me Check with
Oscar) will be used during the assessment. Based on the coordination arrangements
with partner (PINGON) and UN (Clusters), assessment can be conducted alone by
ACF or jointly with other stakeholders. Coverage for areas of assessment by ACF will
depend on ACF policies and protocol (security) and will have to be agreed and
approved by HoM prior to any commitment with other stakeholders in case of joint
assessments. In case of joint assessments, the Tools to be used might slightly different
but generally should cover all necessary information for sectoral planning/response. In
additional, the length and detail of the activities will depend on the actual situation and
impact of the disaster.
The information/assessment results will be considered at the mission and HQ on the
final decision on the intervention, resources mobilization and the management and
coordination system to be put in place for the duration of the intervention.
Figure: Need assessment structure
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CONTINGENCY PLAN
What methods will be used? What questionnaires?
The need assessment to be conducted following a disaster can include different

methods, both based on secondary data and through collection of primary data. The
followings should be considered during need assessment:
1.
2.
3.
4.
Collection of secondary data and validation (NDCC/OCHA/Sitrep etc)

FGD and PRA assessment in the filed
Field observation
Images (satellites etc)
For detail questions for WASH/FS/Nut: Pls Refer to Assessment Tools in annexes
27,28 and 29)
Who will conduct the assessments?
The trained MERT members are primary staff to be deployed for assessments. The
composition of the assessment team should consist of the technical departments and
when necessary (location/security) admin and log department will join the assessment
team.
What kind of logistical support will be necessary?
For assessment purposes, the logistic requirement will depend on the location of the
disaster (close to base of new area??). However, the followings need to be taken-into
account or provided to the assessment team:
-
Identified transport means

Exploratory kit
Logistic staff roaster
Security updates
Maps
Communication means (satphones/CP/load)
First Aid Kit
Logistic forms/format
Etc....
How will the results of emergency needs assessment be used to refine

the contingency plan prior to implementation?
The continued updating of the CP at the mission level will give on-time information to
the mission on the available emergency stocks/supplies/item at the warehouse (see
current emergency stock in warehouse in Annex 30). Based on the need assessment
and availability of the materials in the stock, actual (balance) requirement for response
can be calculated / defined. When gaps, necessary items will have to be procured to
meet the demand and targets set by ACF for the response.
After the emergency response, the stock/contingencies should be updated and ready
for the next possible uses.
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CONTINGENCY PLAN
Targeting
What targeting methods and criteria will be used (e.g. geographic,

administrative, socio-economic)?
Targeting response location and beneficiaries is a complex issue and have to be

discussed in detail and agreed with other stakeholders in the area. This is the
responsibility of the person in charge for coordination of the response in general. The
selection of the geographical location could depend on the following factors:
1.
2.
3.
4.
5.
6.
7.
8.
Nature of hazard/risk
Whether ACF presence or not
Security context
Access (logistic/base distance)
Presence of other partners (few or many?)
Work experience of ACF in the areas
Local partners knowledge/capacity
Etc....
In general, the experience of ACF in the country is the selection of the areas for
response are coordinated and agreed with LGUs, Clusters and other partners in the
field to prevent any duplication or overlapping in response. Furthermore, sectoral
assistance also needs to be agreed with stakeholders/partners for ACF to facilitate
smooth/easy response, e.g., WASH, FS or both.
Targeting/Selection of Beneficiaries:
Selection of the direct beneficiaries can be difficult (Ondoy experience) or easy
(Mindanao experience) based on the nature of the impact/disaster. The selection of
beneficiaries should take into account of:
Vulnerability/Exposure
Political context/dynamics at local level
Rights and dignity
Need/gaps
Availability of service and how to complement
Who will implement this?
The targeting or selection of areas for intervention and beneficiaries need close
coordination with the stakeholder/LGUs and affected people should be consulted as
well. Once the response is identified, the implementation can take place through:
-
Directly by ACF
Local partner (if available and identified)
Through or jointly with clusters and other INGO
Through LGUs
Partnership
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CONTINGENCY PLAN
What partnerships are needed to make the plan work?
ACF has been working with different modalities with partners during the past
emergencies, especially in Mindanao emergencies. These partnerships are more on
ad-hoc and tailored based on the situation/emergency. The recent ACF initiative in
Mapping, capacity building and assessing partners is expected to improve the ACF
capacity to response in the near future. Other institutional partnership agreements (eg.:
National WASH cluster member) could be used as an extended instruments in
responding and using the resources effectively in emergency response. To date the
engagement of partners by ACF in emergencies is in the form of hiring staff from
partners (see annex 31 for MoA with partner). The possibilities for strong partnership is
yet to be assessed and finalised as part of the missions on-going efforts and integrated
in the emergency response and CP.
Partnerships for supplies/materials/transport/equipments:
As part of the CP, regular items/requirements and suppliers should be identified and
ideally pre-engagement contracts for service/supplies/equipments/works should be
formalised. Securing and ensuring this is in advance and deploying it on-time could be
difficult since the location of the impact or willingness/availability of items cannot be
quartered 100% (too many agencies/suppliers affected/ not possibly logistically etc).
The mission does not have experience in working with this kind of set-up. However, the
following tools and arrangements can be help during the emergency:
1.
List of suppliers and contact details for regular supplies

(FS/WASH/NUT) See Annex 32- Mission Global contact list
2. Price List/catalogue of the Mission - see Annex 33. Price Catalogue
3. Standards are available (for WASH/Nut/FS) refer to SPHERE book
4. Sample of response items/supply
What will the role of these partners be?
The role and responsibility of partners in emergencies have to be determined case-tocase basis. The partners involvement during emergencies can be:
i.
ii.
iii.
iv.
v.
vi.
Support/participate in assessment
Organizing /mobilizing communities/affected people
Coordination with LGU/stakeholders in the field
Identification or areas of response and beneficiaries
Logistic/security assessment support
Support/facilitate distributions
With which partner working (response capacity assessment necessary)
Detail assessment of partners yet to be conducted as part of the missions on-going

effort. Mindanao and Bicol based partners should be prioritised for assessment
because of the hazards/vulnerabilities in the area.
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CONTINGENCY PLAN
Monitoring and evaluation
What monitoring and evaluation indicators will be used?
Monitoring and valuation should be put in place inline with the proposal and according
to the intervention logic and Logical framework. The APR and Sitreps will be used as
monitoring tool while specific tools will have to be developed for evaluation of the
response; based on the nature/quantity of the response. In case of internal evaluation,
ACF evaluation tool can directly be used. Other tools used for monitoring of the
response are:
-
Post Distribution Tools (FS/NFI/WASH) See annex 34

Sanitary survey tools (WASH) See Annex 35
Distribution/construction report
How will they be collected?
M&E/Reports
APR
Frequency
Monthly
Sitrep
Weekly
PDM
As per request
Hygiene promotion Impact On-going

assessment
Sanitary survey tools
On-going
Distribution/construction
report
UN/other reports
How
HoPs to collect data and update
from the field
HoPs to collect data and update
from the field
HoP and Field team to conduct
surveys/FGDs
FGD and surveys
On spot checking and updating
On-going
Based on deliveries/distribution
As available
Through
coordination
internet/cluster
Reporting
What reports will be needed?
The following reports are compulsory for Donor, Mission and HQ. The formats for the
reporting are available (per donor) and should be maintained and used.
- Donor report (Narrative Financial) As per contract
- HQ reports (APR and others as requested by HQ)
- Donor Updates (if requested by Donor)
- Sitreps (as requested by Mission/HQ)
- 4W (for UN/national agencies)
- Update for Clusters and INGOs
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CONTINGENCY PLAN
How often will reports be required?
Reports item
Donor report (Narrative Financial)
HQ reports - (APR and others as requested by
HQ)
Donor Updates
if requested by Donor
Sitreps
as requested by Mission/HQ
4W
for UN/national agencies
Update for Clusters and INGOs
Based
meeting
planned/agreed
schedules
Based on request/to be fixed at the
beginning of response
Update for LGUs
Frequency
As per contract
As per ACF reporting procedures
Logistics
What logistic formats would be usefull ( assessment, security, base set

up)
See annex 38.
What contingency stock is necessary to be set up before the emergency
The contingency stock of the mission is primarily the hardware materials (for WASH).
Food items/supplies that are easily to be spoiled or with less duration of expiry period
should be procured based on the situation or pre-arrangements need to be ensure with
suppliers (decision on this depend on many factors!!!). Generally WASH items
(hardware) can be stocked and maintained for a long period as part of the CP or prepositioning. The table below shows the WASH items that can are now in the country,
being set-up and maintained by the mission. In Annexe 30.Emergency Stock in
Philippine Warehouse there is a list of available materials.
Items
Bladders
Onion
Water Pumps
Dewatering pumps
Pipes and fitting
Water Horse Tapstand kit
Quantity
10
4
10
1
2
17
Remarks
See Annexe 30 for details
X 100m flat hose 2
Also ACF has a WASH Emergency Stock, located in Barcelona, and available for the
mission if needed. The list of materials inside this stock is listed in Annexe 36
The procedure to use any of both emergency stocks is to receive the validation from
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CONTINGENCY PLAN
AECID (donor funding those stocks) justifying the necessity of this material by sending
an IRF.
Security
Please refer to Annex 37 for Security plan at the mission level.
How will security be monitored and managed?

What kind of security measures must be put in place?
How will security measures impact on our ability to implement the plan?
What happens if staff are evacuated?
Are security plans compatible with contingency plans?
Coordination
What coordination will be necessary for the implementation of this

operation?
The necessary coordination (local/national) during the emergency as follows:

Internal:
-
Overall response coordination

Coordination between Mission/HQ/Base
Technical coordination
Security/log issues
Admin/finance and HR issues
External:
-
Coordination with LGUs/Gov agencies

Coordination with UN/Cluster/INGOs etc
Coordination with Donor
Media/press releases
Which coordination bodies will need to be set up?
The Mission level coordination mechanism or EP coordination protocol to be used.

Refer to the Mission and EP organization and coordination structure.
No need for establishing new coordination bodies.
What coordination will be required with national and local authorities?
Different government agencies and departments are responsible during emergency.

For illustration of government agencies role/responsibility, we adopt the recent UNWFP
experience as outlined below. Please note this set-up might changes based on the new
DRM bill and its IRR and need to be revised during CP revisions.
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CONTINGENCY PLAN
Coordination at different level has to be established and ensured during the response
period. The illustration below shows the recent experience from UNWFP during
typhoon ondoy and can be adopted during future emergencies. Please Note that some
structure, like DCCs, are not active or established in all areas in the Philippines.
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CONTINGENCY PLAN
Donors
Which donors will be targeted?
ACF has a well established contact with number of Donors; through different
agreement/modalities (FPA/AECID/ others?). Donors usually targeted are:
ECHO
GENVAL
USAID (??)
UN (through cluster: CAP/FLASH APPEAL etc)
AECID /ACCD/ Caja Madrid (funds managed by HQ)
Emergency Kit
Kit log admin
Kit Log V3 Chapter Log and Admin in emergency (Annex 38)
19.
External Communication
Communication protocols
Communication protocol is to follow the ACF communication guideline and/or Mission

level protocol to put place. External communications requires prior approval from HoM
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CONTINGENCY PLAN
in advance and the content and message should be discussed. Using visibility and
references to Donor in external communications might need donor approval.
Not applicable at this stage
N/A
Media strategy, Press release
Local authorities
N/A: Will depend on where disaster occures

Contact list
See annex: 32
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CONTINGENCY PLAN
7. CAPACITY BUILDING AND CP FOLLOW UP
20.
Gaps identification
ACF response Capacity Assessment and Mission Training Plan

As part of CP design, ACF conducted a capacity assessment at ACF mission level,
except for Tandag base through SWOT analysis. The assessment result of different
staff capacity per base at ACF Philippine mission is presented below.
Table 1. Potential Emergency capacity requirement vs staff capacity
Potential emergency
needs
Staff
with
training
Classification
Staff with
experience
Classification
Immediate needs
Search and rescue
11
low
21
low
First aid
27
71
high
11
29
low
Emergency evacuation
10
26
low
13
34
medium
12
32
low
12
32
low
10
26
low
20
53
medium
Disposal of excreta
12
32
low
13
34
medium
Disposal of garbage
20
53
medium
25
66
medium
Personal hygiene
20
53
medium
27
71
high
Insect and rodent control
15
39
medium
19
50
medium
Food and nutritional

needs
Short-term distribution
14
37
medium
24
63
medium
Long-term distribution
24
low
18
47
medium
Supplementary/curative
feeding
Agriculture
16
low
21
low
17
45
medium
18
47
medium
18
low
12
32
low
Emergency Shelter
21
low
14
37
medium
Buildings/structures
13
low
13
34
medium
13
34
medium
23
61
medium
16
low
20
53
medium
24
low
17
45
medium
18
47
medium
21
55
medium
Water and sanitation

needs
Distribution,
storage,
processing
Rehabilitation/development
of alternative sources
Nutritional monitoring
Shelter needs
NFI distribution
Safety
and
needs
Well-being
security
Safety of beneficiaries
Safety of Staff
Contingency plan Philippines 7. Capacity building and follow up
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CONTINGENCY PLAN
Control of violence
18
low
12
32
low
Control of abuse of power
18
low
13
low
Rapid assessment
24
63
medium
28
74
high
Integrated monitoring and

evaluation
SPHERE standards
15
39
medium
27
71
high
15
39
medium
16
42
medium
Community preparedness
planning
17
45
medium
20
53
medium
Community risk reduction
14
37
medium
16
42
medium
Others
HR (training plan)
Based on the assessment result the will plan and provide trainings to ACF staff to
improve their response capacity in various core sectors and within ACF mandate. As
starting point, ACF already conducted 5 days CP training during 16-20 August 2010 for
core ACF staff in Manila. For other training planned at the mission level please refer to
the annex 13a. Mission Training Plan.
Material (purchase plan)
Required material for trainings not yet identified. This is mainly due to that fact that
some of the trainings are to be conducted on-job or through coaching and others are
yet to be finalised, based on availability of training/resources.
Funds (pre agreements)
Refer to Mision training plan of 2010
Formats (questionnaires, Kit admin log ER, etc)
21.
Capacity building
Description of capacity building activities to be implemented related to each

phase of the emergency (mainly training, assessment kit purchase, contingency
stock, etc..)
This will be implemented as per identified weakness or areas of capacity

improvement required during the SOWT analysis. Refer to table 1 above.
22.
Preparedness plan budget
Budget required for capacity building, training and contingency material

Refer to Mission training plan, need to be updated soon.
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CONTINGENCY PLAN
23.
Contingency Plan update and follow up
Update frequency and responsibilities by position
Every 3 months
65/65

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CONTINGENCY PLAN

FOR HUMANITARIAN ASSISTANCE

Contingency plan Philippines 1. Background and executive summary

Contingency plan Philippines 1. Background and executive summary

1.2 Institutional policy and framework

Contingency plan Philippines 1. Background and executive summary

1.3 Leading process

1.4 Reference and bibliography

Contingency plan Philippines 1. Background and executive summary

Contingency plan Philippines 1. Background and executive summary

Figure 1. Vulnerability map of the Philippines.

Contingency plan Philippines 2. Context Analysis

International dialing code: +63

Contingency plan Philippines 2. Context Analysis

2.2 Population Data and Food Economy areas

Contingency plan Philippines 2. Context Analysis

2.3 General indicators WASH

Contingency plan Philippines 2. Context Analysis

Contingency plan Philippines 2. Context Analysis

2.4 General indicators FS

Source: National Statistical Coordination Board

Contingency plan Philippines 2. Context Analysis

Urban - Rural Difference

Source: National Statistical Coordination Board

2.5 General indicators Health and Nutrition

Contingency plan Philippines 2. Context Analysis

Contingency plan Philippines 2. Context Analysis

Contingency plan Philippines 2. Context Analysis

Contingency plan Philippines 2. Context Analysis

2.6 Analysis of the national disaster reduction system

Contingency plan Philippines 2. Context Analysis

2.7 Vulnerable groups and areas

2.8 Security analysis

Contingency plan Philippines 2. Context Analysis

2.9 Other relevant

2.10 Reference and bibliography

Contingency plan Philippines 2. Context Analysis

Contingency plan Philippines 2. Context Analysis

3. HAZARD AND RISK ANALYSIS

Contingency plan Philippines 3. Hazard and risk analysis

4. Analysis of current potential threats

Refer to drought sheet

Contingency plan Philippines 3. Hazard and risk analysis

Refer to landslide sheet

Refer to storm surge

Refer to tropical cyclone

Some parts of the

Contingency plan Philippines 3. Hazard and risk analysis

Refer to conflict sheet.

In the past years, the

The global pandemic

Contingency plan Philippines 3. Hazard and risk analysis

(Risk Index: 24)

(Risk Index: 20)

(Risk Index: 16)

Contingency plan Philippines 3. Hazard and risk analysis

6. Seasonal Risk calendar

8. General response capacity

Contingency plan Philippines 3. Hazard and risk analysis