Disaster Nursing Merged

Republic Act 10121
Primer on the
Disaster Risk
Reduction and
Management (DRRM)
Act
of 2010
DRRNetPhils
Disaster Risk Reduction Network Philippines
1
disaster response
The provision of emergency services and public assistance during or
immediately after a disaster in order to save lives, reduce health
impacts, ensure public safety and meet the basic subsistence needs
of the people affected. Disaster response is predominantly focused
on immediate and short‐term needs and is sometimes called
“disaster relief”.
Hazard
Prepare for Hazards A phenomena, event, occurrence or
Know the hazards human activity that may cause injury,
Contingency Planning
loss of lives and damage to property and
the environment
Monitor Hazards
Early warning systems Typhoons Wars
Floods Epidemics
Mitigate Hazards Drought Terrorism
Protect communities Earthquake
through infrastructure Tsunami Disaster Risk
Fire
Exposure of vulnerable
communities to a hazard
T
Exposure In
The degree to which people and properties are Soc
Minimize Exposure
Relocate likely to experience hazards
Evacuate
Dense population
Living in high‐risk areas
2 R.A. 10121: Disaster Risk Reduction & Management Act

disaster risk reduction
A systematic effort to analyze and manage the
causes of disasters by reducing vulnerabilities and
enhancing capacities in order to lessen the adverse
impacts of hazards and the probability of disaster
Vulnerability and Capacity

The characteristics of a community that make it susceptible to a
hazard or capable of coping and recovering from the damaging
effects of a disaster.
VULNERABILITY CAPACITY
Poverty Overexploited and Wise use of resources
Disabilities degraded natural resources Robust infrastructure
Poor health and sanitation Poor infrastructures Strong and good
Hunger Poor governance governance
Poor land use planning
e
d
Reduce Vulnerabilities
Enhance Capacities
Organized communities Reduced poverty
Transfer Risks Strong governance Diversified livelihoods
Insurance and Food security Management of natural resources
Social protection Quality education Protection of the environment
Health and sanitation Access to lifeline elements
Access to safe water Retrofitting
Infrastructure development
etc...
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The DRRM Act
Why do we need to give importance to disasters?
Disasters cause the destruction of communities, death of millions, and collapse of people's
livelihoods. Disasters leave indelible impacts on physical landscapes and on people's minds. In
development terms, disasters can mean serious economic impact on nations, communities,
and households. For a developing nation like the Philippines, disasters also pose major
hurdles for the achievement of the Millennium Development Goals (MDG).
The Philippines is one of the world's most disaster prone nations. The exposure of the
Philippines to disasters can be attributed to its geographical and physical characteristics.
Earthquakes are common and volcanoes abound because the country is in the Pacific Ring of
Fire. The Philippines also absorbs the full strength of typhoons that develop in the Pacific
Ocean.
Aside from natural causes, the Philippines also experiences human‐induced disasters. These
are brought about by hazards that are of political and socio‐economic origins and
inappropriate and ill‐applied technologies. Many are forced to evacuate during times of
conflict. People die from earthquakes primarily because of the collapse of substandard
buildings. The health of people is severely affected because of industrial and domestic waste
that pollutes the water, land and air.
Hazards become disasters only if vulnerable people and resources are exposed to them.
People who live in poverty and adverse socio‐economic conditions are highly vulnerable to
disasters. The most vulnerable sectors include the poor, the sick, people with disabilities, the
elderly, women and children. Although many people may be affected, these vulnerable
sectors will have the least capacity to recover from the impact of a disaster.
In this context, it is important for society to strengthen the capacity of vulnerable sectors. In
doing so, the vulnerable sectors cease to be victims of disasters and will become agents of
change for meaningful development of communities.
What is the DRRM Act?

Republic Act No. 10121 or the Philippine Disaster Risk Reduction and Management Act of
2010 (DRRM Act) is a new law which transforms the Philippines’ disaster management system
from disaster relief and response towards disaster risk reduction (DRR). It was approved on
May 27, 2010. It repealed Presidential Decree No. 1566 which was enacted way back in 1978.

Why do we need to have a new law?
Under the old law (P.D. 1566), disaster management centered only around the hazard and the
impacts of a disaster. It assumed that disasters cannot be avoided. Most of the plans were on
the provision of relief goods and infrastructures like dikes an flood control systems. The
government’s response to disaster was focused on disaster response. The national and local
governments were reactive to disasters.
Development will remain backwards if this continued. The DRRM Act comes at a time when
the Philippines grapples for answers to the ever increasing risk of its people to disasters,
particularly in the face of intensified global climate change.
We need a more proactive approach to managing disaster risks. The DRRM Act transforms
and reforms the way we deal with disasters. We now recognize that impacts of disasters can
be reduced by addressing the root cause of disaster risks. The government shifts its focus from
disaster response to disaster risk reduction (DRR). This puts more emphasis on strengthening
people’s capacity to absorb stress, maintain basic functions during a disaster and bounce back
better from disasters. The DRRM Act institutionalizes the best practices of local communities
which have been implementing effective DRMM in their respective areas.
The DRRM Act provides a responsive and proactive manner of addressing disasters through a
framework that:
• Prioritizes on community level DRRM focusing on the most vulnerable sectors (i.e., the
poor, the sick, people with disabilities, the elderly, women and children)
• Recognizes the important role and strengthens capacities of local communities
• Ensures broad‐based and greater participation from Civil Society
• Addresses root causes of disaster risks
Paradigm Shift
Top‐down and centralized Bottom‐up and participatory
disaster management disaster risk reduction
Disasters as merely a Disaster mainly a reflection of

function of physical hazards people’s vulnerability
Focus on disaster response Integrated approach to genuine

and anticipation social and human development to
reduce disaster risk
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Hyogo Framework of Action
What is the basis of the DRRM Act?
The DRRM Act adopts and adheres to principles & Strategic Goals
(a) Effective integration of disaster
strategies consistent with the international standards set
risk considerations into
by the Hyogo Framework for Action (HFA). The HFA is a
sustainable development
comprehensive, action‐oriented response to policies, planning and
international concern about the growing impacts of programming at all levels ‐
disasters on individuals, communities & national disaster prevention, mitigation,
development. preparedness and vulnerability
reduction
The HFA was developed following the tsunami in 2004
(b) Development and strengthening
which claimed more than 200,000 lives and massively of institutions, mechanisms and
damaged properties and the environment. This capacities at all levels
emphasized the need for a paradigm shift from disaster
response to disaster risk reduction (DRR). (c) Systematic incorporation of risk
reduction approaches into the
design and implementation of
The HFA was formulated and adopted by 168
emergency preparedness,
governments at the World Conference on Disaster response and recovery
Reduction held in Kobe, Hyogo Prefecture, Japan in programmes in the
2005. It is aimed at building the resilience of nations and reconstruction of affected
communities to disasters, and reducing vulnerabilities communities
and risks to hazards. On September 14, 2009, the
Philippine Senate ratified the ASEAN Agreement on Disaster Management and Emergency
Response (AADMER) which is ASEAN’s affirmation of its commitment to the HFA.
Priorities for Action

What are the salient features of the DRRM Act?
• Coherence with international framework • Empowerment of local government units
• Adherence to universal norms, principles, (LGUs) and civil society organizations
and standards of humanitarian assistance (CSOs) as key partners in disaster risk
• Good governance through transparency reduction
and accountability • Integration of the DRRM into the
• Strengthened institutional mechanism for educational system
DRRM • Establishment of the DRRM Fund
• Integrated, coordinated, multi‐sectoral, (DRRMF) at the national and local levels
inter‐agency, and community‐based • Providing for provisions on the declaration
approach to disaster risk reduction of a state of calamity, remedial measures,
prohibited acts and penalties
Who are involved in DRRM as mandated
in the DRRM Act?
National government. The different government
departments and agencies with responsibilities
related to DRRM are constituted as members of
the National DRRM Council (NDRRMC) to ensure
consistency in the DRRM policies, plans and
programs of the government (Sec. 5).
Local government units (LGU). LGUs are
considered as the frontliners and “first responders”
in every disaster event (Sec. 15). They take the lead in
preparing for, responding to, and recovering from the
effects of any disaster.
Civil society organizations (CSO), the private sector and volunteers. Civil society
organizations and the private sector play key formal and informal roles in effective DRRM.
They complement and enhance the government’s resources and efforts in implementing an
effective DRRM. Their participation and involvement in all aspects of DRRM from planning to
implementation is ensured through their membership at all levels of governance (Sec. 2.d;
Sec. 5.hh & ii; Sec. 11.a.17 & 18; and Sec. 12.d) and through an accreditation process (Sec. 13).
Examples of CSOs are cooperatives, peoples organizations, neighborhood associations, non‐
government organizations, church‐based organizations and academic institutions.
Communities. Communities, including the most vulnerable sectors, are both disaster victims
and agents of change. It is crucial to strengthen, institutionalize and scale up the skills,
knowledge and innovative practices that they have initiated and sustained in DRRM. Their
active and substantive participation at all levels of DRRM coordination is recognized since they
are most familiar with their situation. They themselves shall determine which approach is
most appropriate for them (Sec. 2.d and Sec. 12.d).
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Structure
How has the DRRM structure changed?
The DRRM Act clarified the distinction between oversight versus implementation of DRRM in
order to strengthen the capacities of local governments. It broadened the membership of the
DRRM Councils at all levels. It also recognizes the importance of local communities by
institutionalizing the participation of civil society organizations and the private sector.
National DRRM Council (NDRRMC)

The National Disaster Risk Reduction and Management Council (NDRRMC) is a multi‐
sectoral body composed of the heads of the different executive departments of government,
government institutions, local government associations, civil society organizations, and the
private sector. It shall oversee the DRRM system in the Philippines. (Secs. 5 and 6)
Restructuring of Institutions
PD 1566 DRRM Act
Overseeing Implementing
National
National DCC OCD (Secretariat) OCD
DRRMC
Regional DCC Regional OCD Regional

DRRMC Office
Provincial Provincial
Provincial DCC DRRMO
DRRMC
City/Municipal DCC City/Municipal City/Municipal

DRRMC DRRMO
Barangay Barangay DRRM

Barangay DCC Development Committee
Council

National Disaster Risk Reduction and
Management Council (NDRRMC)
DND
Chair
DILG DSWD DOST NEDA

Vice ‐Chair Vice ‐Chair Vice ‐Chair Vice Chair
Disaster Response Prevention & Rehabilitation &
Preparedness Mitigation Recovery
MEMBERS:
AFP DA DBM DENR DepEd
DOE DOH DOF DOJ DOLE DOT
PNRC OCD Executive

DOTC DTI Secretary
New members:
CHED CCC DPWH DFA HUDCC
GSIS NCRFW OPAPP PHIC PNP SSS
LCP LPP LMP LMB ULAP
NAPC‐ Press Private

VDC Secretary Sector
CSO CSO CSO CSO
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Regional DRRM Councils (RDRRMC)
The Regional DRRM Councils (RDRRMC) are responsible for coordinating, integrating,
supervising and evaluating DRRM activities of the Local DRRM Councils. The RDRRMC is
chaired by the Regional Director of the OCD. It is responsible for ensuring disaster sensitive
regional development plans, and convening the different regional line agencies and concerned
institutions and authorities in case of emergencies (Sec. 10).
Local DRRM Councils

(LDRRMC) Composition of the LDRRMC (Sec. 11.a)
The Local DRRM Councils are Governor/ Mayor
found at the provincial, city, Chair
and municipal levels. The
Barangay Development Members
Council (BDC) shall assume
the powers and functions of DRRM Engineering Health
Officer Officer Officer
the council at the barangay
level. The LDRRMC is ABC PNRC PNP AFP
composed of multi‐sectoral
and multi‐agency members. Gender & Superinten‐ Planning & Bureau of
LDRRMCs oversee the Dev’t dent of Dev’t Fire
implementation of the Local Officer Schools Officer Protection
DRRM Plans (LDRRMPs)
formulated by Local DRRM Agriculture Veterinary Budget Social Welfare
Offices (LDRRMOs) (Sec. 11). Officer Officer Officer & Dev’t Officer
Local DRRM Offices CSO CSO CSO CSO Private Sector

(LDRRMO)
Local DRRM Offices sets the direction,
LDRRMO (Sec. 12)
development, implementation and
coordination of DRRM programs and DRRM Officer
activities within their territorial jurisdictions.
The LDRRMOs are established in every Administrative Research & Operations &
province, city and municipality (PDRRMO, & Training Planning Warning
CDRRMO and MDRRMO) (Sec. 12 .a).
At the barangay level, Barangay DRRM Committees (BDRRMC) shall be established (Sec. 12.a)
with at least two (2) members representing the civil society organizations (CSOs). The
BDRRMC shall be a regular committee of the BDC (Sec. 12.d).
The LDRRMO is under the Office of the Governor, City or Municipal Mayor, and Barangay
Captain. Each office will be headed by a DRRM Officer to be assisted by three staff (Sec. 12.b).

Disaster Risk Reduction
What will guide the DRRM implementation?
National DRRM Framework (NDRRMF)
The National Disaster Risk Reduction and Management Framework (NDRRMF) serves as
the principal guide to disaster risk reduction and management efforts in the country. This shall
be developed by the NDRRMC. It shall be the basis for the formulation of the National DRRM
Plan (NDRRMP). It shall provide for a comprehensive, all‐hazards, multi‐sectoral, inter‐agency
and community‐based approach to DRRM. (Sec. 3.y and Sec. 6.a)
National DRRM Plan (NDRRMP)

The NDRRMP shall be formulated and implemented by the Office of Civil Defense (OCD) (Sec.
3.z and Sec. 9.b). The NDRRMP sets out goals and specific objectives for reducing disaster
risks. This includes:
a) identification of hazards, vulnerabilities and risks to be managed at the national level;
b) DRRM approaches and strategies to be applied in managing said hazards and risks;
c) agency roles, responsibilities and line of authority at all government levels; and,
d) vertical and horizontal coordination of DRRM in the pre‐disaster and post‐disaster phases.
Local DRRM Plans (LDRRMP)

The Local DRRM Plan will guide DRRM implementation at the local level. The LDRRMP will
be formulated by the LDRRMOs/BDRRMC in close coordination with the local development
councils. (Sec. 12.c.6)
National DRRM Framework
National DRRM Plan
Local DRRM Local DRRM Local DRRM

Plan Plan Plan
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Governance
How will DRR be prioritized in national and local governance?
Disaster risk reduction is prioritized by mainstreaming and integrating it in the national and
local development processes. This includes policy formulation, socio‐economic development
planning, budgeting, and governance. Particular areas covered are environment, agriculture,
water, energy, health, education, poverty reduction, land‐use and urban planning, and public
infrastructure and housing, among others (Sec. 2.g).
In order to guarantee
this, government National
agencies/ institutions DRR- National DRRM
Sensitive National DRRM Framework
and relevant
Plans and Government Council
commissions, LGUs, Programs Agencies
CSOs and the private
sector are represented National
OCD
in overseeing and DRRM
Plan
implementing
structures of DRRM at
Local
all levels of government.
Development Local
Close coordination Councils Local
DRRM DRRM
between the DRRM
Offices Plan
councils and the local
development councils is
mandated in the law. DRR-Sensitive DRR-Sensitive
Local Local Development
Comprehensive Plans, Programs
Land Use Plan and
Budgets
DRR-Sensitive
Local
Comprehensive
Development
Plan

How can DRRM initiatives be sustained by the government?
1. Participation – Inclusion of CSOs and the private sector in DRRM Councils to monitor
government performance and engage government in the coordination, planning,
implementation and evaluation of DRRM activities.
2. Capacity ‐
• Formulation of a national institutional capability building program for disaster risk
reduction and management by the NDRRMC to address specific weaknesses of various
government agencies and LGUs, based on the results of a biennial baseline
assessment and studies (Sec. 6.1)
• Periodic awareness & education programs to accommodate newly elected officials &
members of the LDRRMCs through the DRRM Training Institutes (Sec. 9.i par. 3)
• Constitution of a technical management group to coordinate and meet as often as
necessary to effectively manage and sustain national efforts on DRRM (Sec. 6.0);
3. Funds ‐
• Submission of programming and reports relating to the LDRRMF by the LDRRMO
through the LDRRMC and the LDC to the local sanggunian (Sec. 12.c.7) and to the
local Commission on Audit (COA) (Sec. 12.c.24)
• Monitoring of releases, utilization, accounting and auditing of the LDRRMF in
accordance with the guidelines and procedures provided by the NDRRMC (Sec. 6.i)
4. Standards ‐
• Formulation of national standards by the OCD in carrying out disaster risk reduction
programs. This includes preparedness, mitigation, prevention, response and
rehabilitation works, from data collection and analysis, planning, implementation,
monitoring and evaluation (Sec. 9.d).
• Formulation of standard operating procedures in all aspects of DRRM including
coordination before and after disasters at all levels (Sec. 9.g)
5. Penalties ‐ Penalizing public officers who are found guilty beyond reasonable doubt of
committing prohibited acts. Noteworthy is “dereliction of duties which leads to
destruction, loss of lives, critical damages of facilities and misuse of funds” (Sec. 19)
6. Monitoring, Evaluation, and Review
• Regular review of the NDRRMF every five (5) years or as deemed necessary in order to
ensure its relevance to the times (Sec. 6.a)
• Monitoring and evaluation by NDRRMC of the development and enforcement by
agencies and organizations of the various laws, guidelines, codes or technical
standards required by the Act (Sec. 6.g). LDRRMC shall approve, monitor and evaluate
the implementation of the LDRRMPs and regularly review and test the plan consistent
with other national and local planning programs (Sec. 11.b.1).
• Periodic assessment and performance monitoring by the OCD of NDRRMC member‐
agencies and Regional DRRMCs (Sec. 6.p).
• Sunset review to be conducted by the Congressional Oversight Committee within five
years after the effectivity of the Act, or as the need arises, for purposes of determining
remedial legislation (Sec. 27).
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Risk Assessment
Why is Risk Assessment important?
Risk assessments are critical for communities to recognize the risks they face. Risk
assessments serve as the first step in reducing vulnerabilities of communities. It identifies
hazards and exposed vulnerable sectors in the community. It guides communities to prioritize
actions and develop effective strategies for disaster prevention, mitigation, preparedness and
response.
How does the DRRM Act enhance Risk Assessment?

Assessment tools on the existing and potential hazards and risks shall be developed under the
new law. The identification, assessment and prioritization of hazards and risks are the
responsibilities of the OCD at the national level (Sec. 9.c) and the LDRRMOs at the local level
(Sec. 12.c.9).
The results of these risk assessments shall be

consolidated into a Disaster Risk Reduction
and Management Information System and
Geographic Information System‐based
national risk map and a local risk map. These
risk assessments shall provide the basis for
the formulation of the NDRRMP and the
LDRRMPs. This will also aid the development
of the national early warning and alert
system and the local multi‐hazard early
warning system by the NDRRMC and the
LDRRMOs, respectively.
The law ensures multi‐stakeholder

consultation and participation in risk
assessments. This facilitates sharing of
experiences and best practices on
prevention, mitigation and preparedness and
recovery among communities. It broadens
knowledge on potential hazards. In this way,
it is easier for communities to understand
Ensuring community awareness, and agree on DRRM strategies.
understanding and engagement through
participatory risk assessments
Knowledge Management
Why is Knowledge Management important for DRRM?
It is difficult to promote DRRM if the disasters are viewed mainly as a consequence of fate.
Through popularized and enhanced knowledge on DRRM, the culture of safety and
preparedness can be cultivated effectively in the whole community.
How does the DRRM Act enhance Knowledge Management?

Disaster related information is fundamental in the formulation of risk reduction programs.
This includes socio‐economic data, documentation from past disaster events, maps, and
scientific data, etc. The development of a DRRM Information System (Sec. 6.d) promotes
access to and application of these information. It thereby builds awareness of disaster risks
and measures to reduce these risks. Information sharing among the various government
agencies is encouraged subject to the standard operating procedures to be formulated by the
OCD (Sec. 9.g).
Within the jurisdiction of the LGUu, the LDRRMO has the primary responsibility of
consolidating and disseminating local disaster information. It can raise public awareness about
these hazards, vulnerabilities and risks, their nature, effects, early warning signs and counter‐
measures (Sec. 12). It shall maintain a database of human resource, equipment, directories,
and location of critical infrastructures (i.e., hospitals and evacuation centers) and its capacities
(Sec.12.c.3;Sec.10&Sec. 12).
The DRRM Training Institutes

shall be established in
suitable locations to enhance
capacity building. The DRRM
Training Iinstitute shall
implement a research
program to upgrade
knowledge and skills and
document best practices on
DRRM. This will allow more
people to benefit from the
DRRM learning of different
communities. (Sec. 9.i).
Setting up billboards about local risks and contingency plans of the

community builds awareness and preparedness in times of disaster.
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The DRRM Act also recognizes the important role of
the youth. DRR is mainstreamed into the
educational system and in the programs of the
Sangguniang Kabataan (SK) (Sec. 14).
In coordination with the OCD, DRR will be

incorporated into the school curricula through the
DepEd, CHED, TESDA, National Youth Commission
(NYC), DOST, DENR, DILG‐BFP, DOH, DSWD and
other agencies. DRR will be included in lessons for
high school and college. It is also incorporated in the
National Service Training Program (NSTP). It will be
implemented in both public and private educational
institutions, including formal and non‐formal
education, vocational schools, programs for
indigenous peoples and out‐of‐school youth.
Planting of trees along riverbanks to

mitigate soil erosion
Experimenting with tall flood resilient rice varieties in farms projected

to have excessive rainfalls due to climate change
Vulnerability Reduction
How can the DRRM Act reduce vulnerabilities?
The biggest shift is the recognition that the damaging effects of disasters can be reduced by
reducing vulnerabilities and enhancing capacities of local communities. It is not necessary to
wait for a disaster to happen before planning and taking action against hazards.
Before, the local calamity fund can only be used after a declaration of a state of calamity.
Now, the fund has been renamed as the DRRM Fund and is encouraged to be used to fund
activities to reduce vulnerabilities. It can be used to fund training of personnel; procurement of
equipment, and capital expenditures; the conduct of
participatory risk assessments; the establishment of early
warning systems; the conduct of emergency drills; public
awareness campaigns; the purchase of communication
equipment; construction of safe evacuation centers; etc.
Vulnerabilities are further reduced when disaster risk

reduction and climate change adaptation strategies are
mainstreamed in local government budgeting and
planning processes.
Painting of flood level markers on

river walls become part of the local
early warning system
Setting up of rainwater harvesting facilities in communities prone

to dry spells and in regions projected to have less rainfall due to
climate change.
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What is the difference between the DRRM Fund and the previous
Calamity Fund?
• A declaration of a state of calamity is no longer necessary to access and utilize the DRRM
Fund.
• The Local DRRM Fund shall be sourced from not less than 5% of the estimated revenue
from regular sources (Sec. 21 par. 1).
• The DRRM Fund can be used for DRRM. It can be used to implement the DRRM Plan.
Thirty percent (30%) of the fund shall be set aside as a Quick Response Fund (QRF) for
relief and recovery programs. (Sec. 21 par 1; Sec. 22.a & c )
• Unexpended LDRRMF goes to a trust fund which will be used solely for DRRM activities of
the LDRRMC within the next five (5) years. Funds which are still not fully utilized after five
(5) years shall go back to the general fund and will be available for other social services to
be identified by the local sanggunian. (Sec. 21 par. 3)
• The LDRRMC may transfer the DRRM Fund to support disaster risk reduction work of
other LDRRMCs which are declared under a state of calamity (Sec. 21 par.1)
How is the proper utilization of the DRRM Fund ensured?

At the local level, the LDRRMO through the LDRRMC and the LDC shall submit the proposed
programming of the LDRRMF to the local sanggunian (Sec. 12.c.7). It shall likewise submit the
report on the utilization of the LDRRMF and other dedicated DRRM resources to the local
Commission on Audit (COA) (Sec. 12.c.24). Releases, utilization, accounting and auditing of
the LDRRMF shall be monitored and shall be in accordance with the guidelines and procedures
by the NDRRMC (Sec. 6.i; Sec. 22.d).
The LDRRM Plan shall be the

basis for the use and
disbursement of the Local
DRRM Fund. This shall be
monitored and evaluated by the
LDRRMC (Sec. 21).
Funds can be used for sandbagging and stabilization of riverbanks.

Disaster Preparedness
How does the DRRM Act build capacities in disaster preparedness?
The LDRRMO shall conduct public awareness programs
and activities to provide stakeholders with knowledge and
skills in preparing for disasters (Sec. 12.c; Sec. 10 and Sec.
17).
Also, public sector employees are required to undergo

training in emergency response and preparedness (Sec.
14).
The LDRRM Fund can be utilized for pre‐disaster

preparedness programs such as training, purchasing life‐
saving rescue equipment, stockpiling of food and
medicine (Sec. 21 par. 1).
Preparing LGUs for disasters by

purchasing life‐saving equipment
Accelerating livelihood recovery through seedbanks in the local

community
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Disaster Response
What happens when a disaster strikes?
A State of Calamity can be declared so that disaster response can be coordinated, remedial
measures can be taken, and the Quick Response Fund can be used to provide assistance to
those affected.
Who can declare a State of Calamity?

The President can declare a state of calamity upon the recommendation of the NDRRMC. The
local sanggunian may now also declare and lift the state of calamity within their locality. This is
upon the recommendation of the LDRRMC based on the results of the damage assessment
and needs analysis (Sec. 16).
What are remedial measures?

Remedial measures are the mandatory
courses of action which shall immediately
be undertaken during the declaration of a
state of calamity (Sec. 17). These are as
follows:
1. Imposition of a price ceiling on basic
necessities and prime commodities
2. Prevention of overpricing/profiteering
and hoarding of prime commodities,
medicines and petroleum products
3. Programming/reprogramming of funds
for the repair and upgrading of public
infrastructure
4. Granting of no‐interest loans by
government financing institutions to the
most affected population
Conducting Emergency drills for different forms

of hazards raises awareness and informs
residents of emergency contingency plans.

How will DRRMCs coordinate during a disaster?
The LDRRMCs take the lead in preparing for, responding to, and recovering from the effects
of any disaster based on the following criteria (Sec. 15):
• The Barangay Development Council– One (1) barangay is affected
• The City/Municipal DRRMCs— Two (2) or more barangays are affected
• The Provincial DRRMC ‐ two (2) or more cities/municipalities are affected
• The Regional DRRMC—Two (2) or more provinces are affected
• The NDRRMC— Two (2)or more regions are affected
The LDRRMCs shall coordinate with the private sector and CSO groups through the LDRRMO.
The LDRRMO conduct continuous disaster monitoring and mobilize volunteers to utilize their
facilities and resources (Sec. 12.c.8). The
LDRRMO shall respond to and manage the
adverse effects of emergencies and carry
out recovery activities in the affected area
(Sec. 12.c.16).
Distribution of relief goods should be organized to

ensure the dignity of affected communities
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Prohibitions and Penalties
What are the prohibitions?
1. Dereliction of duties which leads to 10. Misrepresenting the source of relief
destruction, loss of lives, critical damage goods, equipment or other aid
of facilities and misuse of funds commodities by:
2. Preventing the entry and distribution of a. Either covering, replacing or defacing
relief goods in disaster‐stricken areas, the labels of the containers to make it
including appropriate technology, tools, appear that the goods, equipment or
equipment, accessories, disaster teams/ other aid commodities came from
experts another agency or persons
3. Buying, for consumption or resale, from b. Repacking the goods, equipment or
disaster relief agencies any relief goods, other aid commodities into containers
equipment or other aid commodities with different markings to make it
which are intended for distribution to appear that the goods, came from
disaster affected communities another agency or persons or was
4. Buying, for consumption or resale, from released upon the instance of a
the disaster affected recipient any relief particular agency or persons
goods, equipment or other aid c. Making false verbal claim that the
commodities received by them goods, equipment or other aid
5. Selling of relief goods, equipment or other commodity in its untampered original
aid commodities which are intended for containers actually came from another
distribution to disaster victim agency or persons or was released
6. Forcibly seizing relief goods, equipment upon the instance or a particular
or other aid commodities intended for or agency or persons
consigned to a specific group of victims or 11. Illegal solicitations by persons or
relief agency organizations representing others as
7. Diverting or misdelivery of relief goods, defined in the standards and guidelines
equipment or other aid commodities to set by the NDRRMC
persons other than the rightful recipient 12. Deliberate use of false or inflated data in
or consignee support of the request for funding, relief
8. Accepting, possessing, using or disposing goods, equipment or other aid
relief goods, equipment or other aid commodities for emergency assistance or
commodities not intended for nor livelihood projects
consigned to him/her 13. Tampering with or stealing hazard
9. Substituting or replacing relief goods, monitoring and disaster preparedness
equipment or other aid commodities with equipment and paraphernalia.
the same items or inferior/cheaper quality

What are the penalties for committing the prohibited acts?
Section 20 of the DRRM Act imposes the penalty of
1. Fine between P50,000to P500,000
2. Imprisonment between six months to one year
3. Both fine and imprisonment
4. Confiscation or forfeiture of the objects and instrumentalities used
For government officials, he/she shall be perpetually disqualified from public office in addition
to the fine, imprisonment and confiscation.
For a corporation, partnership or association, or other groups, the penalty shall be imposed
upon the officers. Their licenses or accreditation can also be cancelled or revoked.
For a foreigner, he/she can be deported after service of the sentence.
It is the primary responsibility of government to respond to disasters.

Humanitarian agencies start to help only if the government is unable or
unwilling to respond to the needs of all affected people
23
Directory
National Agencies: OCD sa mga Rehiyon:
NDRRMC (02) 9115061 to 64 CAR (074) 6190966/ 3042256

Region I (072) 6076526/ 7004747
Philippine National Hotline: 143
Region II (078) 8441630
Red Cross (02) 5270000
Region III (045) 4551526
PAGASA (02) 434‐2696 Region IV‐A (049) 8344244/ 5317279
(for weather updates) Region IV‐B (043) 7234248
PHIVOLCS (02) 426‐1468 to 79 Region V (052) 4811656/ 4815031
(for earthquakes, tsunami and volcanic eruptions) Region VI (033) 3376671/ 5097971
Region VII (032) 4165025/ 2536730
Mines & Geosciences (02) 928‐8642 Region VIII (053) 3238453
Bureau (02) 920‐9120 Region IX (062) 2153984
(for landslides) Region X (088) 8573988
Region XI (082) 2332022/ 2330611
DRRNet Philippines (02)374‐7619 Region XII (083) 5532984
c/o Ruel Cabile loc 428 & 423 BASULTA (082) 9913450
World Vision Development Foundation CARAGA (085) 5156345/ 3428753
389 Quezon Ave cor West 6th St. Maguindanao (064) 4250330
Quezon City, Metro Manila NCR (02) 4673749
Acknowledgement
This primer was written by Atty. Eunice Agsaoay‐Saño, with editorial and design support
provided by Allan Vera.
This primer is intended to serve as an aid to understanding and popularizing the DRRM Act. It is
by no means intended to replace the actual text of the law. If there are any inconsistency in this
primer with the actual provisions of the law, the text of the law shall prevail. The full text of RA
10121 can be accessed through the following web link:
http://www.senate.gov.ph/republic_acts/ra%2010121.pdf
The Implementing Rules and Regulations (IRR) of the DRRM Act was approved on September 27,
2010. The full text of the IRR can be accessed at: http://ndcc.gov.ph/attachments/095_IRR.pdf
This primer is made possible

through the support of:

Sendai Framework
for Disaster Risk Reduction
2015 - 2030
1
Sendai Framework
2015-2030
Table of Contents
Foreword 5
Sendai Framework
for Disaster Risk Reduction 2015-2030 7
Index 28
Chart 36
Foreword
The Sendai Framework for Disaster Risk Reduction 2015-2030 was adopted at the Third
UN World Conference in Sendai, Japan, on March 18, 2015. It is the outcome of stakeholder
consultations initiated in March 2012 and inter-governmental negotiations from July 2014
to March 2015, supported by the United Nations Office for Disaster Risk Reduction at the
request of the UN General Assembly.
The Sendai Framework is the successor instrument to the Hyogo Framework for Action
(HFA) 2005-2015: Building the Resilience of Nations and Communities to Disasters. The
HFA was conceived to give further impetus to the global work under the International
Framework for Action for the International Decade for Natural Disaster Reduction of 1989,
and the Yokohama Strategy for a Safer World : Guidelines for Natural Disaster Prevention,
Preparedness and Mitigation and its Plan of Action, adopted in 1994 and the International
Strategy for Disaster Reduction of 1999.
The Sendai Framework is built on elements which ensure continuity with the work done
by States and other stakeholders under the HFA and introduces a number of innovations
as called for during the consultations and negotiations. Many commentators have
identified the most significant shifts as a strong emphasis on disaster risk management
as opposed to disaster management, the definition of seven global targets, the reduction
of disaster risk as an expected outcome, a goal focused on preventing new risk, reducing
existing risk and strengthening resilience, as well as a set of guiding principles, including
primary responsibility of states to prevent and reduce disaster risk, all-of-society and
all-of-State institutions engagement. In addition, the scope of disaster risk reduction has
been broadened significantly to focus on both natural and man-made hazards and related
environmental, technological and biological hazards and risks. Health resilience is strongly
promoted throughout.
The Sendai Framework also articulates the following: the need for improved understanding
of disaster risk in all its dimensions of exposure, vulnerability and hazard characteristics; the
strengthening of disaster risk governance, including national platforms; accountability for
disaster risk management; preparedness to “Build Back Better”; recognition of stakeholders
and their roles; mobilization of risk-sensitive investment to avoid the creation of new risk;
resilience of health infrastructure, cultural heritage and work-places; strengthening of
international cooperation and global partnership, and risk-informed donor policies and
programs, including financial support and loans from international financial institutions.
There is also clear recognition of the Global Platform for Disaster Risk Reduction and the
regional platforms for disaster risk reduction as mechanisms for coherence across agendas,
monitoring and periodic reviews in support of UN Governance bodies.
UNISDR has been tasked to support the implementation, follow-up and review of the
Sendai Framework.
Margareta Wahlström,
United Nations Special Representative of
the Secretary-General for Disaster Risk Reduction
5
Sendai Framework
2015-2030
Contents
Preamble 9
Expected outcome and goal 12
Guiding principles 13
Priorities for action 14

Priority 1: Understanding disaster risk 14
Priority 2: Strengthening disaster risk governance
to manage disaster risk 17
Priority 3: Investing in disaster risk reduction for resilience 18
Priority 4: Enhancing disaster preparedness for effective
response and to “Build Back Better” in recovery, rehabilitation
and reconstruction 21
Role of stakeholders 23
International cooperation and global partnership 24
7
I. Preamble
1. The Sendai Framework for Disaster Risk Reduction 2015–2030 was adopted at the Third
United Nations World Conference on Disaster Risk Reduction, held from 14 to 18 March 2015 in
Sendai, Miyagi, Japan, which represented a unique opportunity for countries:
(a) To adopt a concise, focused, forward-looking and action-oriented post 2015 framework
for disaster risk reduction;
(b) To complete the assessment and review of the implementation of the Hyogo Framework
for Action 2005–2015: Building the Resilience of Nations and Communities to Disasters;1
(c) To consider the experience gained through the regional and national strategies/
institutions and plans for disaster risk reduction and their recommendations, as well
as relevant regional agreements for the implementation of the Hyogo Framework for
Action;
(d) To identify modalities of cooperation based on commitments to implement a post 2015

framework for disaster risk reduction;
(e) To determine modalities for the periodic review of the implementation of a post 2015
framework for disaster risk reduction.
2. During the World Conference, States also reiterated their commitment to address disaster
risk reduction and the building of resilience2 to disasters with a renewed sense of urgency within
the context of sustainable development and poverty eradication, and to integrate, as appropriate,
both disaster risk reduction and the building of resilience into policies, plans, programmes and
budgets at all levels and to consider both within relevant frameworks.
Hyogo Framework for Action: lessons learned, gaps identified and future challenges
3. Since the adoption of the Hyogo Framework for Action in 2005, as documented in national
and regional progress reports on its implementation as well as in other global reports, progress
has been achieved in reducing disaster risk at local, national, regional and global levels by
countries and other relevant stakeholders, leading to a decrease in mortality in the case of
some hazards.3 Reducing disaster risk is a cost-effective investment in preventing future losses.
Effective disaster risk management contributes to sustainable development. Countries have
enhanced their capacities in disaster risk management. International mechanisms for strategic
advice, coordination and partnership development for disaster risk reduction, such as the Global
Platform for Disaster Risk Reduction and the regional platforms for disaster risk reduction, as
well as other relevant international and regional forums for cooperation, have been instrumental
in the development of policies and strategies and the advancement of knowledge and mutual
learning. Overall, the Hyogo Framework for Action has been an important instrument for raising
public and institutional awareness, generating political commitment and focusing and catalysing
actions by a wide range of stakeholders at all levels.
1. A/CONF.206/6 and Corr.1, chap. I, resolution 2.
2. Resilience is defined as: “The ability of a system, community or society exposed to hazards to resist, absorb,
accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the
preservation and restoration of its essential basic structures and functions”, United Nations Office for Disaster Risk
Reduction (UNISDR), “2009 UNISDR Terminology on Disaster Risk Reduction”, Geneva, May 2009 (http://www.unisdr.
org/we/inform/terminology).
3.Hazard is defined in the Hyogo Framework for Action as: “A potentially damaging physical event, phenomenon or human
activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental
degradation. Hazards can include latent conditions that may represent future threats and can have different origins:
natural (geological, hydrometeorological and biological) or induced by human processes (environmental degradation and
technological hazards).
9
4. Over the same 10 year time frame, however, disasters have continued to exact a heavy toll
and, as a result, the well-being and safety of persons, communities and countries as a whole have
been affected. Over 700 thousand people have lost their lives, over 1.4 million have been injured
and approximately 23 million have been made homeless as a result of disasters. Overall, more
than 1.5 billion people have been affected by disasters in various ways, with women, children
and people in vulnerable situations disproportionately affected. The total economic loss was
more than $1.3 trillion. In addition, between 2008 and 2012, 144 million people were displaced by
disasters. Disasters, many of which are exacerbated by climate change and which are increasing
in frequency and intensity, significantly impede progress towards sustainable development.
Evidence indicates that exposure of persons and assets in all countries has increased faster
than vulnerability4 has decreased, thus generating new risks and a steady rise in disaster-
related losses, with a significant economic, social, health, cultural and environmental impact
in the short, medium and long term, especially at the local and community levels. Recurring
small-scale disasters and slow-onset disasters particularly affect communities, households and
small and medium-sized enterprises, constituting a high percentage of all losses. All countries
– especially developing countries, where the mortality and economic losses from disasters
are disproportionately higher – are faced with increasing levels of possible hidden costs and
challenges in order to meet financial and other obligations.
5. It is urgent and critical to anticipate, plan for and reduce disaster risk in order to more
effectively protect persons, communities and countries, their livelihoods, health, cultural
heritage, socioeconomic assets and ecosystems, and thus strengthen their resilience.
6. Enhanced work to reduce exposure and vulnerability, thus preventing the creation of
new disaster risks, and accountability for disaster risk creation are needed at all levels. More
dedicated action needs to be focused on tackling underlying disaster risk drivers, such as the
consequences of poverty and inequality, climate change and variability, unplanned and rapid
urbanization, poor land management and compounding factors such as demographic change,
weak institutional arrangements, non-risk-informed policies, lack of regulation and incentives
for private disaster risk reduction investment, complex supply chains, limited availability of
technology, unsustainable uses of natural resources, declining ecosystems, pandemics and
epidemics. Moreover, it is necessary to continue strengthening good governance in disaster
risk reduction strategies at the national, regional and global levels and improving preparedness
and national coordination for disaster response, rehabilitation and reconstruction, and to use
post-disaster recovery and reconstruction to “Build Back Better”, supported by strengthened
modalities of international cooperation.
7. There has to be a broader and a more people-centred preventive approach to disaster

risk. Disaster risk reduction practices need to be multi-hazard and multisectoral, inclusive and
accessible in order to be efficient and effective. While recognizing their leading, regulatory and
coordination role, Governments should engage with relevant stakeholders, including women,
children and youth, persons with disabilities, poor people, migrants, indigenous peoples,
volunteers, the community of practitioners and older persons in the design and implementation
of policies, plans and standards. There is a need for the public and private sectors and civil
society organizations, as well as academia and scientific and research institutions, to work more
closely together and to create opportunities for collaboration, and for businesses to integrate
disaster risk into their management practices.
8. International, regional, subregional and transboundary cooperation remains pivotal in

supporting the efforts of States, their national and local authorities, as well as communities
and businesses, to reduce disaster risk. Existing mechanisms may require strengthening in
order to provide effective support and achieve better implementation. Developing countries, in
particular the least developed countries, small island developing States, landlocked developing
countries and African countries, as well as middle-income countries facing specific challenges,
need special attention and support to augment domestic resources and capabilities through
bilateral and multilateral channels in order to ensure adequate, sustainable, and timely means of
implementation in capacity-building, financial and technical assistance and technology transfer,
in accordance with international commitments.
4. Vulnerability is defined in the Hyogo Framework for Action as: “The conditions determined by physical, social, economic
and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards”.
10
9. Overall, the Hyogo Framework for Action has provided critical guidance in efforts to reduce
disaster risk and has contributed to the progress towards the achievement of the Millennium
Development Goals. Its implementation has, however, highlighted a number of gaps in addressing
the underlying disaster risk factors, in the formulation of goals and priorities for action,5 in the
need to foster disaster resilience at all levels and in ensuring adequate means of implementation.
The gaps indicate a need to develop an action-oriented framework that Governments and
relevant stakeholders can implement in a supportive and complementary manner, and which
helps to identify disaster risks to be managed and guides investment to improve resilience.
10. Ten years after the adoption of the Hyogo Framework for Action, disasters continue to
undermine efforts to achieve sustainable development.
11. The intergovernmental negotiations on the post 2015 development agenda, financing for
development, climate change and disaster risk reduction provide the international community
with a unique opportunity to enhance coherence across policies, institutions, goals, indicators
and measurement systems for implementation, while respecting the respective mandates.
Ensuring credible links, as appropriate, between these processes will contribute to building
resilience and achieving the global goal of eradicating poverty.
12. It is recalled that the outcome document of the United Nations Conference on Sustainable
Development, held in 2012, entitled “The future we want”,6 called for disaster risk reduction
and the building of resilience to disasters to be addressed with a renewed sense of urgency
in the context of sustainable development and poverty eradication and, as appropriate, to be
integrated at all levels. The Conference also reaffirmed all the principles of the Rio Declaration
on Environment and Development.7
13. Addressing climate change as one of the drivers of disaster risk, while respecting the
mandate of the United Nations Framework Convention on Climate Change,8 represents an
opportunity to reduce disaster risk in a meaningful and coherent manner throughout the
interrelated intergovernmental processes.
14. Against this background, and in order to reduce disaster risk, there is a need to address
existing challenges and prepare for future ones by focusing on monitoring, assessing and
understanding disaster risk and sharing such information and on how it is created; strengthening
disaster risk governance and coordination across relevant institutions and sectors and the
full and meaningful participation of relevant stakeholders at appropriate levels; investing in
the economic, social, health, cultural and educational resilience of persons, communities and
countries and the environment, as well as through technology and research; and enhancing
multi-hazard early warning systems, preparedness, response, recovery, rehabilitation and
reconstruction. To complement national action and capacity, there is a need to enhance
international cooperation between developed and developing countries and between States and
international organizations.
15. The present Framework will apply to the risk of small-scale and large-scale, frequent and
infrequent, sudden and slow-onset disasters caused by natural or man-made hazards, as well as
related environmental, technological and biological hazards and risks. It aims to guide the multi-
hazard management of disaster risk in development at all levels as well as within and across all
sectors.
5. The Hyogo Framework priorities for action 2005-2015 are: (1) ensure that disaster risk reduction is a national and
a local priority with a strong institutional basis for implementation; (2) identify, assess and monitor disaster risks and
enhance early warning; (3) use knowledge, innovation and education to build a culture of safety and resilience at all
levels; (4) reduce the underlying risk factors; and (5) strengthen disaster preparedness for effective response at all levels
6. A/RES/66/288, annex.
7. Report of the United Nations Conference on Environment and Development, Rio de Janeiro, 3-14 June 1992, vol. I,
Resolutions Adopted by the Conference (United Nations publication, Sales No. E.93.I.8 and corrigendum), resolution 1,
annex I.
8. The climate change issues mentioned in this Framework remain within the mandate of the United Nations Framework
Convention on Climate Change under the competences of the Parties to the Convention.
11
II. Expected outcome and goal
16. While some progress in building resilience and reducing losses and damages has been
achieved, a substantial reduction of disaster risk requires perseverance and persistence, with a
more explicit focus on people and their health and livelihoods, and regular follow-up. Building on
the Hyogo Framework for Action, the present Framework aims to achieve the following outcome
over the next 15 years:
The substantial reduction of disaster risk and losses in lives, livelihoods and health and in
the economic, physical, social, cultural and environmental assets of persons, businesses,
communities and countries.
The realization of this outcome requires the strong commitment and involvement of political
leadership in every country at all levels in the implementation and follow-up of the present
Framework and in the creation of the necessary conducive and enabling environment.
17. To attain the expected outcome, the following goal must be pursued:
Prevent new and reduce existing disaster risk through the implementation of
integrated and inclusive economic, structural, legal, social, health, cultural, educational,
environmental, technological, political and institutional measures that prevent and reduce
hazard exposure and vulnerability to disaster, increase preparedness for response and
recovery, and thus strengthen resilience.
The pursuance of this goal requires the enhancement of the implementation capacity and
capability of developing countries, in particular the least developed countries, small island
developing States, landlocked developing countries and African countries, as well as middle-
income countries facing specific challenges, including the mobilization of support through
international cooperation for the provision of means of implementation in accordance with their
national priorities.
18. To support the assessment of global progress in achieving the outcome and goal of the
present Framework, seven global targets have been agreed. These targets will be measured at
the global level and will be complemented by work to develop appropriate indicators. National
targets and indicators will contribute to the achievement of the outcome and goal of the present
Framework. The seven global targets are:
(a) Substantially reduce global disaster mortality by 2030, aiming to lower the average per
100,000 global mortality rate in the decade 2020–2030 compared to the period 2005–
2015;
(b) Substantially reduce the number of affected people globally by 2030, aiming to lower
the average global figure per 100,000 in the decade 2020–2030 compared to the period
2005–2015;9
(c) Reduce direct disaster economic loss in relation to global gross domestic product (GDP) by
2030;
(d) Substantially reduce disaster damage to critical infrastructure and disruption of basic
services, among them health and educational facilities, including through developing their
resilience by 2030;
(e) Substantially increase the number of countries with national and local disaster risk
reduction strategies by 2020;
(f) Substantially enhance international cooperation to developing countries through adequate

and sustainable support to complement their national actions for implementation of the
present Framework by 2030;
(g) Substantially increase the availability of and access to multi-hazard early warning systems
and disaster risk information and assessments to people by 2030.
9. Categories of affected people will be elaborated in the process for post-Sendai work decided by the Conference.
12
III. Guiding principles
19. Drawing from the principles contained in the Yokohama Strategy for a Safer World: Guidelines
for Natural Disaster Prevention, Preparedness and Mitigation and its Plan of Action10 and the
Hyogo Framework for Action, the implementation of the present Framework will be guided by
the following principles, while taking into account national circumstances, and consistent with
domestic laws as well as international obligations and commitments:
(a) Each State has the primary responsibility to prevent and reduce disaster risk, including
through international, regional, subregional, transboundary and bilateral cooperation.
The reduction of disaster risk is a common concern for all States and the extent to which
developing countries are able to effectively enhance and implement national disaster
risk reduction policies and measures in the context of their respective circumstances and
capabilities can be further enhanced through the provision of sustainable international
cooperation;
(b) Disaster risk reduction requires that responsibilities be shared by central Governments and
relevant national authorities, sectors and stakeholders, as appropriate to their national
circumstances and systems of governance;
(c) Managing the risk of disasters is aimed at protecting persons and their property, health,
livelihoods and productive assets, as well as cultural and environmental assets, while
promoting and protecting all human rights, including the right to development;
(d) Disaster risk reduction requires an all-of-society engagement and partnership. It also
requires empowerment and inclusive, accessible and non discriminatory participation,
paying special attention to people disproportionately affected by disasters, especially the
poorest. A gender, age, disability and cultural perspective should be integrated in all policies
and practices, and women and youth leadership should be promoted. In this context, special
attention should be paid to the improvement of organized voluntary work of citizens;
(e) Disaster risk reduction and management depends on coordination mechanisms within
and across sectors and with relevant stakeholders at all levels, and it requires the full
engagement of all State institutions of an executive and legislative nature at national and
local levels and a clear articulation of responsibilities across public and private stakeholders,
including business and academia, to ensure mutual outreach, partnership, complementarity
in roles and accountability and follow-up;
(f) While the enabling, guiding and coordinating role of national and federal State Governments
remain essential, it is necessary to empower local authorities and local communities
to reduce disaster risk, including through resources, incentives and decision-making
responsibilities, as appropriate;
(g) Disaster risk reduction requires a multi-hazard approach and inclusive risk-informed
decision-making based on the open exchange and dissemination of disaggregated data,
including by sex, age and disability, as well as on easily accessible, up-to-date, comprehensible,
science-based, non-sensitive risk information, complemented by traditional knowledge;
(h) The development, strengthening and implementation of relevant policies, plans, practices
and mechanisms need to aim at coherence, as appropriate, across sustainable development
and growth, food security, health and safety, climate change and variability, environmental
management and disaster risk reduction agendas. Disaster risk reduction is essential to
achieve sustainable development;
(i) While the drivers of disaster risk may be local, national, regional or global in scope, disaster
risks have local and specific characteristics that must be understood for the determination
of measures to reduce disaster risk;
(j) Addressing underlying disaster risk factors through disaster risk-informed public and
private investments is more cost-effective than primary reliance on post-disaster response
and recovery, and contributes to sustainable development;
10. A/CONF.172/9, chap. I, resolution 1, annex I.
13
(k) In the post-disaster recovery, rehabilitation and reconstruction phase, it is critical to prevent
the creation of and to reduce disaster risk by “Building Back Better” and increasing public
education and awareness of disaster risk;
(l) An effective and meaningful global partnership and the further strengthening of
international cooperation, including the fulfilment of respective commitments of official
development assistance by developed countries, are essential for effective disaster risk
management;
(m) Developing countries, in particular the least developed countries, small island developing
States, landlocked developing countries and African countries, as well as middle-income
and other countries facing specific disaster risk challenges, need adequate, sustainable and
timely provision of support, including through finance, technology transfer and capacity-
building from developed countries and partners tailored to their needs and priorities, as
identified by them.
IV. Priorities for action
20. Taking into account the experience gained through the implementation of the Hyogo
Framework for Action, and in pursuance of the expected outcome and goal, there is a need for
focused action within and across sectors by States at local, national, regional and global levels in
the following four priority areas:
Priority 1: Understanding disaster risk.
Priority 2: Strengthening disaster risk governance to manage disaster risk.
Priority 3: Investing in disaster risk reduction for resilience.
Priority 4: Enhancing disaster preparedness for effective response and to “Build Back Better”
in recovery, rehabilitation and reconstruction.
21. In their approach to disaster risk reduction, States, regional and international organizations
and other relevant stakeholders should take into consideration the key activities listed under
each of these four priorities and should implement them, as appropriate, taking into consideration
respective capacities and capabilities, in line with national laws and regulations.
22. In the context of increasing global interdependence, concerted international cooperation, an

enabling international environment and means of implementation are needed to stimulate and
contribute to developing the knowledge, capacities and motivation for disaster risk reduction at
all levels, in particular for developing countries.
Priority 1: Understanding disaster risk

23. Policies and practices for disaster risk management should be based on an understanding
of disaster risk in all its dimensions of vulnerability, capacity, exposure of persons and assets,
hazard characteristics and the environment. Such knowledge can be leveraged for the purpose
of pre-disaster risk assessment, for prevention and mitigation and for the development and
implementation of appropriate preparedness and effective response to disasters.
National and local levels
24. To achieve this, it is important:
(a) To promote the collection, analysis, management and use of relevant data and practical
information and ensure its dissemination, taking into account the needs of different categories
of users, as appropriate;
(b) To encourage the use of and strengthening of baselines and periodically assess disaster risks,
vulnerability, capacity, exposure, hazard characteristics and their possible sequential effects
at the relevant social and spatial scale on ecosystems, in line with national circumstances;
14
(c) To develop, periodically update and disseminate, as appropriate, location-based disaster risk
information, including risk maps, to decision makers, the general public and communities
at risk of exposure to disaster in an appropriate format by using, as applicable, geospatial
information technology;
(d) To systematically evaluate, record, share and publicly account for disaster losses and
understand the economic, social, health, education, environmental and cultural heritage
impacts, as appropriate, in the context of event-specific hazard-exposure and vulnerability
information;
(e) To make non-sensitive hazard-exposure, vulnerability, risk, disaster and loss-disaggregated

information freely available and accessible, as appropriate;
(f) To promote real time access to reliable data, make use of space and in situ information,
including geographic information systems (GIS), and use information and communications
technology innovations to enhance measurement tools and the collection, analysis and
dissemination of data;
(g) To build the knowledge of government officials at all levels, civil society, communities and
volunteers, as well as the private sector, through sharing experiences, lessons learned,
good practices and training and education on disaster risk reduction, including the use of
existing training and education mechanisms and peer learning;
(h) To promote and improve dialogue and cooperation among scientific and technological
communities, other relevant stakeholders and policymakers in order to facilitate a science-
policy interface for effective decision-making in disaster risk management;
(i) To ensure the use of traditional, indigenous and local knowledge and practices, as
appropriate, to complement scientific knowledge in disaster risk assessment and the
development and implementation of policies, strategies, plans and programmes of specific
sectors, with a cross-sectoral approach, which should be tailored to localities and to the
context;
(j) To strengthen technical and scientific capacity to capitalize on and consolidate existing
knowledge and to develop and apply methodologies and models to assess disaster risks,
vulnerabilities and exposure to all hazards;
(k) To promote investments in innovation and technology development in long-term, multi-

hazard and solution-driven research in disaster risk management to address gaps, obstacles,
interdependencies and social, economic, educational and environmental challenges and
disaster risks;
(l) To promote the incorporation of disaster risk knowledge, including disaster prevention,
mitigation, preparedness, response, recovery and rehabilitation, in formal and non-formal
education, as well as in civic education at all levels, as well as in professional education and
training;
(m) To promote national strategies to strengthen public education and awareness in disaster
risk reduction, including disaster risk information and knowledge, through campaigns,
social media and community mobilization, taking into account specific audiences and their
needs;
(n) To apply risk information in all its dimensions of vulnerability, capacity and exposure of
persons, communities, countries and assets, as well as hazard characteristics, to develop
and implement disaster risk reduction policies;
(o) To enhance collaboration among people at the local level to disseminate disaster risk
information through the involvement of community-based organizations and non-
governmental organizations.
15
Global and regional levels
(a) To enhance the development and dissemination of science-based methodologies and tools
to record and share disaster losses and relevant disaggregated data and statistics, as well
as to strengthen disaster risk modelling, assessment, mapping, monitoring and multi-
hazard early warning systems;
(b) To promote the conduct of comprehensive surveys on multi-hazard disaster risks and the
development of regional disaster risk assessments and maps, including climate change
scenarios;
(c) To promote and enhance, through international cooperation, including technology transfer,
access to and the sharing and use of non-sensitive data and information, as appropriate,
communications and geospatial and space-based technologies and related services;
maintain and strengthen in situ and remotely-sensed earth and climate observations;
and strengthen the utilization of media, including social media, traditional media, big data
and mobile phone networks, to support national measures for successful disaster risk
communication, as appropriate and in accordance with national laws;
(d) To promote common efforts in partnership with the scientific and technological community,
academia and the private sector to establish, disseminate and share good practices
internationally;
(e) To support the development of local, national, regional and global user-friendly systems and
services for the exchange of information on good practices, cost-effective and easy-to-use
disaster risk reduction technologies and lessons learned on policies, plans and measures for
disaster risk reduction;
(f) To develop effective global and regional campaigns as instruments for public awareness
and education, building on the existing ones (for example, the “One million safe schools and
hospitals” initiative; the “Making Cities Resilient: My city is getting ready” campaign; the
United Nations Sasakawa Award for Disaster Risk Reduction; and the annual United Nations
International Day for Disaster Reduction), to promote a culture of disaster prevention,
resilience and responsible citizenship, generate understanding of disaster risk, support
mutual learning and share experiences; and encourage public and private stakeholders to
actively engage in such initiatives and to develop new ones at the local, national, regional
and global levels;
(g) To enhance the scientific and technical work on disaster risk reduction and its mobilization
through the coordination of existing networks and scientific research institutions at all
levels and in all regions, with the support of the United Nations Office for Disaster Risk
Reduction Scientific and Technical Advisory Group, in order to strengthen the evidence-
base in support of the implementation of the present Framework; promote scientific
research on disaster risk patterns, causes and effects; disseminate risk information with
the best use of geospatial information technology; provide guidance on methodologies
and standards for risk assessments, disaster risk modelling and the use of data; identify
research and technology gaps and set recommendations for research priority areas in
disaster risk reduction; promote and support the availability and application of science
and technology to decision-making; contribute to the update of the publication entitled
“2009 UNISDR Terminology on Disaster Risk Reduction”; use post-disaster reviews as
opportunities to enhance learning and public policy; and disseminate studies;
(h) To encourage the availability of copyrighted and patented materials, including through
negotiated concessions, as appropriate;
(i) To enhance access to and support for innovation and technology, as well as in long-term,
multi-hazard and solution-driven research and development in the field of disaster risk
management.
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Priority 2: Strengthening disaster risk governance to manage disaster risk
26. Disaster risk governance at the national, regional and global levels is of great importance for
an effective and efficient management of disaster risk. Clear vision, plans, competence, guidance
and coordination within and across sectors, as well as participation of relevant stakeholders,
are needed. Strengthening disaster risk governance for prevention, mitigation, preparedness,
response, recovery and rehabilitation is therefore necessary and fosters collaboration and
partnership across mechanisms and institutions for the implementation of instruments relevant
to disaster risk reduction and sustainable development.

(a) To mainstream and integrate disaster risk reduction within and across all sectors and
review and promote the coherence and further development, as appropriate, of national
and local frameworks of laws, regulations and public policies, which, by defining roles and
responsibilities, guide the public and private sectors in: (i) addressing disaster risk in publically
owned, managed or regulated services and infrastructures; (ii) promoting and providing
incentives, as relevant, for actions by persons, households, communities and businesses;
(iii) enhancing relevant mechanisms and initiatives for disaster risk transparency, which
may include financial incentives, public awareness-raising and training initiatives, reporting
requirements and legal and administrative measures; and (iv) putting in place coordination
and organizational structures;
(b) To adopt and implement national and local disaster risk reduction strategies and plans,
across different timescales, with targets, indicators and time frames, aimed at preventing
the creation of risk, the reduction of existing risk and the strengthening of economic, social,
health and environmental resilience;
(c) To carry out an assessment of the technical, financial and administrative disaster risk
management capacity to deal with the identified risks at the local and national levels;
(d) To encourage the establishment of necessary mechanisms and incentives to ensure

high levels of compliance with the existing safety-enhancing provisions of sectoral laws
and regulations, including those addressing land use and urban planning, building codes,
environmental and resource management and health and safety standards, and update
them, where needed, to ensure an adequate focus on disaster risk management;
(e) To develop and strengthen, as appropriate, mechanisms to follow up, periodically assess
and publicly report on progress on national and local plans; and promote public scrutiny
and encourage institutional debates, including by parliamentarians and other relevant
officials, on progress reports of local and national plans for disaster risk reduction;
(f) To assign, as appropriate, clear roles and tasks to community representatives within
disaster risk management institutions and processes and decision-making through relevant
legal frameworks, and undertake comprehensive public and community consultations
during the development of such laws and regulations to support their implementation;
(g) To establish and strengthen government coordination forums composed of relevant

stakeholders at the national and local levels, such as national and local platforms for
disaster risk reduction, and a designated national focal point for implementing the Sendai
Framework for Disaster Risk Reduction 2015–2030. It is necessary for such mechanisms
to have a strong foundation in national institutional frameworks with clearly assigned
responsibilities and authority to, inter alia, identify sectoral and multisectoral disaster
risk, build awareness and knowledge of disaster risk through sharing and dissemination
of non-sensitive disaster risk information and data, contribute to and coordinate
reports on local and national disaster risk, coordinate public awareness campaigns on
disaster risk, facilitate and support local multisectoral cooperation (e.g. among local
governments) and contribute to the determination of and reporting on national and local
disaster risk management plans and all policies relevant for disaster risk management.
These responsibilities should be established through laws, regulations, standards and
procedures;
17
(h) To empower local authorities, as appropriate, through regulatory and financial means to
work and coordinate with civil society, communities and indigenous peoples and migrants
in disaster risk management at the local level;
(i) To encourage parliamentarians to support the implementation of disaster risk reduction by

developing new or amending relevant legislation and setting budget allocations;
(j) To promote the development of quality standards, such as certifications and awards
for disaster risk management, with the participation of the private sector, civil society,
professional associations, scientific organizations and the United Nations;
(k) To formulate public policies, where applicable, aimed at addressing the issues of prevention
or relocation, where possible, of human settlements in disaster risk-prone zones, subject to
national law and legal systems.

(a) To guide action at the regional level through agreed regional and subregional strategies and
mechanisms for cooperation for disaster risk reduction, as appropriate, in the light of the
present Framework, in order to foster more efficient planning, create common information
systems and exchange good practices and programmes for cooperation and capacity
development, in particular to address common and transboundary disaster risks;
(b) To foster collaboration across global and regional mechanisms and institutions for the
implementation and coherence of instruments and tools relevant to disaster risk reduction,
such as for climate change, biodiversity, sustainable development, poverty eradication,
environment, agriculture, health, food and nutrition and others, as appropriate;
(c) To actively engage in the Global Platform for Disaster Risk Reduction, the regional and
subregional platforms for disaster risk reduction and the thematic platforms in order to
forge partnerships, periodically assess progress on implementation and share practice
and knowledge on disaster risk-informed policies, programmes and investments, including
on development and climate issues, as appropriate, as well as to promote the integration
of disaster risk management in other relevant sectors. Regional intergovernmental
organizations should play an important role in the regional platforms for disaster risk
reduction;
(d) To promote transboundary cooperation to enable policy and planning for the implementation
of ecosystem-based approaches with regard to shared resources, such as within river
basins and along coastlines, to build resilience and reduce disaster risk, including epidemic
and displacement risk;
(e) To promote mutual learning and exchange of good practices and information through, inter
alia, voluntary and self-initiated peer reviews among interested States;
(f) To promote the strengthening of, as appropriate, international voluntary mechanisms

for monitoring and assessment of disaster risks, including relevant data and information,
benefiting from the experience of the Hyogo Framework for Action Monitor. Such
mechanisms may promote the exchange of non-sensitive information on disaster risks to
the relevant national Government bodies and stakeholders in the interest of sustainable
social and economic development.
Priority 3: Investing in disaster risk reduction for resilience

29. Public and private investment in disaster risk prevention and reduction through structural
and non-structural measures are essential to enhance the economic, social, health and cultural
resilience of persons, communities, countries and their assets, as well as the environment.
These can be drivers of innovation, growth and job creation. Such measures are cost-effective
and instrumental to save lives, prevent and reduce losses and ensure effective recovery and
rehabilitation.
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(a) To allocate the necessary resources, including finance and logistics, as appropriate, at
all levels of administration for the development and the implementation of disaster risk
reduction strategies, policies, plans, laws and regulations in all relevant sectors;
(b) To promote mechanisms for disaster risk transfer and insurance, risk-sharing and retention
and financial protection, as appropriate, for both public and private investment in order to
reduce the financial impact of disasters on Governments and societies, in urban and rural
areas;
(c) To strengthen, as appropriate, disaster-resilient public and private investments, particularly

through structural, non-structural and functional disaster risk prevention and reduction
measures in critical facilities, in particular schools and hospitals and physical infrastructures;
building better from the start to withstand hazards through proper design and construction,
including the use of the principles of universal design and the standardization of building
materials; retrofitting and rebuilding; nurturing a culture of maintenance; and taking into
account economic, social, structural, technological and environmental impact assessments;
(d) To protect or support the protection of cultural and collecting institutions and other sites of
historical, cultural heritage and religious interest;
(e) To promote the disaster risk resilience of workplaces through structural and non-structural
measures;
(f) To promote the mainstreaming of disaster risk assessments into land-use policy
development and implementation, including urban planning, land degradation assessments
and informal and non-permanent housing, and the use of guidelines and follow-up tools
informed by anticipated demographic and environmental changes;
(g) To promote the mainstreaming of disaster risk assessment, mapping and management
into rural development planning and management of, inter alia, mountains, rivers, coastal
flood plain areas, drylands, wetlands and all other areas prone to droughts and flooding,
including through the identification of areas that are safe for human settlement, and at the
same time preserving ecosystem functions that help to reduce risks;
(h) To encourage the revision of existing or the development of new building codes and
standards and rehabilitation and reconstruction practices at the national or local levels,
as appropriate, with the aim of making them more applicable within the local context,
particularly in informal and marginal human settlements, and reinforce the capacity to
implement, survey and enforce such codes through an appropriate approach, with a view
to fostering disaster-resistant structures;
(i) To enhance the resilience of national health systems, including by integrating disaster risk
management into primary, secondary and tertiary health care, especially at the local level;
developing the capacity of health workers in understanding disaster risk and applying and
implementing disaster risk reduction approaches in health work; promoting and enhancing
the training capacities in the field of disaster medicine; and supporting and training
community health groups in disaster risk reduction approaches in health programmes,
in collaboration with other sectors, as well as in the implementation of the International
Health Regulations (2005) of the World Health Organization;
(j) To strengthen the design and implementation of inclusive policies and social safety-net
mechanisms, including through community involvement, integrated with livelihood
enhancement programmes, and access to basic health-care services, including maternal,
newborn and child health, sexual and reproductive health, food security and nutrition,
housing and education, towards the eradication of poverty, to find durable solutions in
the post-disaster phase and to empower and assist people disproportionately affected by
disasters;
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(k) People with life-threatening and chronic disease, due to their particular needs, should be
included in the design of policies and plans to manage their risks before, during and after
disasters, including having access to life-saving services;
(l) To encourage the adoption of policies and programmes addressing disaster-induced human
mobility to strengthen the resilience of affected people and that of host communities, in
accordance with national laws and circumstances;
(m) To promote, as appropriate, the integration of disaster risk reduction considerations and
measures in financial and fiscal instruments;
(n) To strengthen the sustainable use and management of ecosystems and implement
integrated environmental and natural resource management approaches that incorporate
disaster risk reduction;
(o) To increase business resilience and protection of livelihoods and productive assets
throughout the supply chains, ensure continuity of services and integrate disaster risk
management into business models and practices;
(p) To strengthen the protection of livelihoods and productive assets, including livestock,
working animals, tools and seeds;
(q) To promote and integrate disaster risk management approaches throughout the tourism
industry, given the often heavy reliance on tourism as a key economic driver.

(a) To promote coherence across systems, sectors and organizations related to sustainable
development and to disaster risk reduction in their policies, plans, programmes and
processes;
(b) To promote the development and strengthening of disaster risk transfer and sharing
mechanisms and instruments in close cooperation with partners in the international
community, business, international financial institutions and other relevant stakeholders;
(c) To promote cooperation between academic, scientific and research entities and networks
and the private sector to develop new products and services to help to reduce disaster risk,
in particular those that would assist developing countries and their specific challenges;
(d) To encourage the coordination between global and regional financial institutions with a
view to assessing and anticipating the potential economic and social impacts of disasters;
(e) To enhance cooperation between health authorities and other relevant stakeholders to
strengthen country capacity for disaster risk management for health, the implementation
of the International Health Regulations (2005) and the building of resilient health systems;
(f) To strengthen and promote collaboration and capacity-building for the protection of
productive assets, including livestock, working animals, tools and seeds;
(g) To promote and support the development of social safety nets as disaster risk reduction
measures linked to and integrated with livelihood enhancement programmes in order to
ensure resilience to shocks at the household and community levels;
(h) To strengthen and broaden international efforts aimed at eradicating hunger and poverty
through disaster risk reduction;
(i) To promote and support collaboration among relevant public and private stakeholders to
enhance the resilience of business to disasters.
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Priority 4: Enhancing disaster preparedness for effective response and to “Build Back Better”
in recovery, rehabilitation and reconstruction
32. The steady growth of disaster risk, including the increase of people and assets exposure,
combined with the lessons learned from past disasters, indicates the need to further strengthen
disaster preparedness for response, take action in anticipation of events, integrate disaster
risk reduction in response preparedness and ensure that capacities are in place for effective
response and recovery at all levels. Empowering women and persons with disabilities to publicly
lead and promote gender equitable and universally accessible response, recovery, rehabilitation
and reconstruction approaches is key. Disasters have demonstrated that the recovery,
rehabilitation and reconstruction phase, which needs to be prepared ahead of a disaster, is a
critical opportunity to “Build Back Better”, including through integrating disaster risk reduction
into development measures, making nations and communities resilient to disasters.

(a) To prepare or review and periodically update disaster preparedness and contingency
policies, plans and programmes with the involvement of the relevant institutions,
considering climate change scenarios and their impact on disaster risk, and facilitating, as
appropriate, the participation of all sectors and relevant stakeholders;
(b) To invest in, develop, maintain and strengthen people-centred multi-hazard, multisectoral
forecasting and early warning systems, disaster risk and emergency communications
mechanisms, social technologies and hazard-monitoring telecommunications systems;
develop such systems through a participatory process; tailor them to the needs of users,
including social and cultural requirements, in particular gender; promote the application of
simple and low-cost early warning equipment and facilities; and broaden release channels
for natural disaster early warning information;
(c) To promote the resilience of new and existing critical infrastructure, including water,
transportation and telecommunications infrastructure, educational facilities, hospitals and
other health facilities, to ensure that they remain safe, effective and operational during and
after disasters in order to provide live-saving and essential services;
(d) To establish community centres for the promotion of public awareness and the stockpiling
of necessary materials to implement rescue and relief activities;
(e) To adopt public policies and actions that support the role of public service workers to
establish or strengthen coordination and funding mechanisms and procedures for relief
assistance and plan and prepare for post-disaster recovery and reconstruction;
(f) To train the existing workforce and voluntary workers in disaster response and strengthen
technical and logistical capacities to ensure better response in emergencies;
(g) To ensure the continuity of operations and planning, including social and economic recovery,
and the provision of basic services in the post-disaster phase;
(h) To promote regular disaster preparedness, response and recovery exercises, including
evacuation drills, training and the establishment of area-based support systems, with
a view to ensuring rapid and effective response to disasters and related displacement,
including access to safe shelter, essential food and non-food relief supplies, as appropriate
to local needs;
(i) To promote the cooperation of diverse institutions, multiple authorities and related
stakeholders at all levels, including affected communities and business, in view of the
complex and costly nature of post-disaster reconstruction, under the coordination of
national authorities;
(j) To promote the incorporation of disaster risk management into post-disaster recovery and
rehabilitation processes, facilitate the link between relief, rehabilitation and development,
use opportunities during the recovery phase to develop capacities that reduce disaster
risk in the short, medium and long term, including through the development of measures
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such as land-use planning, structural standards improvement and the sharing of expertise,
knowledge, post-disaster reviews and lessons learned and integrate post-disaster
reconstruction into the economic and social sustainable development of affected areas.
This should also apply to temporary settlements for persons displaced by disasters;
(k) To develop guidance for preparedness for disaster reconstruction, such as on land-use
planning and structural standards improvement, including by learning from the recovery
and reconstruction programmes over the decade since the adoption of the Hyogo
Framework for Action, and exchanging experiences, knowledge and lessons learned;
(l) To consider the relocation of public facilities and infrastructures to areas outside the risk
range, wherever possible, in the post-disaster reconstruction process, in consultation with
the people concerned, as appropriate;
(m) To strengthen the capacity of local authorities to evacuate persons living in disaster-prone
areas;
(n) To establish a mechanism of case registry and a database of mortality caused by disaster
in order to improve the prevention of morbidity and mortality;
(o) To enhance recovery schemes to provide psychosocial support and mental health services
for all people in need;
(p) To review and strengthen, as appropriate, national laws and procedures on international
cooperation, based on the Guidelines for the Domestic Facilitation and Regulation of
International Disaster Relief and Initial Recovery Assistance.

(a) To develop and strengthen, as appropriate, coordinated regional approaches and

operational mechanisms to prepare for and ensure rapid and effective disaster response in
situations that exceed national coping capacities;
(b) To promote the further development and dissemination of instruments, such as standards,
codes, operational guides and other guidance instruments, to support coordinated action in
disaster preparedness and response and facilitate information sharing on lessons learned
and best practices for policy practice and post-disaster reconstruction programmes;
(c) To promote the further development of and investment in effective, nationally compatible,
regional multi-hazard early warning mechanisms, where relevant, in line with the Global
Framework for Climate Services, and facilitate the sharing and exchange of information
across all countries;
(d) To enhance international mechanisms, such as the International Recovery Platform, for the
sharing of experience and learning among countries and all relevant stakeholders;
(e) To support, as appropriate, the efforts of relevant United Nations entities to strengthen and
implement global mechanisms on hydrometeorological issues in order to raise awareness
and improve understanding of water-related disaster risks and their impact on society, and
advance strategies for disaster risk reduction upon the request of States;
(f) To support regional cooperation to deal with disaster preparedness, including through
common exercises and drills;
(g) To promote regional protocols to facilitate the sharing of response capacities and resources
during and after disasters;
(h) To train the existing workforce and volunteers in disaster response.
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V. Role of stakeholders
35. While States have the overall responsibility for reducing disaster risk, it is a shared
responsibility between Governments and relevant stakeholders. In particular, non-State
stakeholders play an important role as enablers in providing support to States, in accordance
with national policies, laws and regulations, in the implementation of the present Framework
at local, national, regional and global levels. Their commitment, goodwill, knowledge, experience
and resources will be required.
36. When determining specific roles and responsibilities for stakeholders, and at the same time
building on existing relevant international instruments, States should encourage the following
actions on the part of all public and private stakeholders:
(a) Civil society, volunteers, organized voluntary work organizations and community-based
organizations to participate, in collaboration with public institutions, to, inter alia, provide
specific knowledge and pragmatic guidance in the context of the development and
implementation of normative frameworks, standards and plans for disaster risk reduction;
engage in the implementation of local, national, regional and global plans and strategies;
contribute to and support public awareness, a culture of prevention and education on
disaster risk; and advocate for resilient communities and an inclusive and all-of-society
disaster risk management that strengthen synergies across groups, as appropriate. On this
point, it should be noted that:
(i) Women and their participation are critical to effectively managing disaster risk and
designing, resourcing and implementing gender-sensitive disaster risk reduction
policies, plans and programmes; and adequate capacity building measures need to be
taken to empower women for preparedness as well as to build their capacity to secure
alternate means of livelihood in post-disaster situations;
(ii) Children and youth are agents of change and should be given the space and modalities
to contribute to disaster risk reduction, in accordance with legislation, national practice
and educational curricula;
(iii) Persons with disabilities and their organizations are critical in the assessment of
disaster risk and in designing and implementing plans tailored to specific requirements,
taking into consideration, inter alia, the principles of universal design;
(iv) Older persons have years of knowledge, skills and wisdom, which are invaluable assets
to reduce disaster risk, and they should be included in the design of policies, plans and
mechanisms, including for early warning;
(v) Indigenous peoples, through their experience and traditional knowledge, provide
an important contribution to the development and implementation of plans and
mechanisms, including for early warning;
(vi) Migrants contribute to the resilience of communities and societies, and their knowledge,
skills and capacities can be useful in the design and implementation of disaster risk
reduction;
(b) Academia, scientific and research entities and networks to focus on the disaster risk factors
and scenarios, including emerging disaster risks, in the medium and long term; increase
research for regional, national and local application; support action by local communities
and authorities; and support the interface between policy and science for decision-making;
(c) Business, professional associations and private sector financial institutions, including
financial regulators and accounting bodies, as well as philanthropic foundations, to
integrate disaster risk management, including business continuity, into business models
and practices through disaster-risk-informed investments, especially in micro, small and
medium-sized enterprises; engage in awareness-raising and training for their employees
and customers; engage in and support research and innovation, as well as technological
development for disaster risk management; share and disseminate knowledge, practices
and non sensitive data; and actively participate, as appropriate and under the guidance of
the public sector, in the development of normative frameworks and technical standards
that incorporate disaster risk management;
23
(d) Media to take an active and inclusive role at the local, national, regional and global levels
in contributing to the raising of public awareness and understanding and disseminate
accurate and non-sensitive disaster risk, hazard and disaster information, including on
small-scale disasters, in a simple, transparent, easy-to-understand and accessible manner,
in close cooperation with national authorities; adopt specific disaster risk reduction
communications policies; support, as appropriate, early warning systems and life-saving
protective measures; and stimulate a culture of prevention and strong community
involvement in sustained public education campaigns and public consultations at all levels
of society, in accordance with national practices.
37. With reference to General Assembly resolution 68/211 of 20 December 2013, commitments
by relevant stakeholders are important in order to identify modalities of cooperation and to
implement the present Framework. Those commitments should be specific and time-bound in
order to support the development of partnerships at local, national, regional and global levels
and the implementation of local and national disaster risk reduction strategies and plans. All
stakeholders are encouraged to publicize their commitments and their fulfilment in support
of the implementation of the present Framework, or of the national and local disaster risk
management plans, through the website of the United Nations Office for Disaster Risk Reduction.
VI. International cooperation and global partnership
General considerations
38. Given their different capacities, as well as the linkage between the level of support provided
to them and the extent to which they will be able to implement the present Framework,
developing countries require an enhanced provision of means of implementation, including
adequate, sustainable and timely resources, through international cooperation and global
partnerships for development, and continued international support, so as to strengthen their
efforts to reduce disaster risk.
39. International cooperation for disaster risk reduction includes a variety of sources and is a
critical element in supporting the efforts of developing countries to reduce disaster risk.
40. In addressing economic disparity and disparity in technological innovation and research
capacity among countries, it is crucial to enhance technology transfer, involving a process of
enabling and facilitating flows of skill, knowledge, ideas, know-how and technology from
developed to developing countries in the implementation of the present Framework.
41. Disaster-prone developing countries, in particular the least developed countries, small
island developing States, landlocked developing countries and African countries, as well as
middle-income countries facing specific challenges, warrant particular attention in view of their
higher vulnerability and risk levels, which often greatly exceed their capacity to respond to and
recover from disasters. Such vulnerability requires the urgent strengthening of international
cooperation and ensuring genuine and durable partnerships at the regional and international
levels in order to support developing countries to implement the present Framework, in
accordance with their national priorities and needs. Similar attention and appropriate assistance
should also be extended to other disaster-prone countries with specific characteristics, such as
archipelagic countries, as well as countries with extensive coastlines.
42. Disasters can disproportionately affect small island developing States, owing to their unique
and particular vulnerabilities. The effects of disasters, some of which have increased in intensity
and have been exacerbated by climate change, impede their progress towards sustainable
development. Given the special case of small island developing States, there is a critical need
to build resilience and to provide particular support through the implementation of the SIDS
Accelerated Modalities of Action (SAMOA) Pathway 11 in the area of disaster risk reduction.
43. African countries continue to face challenges related to disasters and increasing risks,
including those related to enhancing resilience of infrastructure, health and livelihoods. These
challenges require increased international cooperation and the provision of adequate support to
African countries to allow for the implementation of the present Framework.
11. General Assembly resolution 69/15, annex.
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44. North-South cooperation, complemented by South-South and triangular cooperation, has
proven to be key to reducing disaster risk and there is a need to further strengthen cooperation
in both areas. Partnerships play an additional important role by harnessing the full potential of
countries and supporting their national capacities in disaster risk management and in improving
the social, health and economic well-being of individuals, communities and countries.
45. Efforts by developing countries offering South-South and triangular cooperation should not
reduce North-South cooperation from developed countries as they complement North-South
cooperation.
46. Financing from a variety of international sources, public and private transfer of reliable,
affordable, appropriate and modern environmentally sound technology, on concessional and
preferential terms, as mutually agreed, capacity-building assistance for developing countries
and enabling institutional and policy environments at all levels are critically important means of
reducing disaster risk.
Means of implementation
47. To achieve this, it is necessary:
(a) To reaffirm that developing countries need enhanced provision of coordinated, sustained
and adequate international support for disaster risk reduction, in particular for the least
developed countries, small island developing States, landlocked developing countries and
African countries, as well as middle-income countries facing specific challenges, through
bilateral and multilateral channels, including through enhanced technical and financial
support and technology transfer on concessional and preferential terms, as mutually
agreed, for the development and strengthening of their capacities;
(b) To enhance access of States, in particular developing countries, to finance, environmentally

sound technology, science and inclusive innovation, as well as knowledge and information-
sharing through existing mechanisms, namely bilateral, regional and multilateral
collaborative arrangements, including the United Nations and other relevant bodies;
(c) To promote the use and expansion of thematic platforms of cooperation, such as global
technology pools and global systems to share know-how, innovation and research and
ensure access to technology and information on disaster risk reduction;
(d) To incorporate disaster risk reduction measures into multilateral and bilateral development
assistance programmes within and across all sectors, as appropriate, related to poverty
reduction, sustainable development, natural resource management, the environment,
urban development and adaptation to climate change.
Support from international organizations

48. To support the implementation of the present Framework, the following is necessary:
(a) The United Nations and other international and regional organizations, international and
regional financial institutions and donor agencies engaged in disaster risk reduction are
requested, as appropriate, to enhance the coordination of their strategies in this regard;
(b) The entities of the United Nations system, including the funds and programmes and
the specialized agencies, through the United Nations Plan of Action on Disaster Risk
Reduction for Resilience, United Nations Development Assistance Frameworks and
country programmes, to promote the optimum use of resources and to support developing
countries, at their request, in the implementation of the present Framework, in coordination
with other relevant frameworks, such as the International Health Regulations (2005),
including through the development and the strengthening of capacities and clear and
focused programmes that support the priorities of States in a balanced, well-coordinated
and sustainable manner, within their respective mandates;
(c) The United Nations Office for Disaster Risk Reduction, in particular, to support the
implementation, follow-up and review of the present Framework by: preparing periodic
reviews on progress, in particular for the Global Platform for Disaster Risk Reduction, and,
as appropriate, in a timely manner, along with the follow-up process at the United Nations,
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supporting the development of coherent global and regional follow-up and indicators,
and in coordination, as appropriate, with other relevant mechanisms for sustainable
development and climate change, and updating the existing web-based Hyogo Framework
for Action Monitor accordingly; participating actively in the work of the Inter-Agency and
Expert Group on Sustainable Development Goal Indicators; generating evidence-based and
practical guidance for implementation in close collaboration with States and through the
mobilization of experts; reinforcing a culture of prevention among relevant stakeholders
through supporting development of standards by experts and technical organizations,
advocacy initiatives and dissemination of disaster risk information, policies and practices,
as well as by providing education and training on disaster risk reduction through affiliated
organizations; supporting countries, including through national platforms or their
equivalent, in their development of national plans and monitoring trends and patterns in
disaster risk, loss and impacts; convening the Global Platform for Disaster Risk Reduction
and supporting the organization of regional platforms for disaster risk reduction in
cooperation with regional organizations; leading the revision of the United Nations Plan
of Action on Disaster Risk Reduction for Resilience; facilitating the enhancement of, and
continuing to service, the United Nations Office for Disaster Risk Reduction Scientific and
Technical Advisory Group in mobilizing science and technical work on disaster risk reduction;
leading, in close coordination with States, the update of the publication entitled “2009
UNISDR Terminology on Disaster Risk Reduction”, in line with the terminology agreed upon
by States; and maintaining the stakeholders’ commitment registry;
(d) International financial institutions, such as the World Bank and regional development
banks, to consider the priorities of the present Framework for providing financial support
and loans for integrated disaster risk reduction to developing countries;
(e) Other international organizations and treaty bodies, including the Conference of the Parties
to the United Nations Framework Convention on Climate Change, international financial
institutions at the global and regional levels and the International Red Cross and Red Crescent
Movement to support developing countries, at their request, in the implementation of the
present Framework, in coordination with other relevant frameworks;
(f) The United Nations Global Compact, as the main United Nations initiative for engagement
with the private sector and business, to further engage with and promote the critical
importance of disaster risk reduction for sustainable development and resilience;
(g) The overall capacity of the United Nations system to assist developing countries in disaster
risk reduction should be strengthened by providing adequate resources through various
funding mechanisms, including increased, timely, stable and predictable contributions to
the United Nations Trust Fund for Disaster Reduction and by enhancing the role of the Trust
Fund in relation to the implementation of the present Framework;
(h) The Inter-Parliamentary Union and other relevant regional bodies and mechanisms for
parliamentarians, as appropriate, to continue supporting and advocating disaster risk
reduction and the strengthening of national legal frameworks;
(i) The United Cities and Local Government organization and other relevant bodies of local
governments to continue supporting cooperation and mutual learning among local
governments for disaster risk reduction and the implementation of the present Framework.
Follow-up actions
49. The Conference invites the General Assembly, at its seventieth session, to consider the
possibility of including the review of the global progress in the implementation of the Sendai
Framework for Disaster Risk Reduction 2015–2030 as part of its integrated and coordinated
follow-up processes to United Nations conferences and summits, aligned with the Economic and
Social Council, the High-level Political Forum for Sustainable Development and the quadrennial
comprehensive policy review cycles, as appropriate, taking into account the contributions of the
Global Platform for Disaster Risk Reduction and regional platforms for disaster risk reduction
and the Hyogo Framework for Action Monitor system.
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50. The Conference recommends to the General Assembly the establishment, at its sixty-ninth
session, of an open-ended intergovernmental working group, comprising experts nominated by
Member States, and supported by the United Nations Office for Disaster Risk Reduction, with
involvement of relevant stakeholders, for the development of a set of possible indicators to
measure global progress in the implementation of the present Framework in conjunction with
the work of the Inter-Agency and Expert Group On Sustainable Development Goal Indicators.
The Conference also recommends that the working group consider the recommendations of the
United Nations Office for Disaster Risk Reduction Scientific and Technical Advisory Group on
the update of the publication entitled “2009 UNISDR Terminology on Disaster Risk Reduction”
by December 2016, and that the outcome of its work be submitted to the Assembly for its
consideration and adoption.
27
Index
A continuity of: 36(c)

Academia resilience of: 30(o); 31(i)
responsibilities of: 19(e); 36(b) responsibility of business sector: 19(e); 36(c)
partnership with: 7; 25(d) incorporating disaster risk in business management
Access practices:7; 30(o)
to data: 24(f); 25(c) Budget allocations: 2; 27(i)
to early warning: 18(g); 33(b)
to live-saving services: 30(k) C
to risk information/risk assessment: 18(g) (See also Capacity strengthening
information, freely accessible and available) for response and emergencies: 33(f)
Accessibility: See universally accessible response; of persons to reduce/manage risk: 23; 33(j)
inclusiveness. of technical and scientific capacity: 24(j) (See also tailor
Accountability for reducing/managing risk: 19(e) (See also made plans for capacity-building of developing
public policies to enhance transparency) countries)
Accounting of disaster losses: 24(d); 36(c) Case registry for morbidity: See morbidity.
Accounting bodies, responsibilities of: 36(c) Central government, responsibility of: 19(b); 19(f) (See also
Advocacy: 36(a); 48(c) governance, federal system)
Affected areas, development of: 33(j) (See also areas outside Centres
of risk range) for public awareness: 33(d)
Affected persons: 4; 18; 19(d); 30(j) for stockpiling rescue/relief material: 33(d)
African countries, needs of: 8; 17; 19(m); 41; 43; 47(a) Child health: 30(j)
Age perspective on policy: 19(d); 19(g) Children: 4; 7; 36(a)(ii)
Agriculture: 28(b) Chronic disease: 30(k) (See also health)
All-of-society engagement: 19(d); 36(a) (See also stakeholders, Citizens, voluntary work of: 19(d)
engagement with) Citizenship: see responsible citizenship.
Analysis: see data analysis. Civic education: 24(l) (See also education campaigns by
Animals: 30(p); 31(f) media)
Anticipatory approach: 30(f); 31(d) Civil society, coordination with public sector: 7; 27(h); 27(j);
Archipelagic countries: 41 36(a) (See also knowledge of civil society)
Area-based support systems Climate change
for response: 33(h) and disaster risk reduction: 4; 6; 11; 12; 19(h); 28(b); 28(c);
for disaster-related displacement: 33(h) 47(d)
Areas outside of risk range: 33(l) as a risk driver: 12; 42
Assessment scenarios for: 25(b); 33(a)
of capacity: 24(b); 27(c) Climate variability: 6
of land degradation: 30(f) Coastlines/coastal flood plains: 28(d); 30(g); 41
of pre-disaster risk: 23 Coherence: 11; 12; 48(c) (See also sustainable development
of risk: 14; 23; 24(b); 25(a); 25(b); 25(g) and disaster risk reduction; health and disaster risk
of social impact of disaster: 24(d); 31(d) reduction, climate change and disaster risk reduction;
methodologies and models for: 24(j) environmental management and disaster risk reduction;
periodic assessment of national/local progress: 27(e) tools and instruments for disaster risk reduction; relief,
economic impact assessments: 30(c) rehabilitation and development, link between; post-
environmental impact assessments: 30(c) 2015 development agenda; development assistance and
social impact assessments: 30(c) disaster risk reduction)
structural impact assessments: 30(c) Commitments for implementation: 1(d); 48(c)
technological impact assessment: 30(c) (See also periodic by developed countries: 19(l)
review of Sendai Framework; national periodic by States: 2
assessment of progress ) by stakeholders: 35; 37; 48(c)
Assets, reducing loss of: 16 political commitments: 3
Assistance, its regulation in recovery phase: 33(p) Communications
Awareness-raising: 3; 19(k); 24(m); 25(f); 27(a); 33(d); 36(a); mechanisms: See disaster risk communications
36(c); 36(d) mechanisms; emergency communications
mechanisms; participatory process for developing
B communications systems.
Baseline: 24(b) policies: 36(d)
Basic services in post-disaster phase: 33(g) Community
Big data: 25(c) knowledge of communities: 24(g); 36(a)
Bilateral cooperation: See cooperation at bilateral level protection of communities: 5
Biodiversity: 28(b) roles of community representatives within disaster risk
Biological hazards: 15 reduction institutions: 27(f)
“Build Back Better”: 6; 19(k); 32 training of community health groups: 30(i)
Building better from the start: 30(c) working with communities/community based
Building codes: 27(d); 30(h) organizations: 24(o); 27(h); 35
Business Community of practitioners, engagement with Government: 7
28
Compounding factors: 6 (See also risk factors) mortality database: 33(n)
Concessions Decentralization: see resources; decision-making, local level.
for use of copyrighted material: 25(h) Decision-making
for technology transfer: 47(a) in disaster risk management: 24(h)
for use of environmentally sound technology: 45 local level: 19(f)
Conference of Parties to the United Nations Framework inclusive nature of: 19(g)
Convention on Climate Change: 48(e) Demographic change: 6; 30(f)
Consultations with the public: 36(d) Developed countries, commitments: 19(l)
Contingency plans: 33(a) Developing countries
Continuity of operations and planning, post-disaster: 33(g) need for enhanced capability/capacity: 8; 19(a); 19(m); 38;
Cooperation 39; 40; 41; 42; 43; 44; 45; 46; 47(a);
at bilateral level: 8; 19(a); 47(a) support for: 19(m); 38; 39; 40; 41; 42; 43; 44; 45; 46; 47(a);
at international level: 6; 8; 17; 18(f); 19(a); 19(i); 25(c); 38; 48(b); 48(d)
39; 40; 41; 42; 43; 44; 45; 46; 47(a); 47(b); 47(c); 47(d); Development assistance and disaster risk reduction: 47(d)
48 Development and risk: 15
at regional level: 8; 19(a); 28(a); 34(f) Dialogue, with science: 24(h); 25(d); 27(j)
at subregional level: 8; 19(a); 28(a); 28(c) Dimensions of disaster risk: 23
between stakeholders: 3; 31(c); 31(e); 33(i) Disability
of multilateral nature: 47(a) disaggregated data on: 19(g)
on transboundary issues: 8; 19(a) persons living with: 7; 32; 36(a)(ii)
on international disaster relief: 33(p) perspective on disaster risk: 19(d)
forums for cooperation: 3 Disaster information: see information on disaster
Coordination Disaster losses
of preparedness/response: 33(b) evaluation: 24(d)
between institutions: 14 public accounting for: 24(d)
between sectors: 14; 19(e) recording: 24(d)
between stakeholders: 19(e); 27(h) sharing of information on: 24(d); 24(e)
under national authorities: 33(i); 35; 36(c); 36(d) Disaster medicine: 30(i)
coordinated regional approaches: 34(a) (See also regional Disaster-prone countries: 40
operational mechanisms) Disaster-resistant structures: 30(h)
Coping capacities of nations: 34(a) Disaster risk communications mechanisms: 33(b) (See also
Copyrighted/patented material, availability of: 25(h) (See emergency communications mechanisms)
concessions for use of copyrighted/patented material) Disaster risk creation: See prevention of disaster risk creation.
Cost-effectiveness of disaster risk reduction: 3 (See also Disaster risk effects
hidden cost of disaster) on a spatial scale: 24(b)
Countries on a social scale: 24(b)
protection of: 5 Disaster risk management: 3; 19(e); 23; 24(h); 27(d); 28(c)
countries facing specific disaster risk challenges: 19(m); certification for: 27(j)
30(c); 47(a) challenges to: 24(k)
Critical facilities, resilience of: 30(c) (See also infrastructure; incorporation into post-disaster recovery/rehabilitation:
schools, resilience of; hospitals, physical infrastructure, 33(j)
universal design, standardization of building materials, obstacles: 24(k)
retrofitting, culture of maintenance) research in: 24(k); 25(i)
Cross-sectoral approach: 15; 24(i); 27(a); 47(d) Disaster risk reduction
Culture: 19(d) instruments for: 26
of maintenance: 30(c) integration across policies/plans/programmes/budgets: 2
of prevention: 25(f); 36(a); 36(d); progress on: 3
disaster impact on: 48(c) social measures for reducing risk: 17
regard for: 33(b) Disaster risk zones/disaster prone areas: 27(k); 33(m)
cultural assets: 19(c) Disease: See chronic and life threatening disease; health
cultural and collecting institutions: 30(d) Disparity of means among countries: 40
cultural measures for reducing risk: 17 Displacement
cultural heritage, impact of disaster on and protection of: level of: 4
5; 24(d); 30(d) risk of: 28(d)
cultural resilience: 14 support systems for: 33(h) (See also safe shelter; relief
supplies, food and non-food; temporary settlements)
D Dissemination
Data of information/data: See data
disaggregated: 19(g) of tools: 25(a)
non-sensitive: See non-sensitive information/data Domestic law: see national law
real-time: 24(f) Domestic resources/capabilities: 8
data analysis: 24(a); 24(f) (see also Big data) Drills
data collection: 24(a); 24(f) for disaster preparedness: 34(f)
data management: 24(a) for evacuation: 33(h)
data usage: 19(g); 24(a); 24(f); 25(a); 25(g); 25(c); 27(f); 33(b); Drivers of risk: see risk drivers
36(c) (See also end-users of data/information) Drought prone areas: 30(g)
data dissemination/exchange of: 19(g); 24(f); 24(o); 36(c); Drylands: 30(g)
36(d); 48(c)
29
E protection/management of environmental assets/
Early warning resources: 19(c); 27(d)
access to: 18(g) transfer of/access to environmentally sound technology:
design of: 36(a)(iv); 36(a)(v); 36(d) 46; 47(b)
enhancing/strengthening of: 14; 25(a) Epidemics, risk of: 28(d)
investing in: 33(b); 34(c) Epidemics, as risk driver: 6
low cost equipment/facilities for: 33(b) Essential services during/after disaster: 33(c)
regional early warning systems compatible with national Existing risk: 27(b)
systems: 34(c) Expected outcome: 16
(See also information release channels:) Experience-sharing: 24(g); 25(f)
Earth and climate observations: 25(c) Experts, mobilized by UNISDR: 48(c)
Economic and Social Council: 49 Exposure to risk
Economy of persons and assets: 4; 17; 23;
economic growth: 19(h) assessment of: 24(b)
economic impact of disaster: 4; 24(d); 31(d) information on: 25(e)
economic impact assessments: See assessment of reduction of: 6
economic impact Evacuation in the context of preparedness: 33(m) (See also
economic challenges to implementation: 24(k) drills)
economic loss, level of: 4 Evidence, to be generated by UNISDR: 48(c)
economic loss, reduction of: 18(c)
economic measures for reducing risk: 17 F
economic recovery planning: 33(g) Financial
economic resilience: 14 allocations: 30(a)
protection of economic assets: 5 impact of disasters: 30(b)
Ecosystems institutions, cooperation with: 31(d); 36(c)
decline of: 6 instruments: 30(m)
protection of: 5 protection: 30(b)
ecosystems-based approach to disaster risk reduction: regulators: 36(c)
28(d); 30(n) Financing
ecosystem functions that reduce risk: 30(g) sources of: 45
effects on ecoysystems of not reducing risk: 24(b) for developing countries: 19(m); 45
Education Fiscal instruments: 30(m)
on disaster risk and reduction: 19(k); Flood-prone areas: 30(g)
for professionals: 24(l) Follow-up
educational campaigns by media: 36(d) actions (at the United Nations): 49; 50
educational curricula: 36(a)(ii) tools: 30(f)
educational measures for reducing risk: 17 of the Sendai Framework: 16; 19(e); 27(e); 48(c)
educational resilience: 14 Food
impact of disaster on education: 24(d); 24(g); 24(l); 24(m); and nutrition: 28(b); 30(j)
36(a); 48(c) food security: 19(h); 30(j)
Educational facilities food supplies: See relief supplies, food and non-food
reduce damage to: 18(d) Forecasting, people-centred multi-hazard: 33(b)
resilience of: 33(c) Forecasting, people-centred multisectoral: 33(b)
(See also One Million Safe Schools and Hospitals initiative) Forums for government coordination: 27(g) (See also national
Educational challenges to implementation: 24(k) and local platforms)
Emergency communications mechanisms: 33(b) Forums for cooperation: See cooperation
Emerging disaster risk: 36(b) Federal system: see governance
Empowerment: see local authorities, local communities, the Frequent disasters: 15
poorest. “Future We Want”: 12
Enabling environment
for achieving the Sendai outcome: 16 G
for disaster risk reduction within institutions: 46 Gaps
for disaster risk reduction within local/national/regional/ in implementation: 9; 24(k)
global policy space: 46 in research: 25(g)
End-users, of data/information: 24(a); 25(e); 33(b); 36(c); 36(d) GDP: 18(c)
Enforcement of building codes: 30(h) General Assembly: See United Nations General Assembly
Environment Gender
and resilience: 14 perspective on policy: 19(d); 32; 36(a)(i)
impact of disaster on: 24(d) gender equitable response: 32
understanding of: 23 regard for gender requirements: 33(b)
environmental challenges to implementation: 24(k) Geospatial information technology: 24(c); 25(c); 25(g) (See also
environmental change: 30(f) space data/technology)
environmental hazards: 15 GIS: 24(f)
environmental impact of disasters: 4 Global Compact: (See United Nations Global Compact)
environmental impact assessments: See assessment of Global Framework for Climate Services: 34(c)
environmental impact Global Platform for Disaster Risk Reduction: 3; 28(c); 48(c); 49
environmental management and disaster risk reduction: Good practices, sharing: 24(g) (See also lessons learned)
19(h); 28(b); 47(d) Goodwill: 35
environmental measures for reducing risk: 17 Governance for disaster risk reduction: 6; 14; 26
30
Governance, federal system: 19(b); 19(f) Inequality and disaster risk reduction: 6
Government Informal housing: 30(f)
executive branch: 19(e) Information
legislative branch: 19(e) disaggregated: 25(e)
Growth (economic): 19(h); 29 freely available and accessible: 24(e)
Guidance in situ : 24(f); 25(c)
for reconstruction: 33(k) non-sensitive: See non-sensitive information/data
from UNISDR: 48(c) on disaster: 24(e)
on event-specific hazard-exposure: 24(d)
H on event-specific vulnerability: 24(d)
Hazard information-sharing arrangements: 14; 34(c); 34(d); 47(b);
definition of: Footnote 3 47(c)
understanding of hazard characteristics: 23; 24(b) information and communications technology: 24(f); 25(c)
hazard-monitoring telecommunications system: 33(b) early warning information release channels: 33(b)
(See also exposure to hazard) Infrastructure: 18(d); 27(a)
Health critical: 33(c)
and disaster risk reduction: 16; 19(h); 28(b) educational facilities: 33(c)
impact of disaster on: 4; 24(d) health facilities: 33(c)
protection of: 5; 19(c) hospitals: 30(c); 33(c)
health authorities, cooperation with: 31(e) investment in: 30(c)
health and safety standards: 27(d) telecommunications: 33(c)
health measures for reducing risk: 17 transportation: 33(c)
health programmes and disaster risk reduction: 30(i) water: 33(c)
health resilience: 14 Infrequent disasters: 15
health systems: 31(e) Injury: 4
health workers, developing capacity of: 30(i) Innovation
healthcare, basic services in: 30(j) drivers of: 29
resilience of health facilities: 18(d); 33(c) (See also One inclusive nature: 47(b)
Million Safe Schools and Hospitals initiative) investment in and access to: 24(k); 25(i)
safety/effectiveness/operationality of health facilities development of new products and services: 31(c)
during/after disasters: 33(c) Institutions, weaknesses of: 6
(See also disease; maternal health; newborn health; child Institutional measures for reducing risk: 17
health) Insurance: 30(b) (See also risk transfer, risk sharing, risk
Hidden cost of disaster: 4 retention, and financial protection)
High-Level Political Forum for Sustainable Development: 49 Inter-Agency and Expert Group on Sustainable Development
Historical sites, protection of: 30(d) (See also religious sites) Indicators: 48(c); 50
Homelessness: 4 Inter-Parliamentary Union: 48(h)
Hospitals: 30(c); 33(c) (See also health facilities; One Million Interdependent risk factors: See risk factors
Safe Schools and Hospitals initiative) Intergovernmental organizations: 28(c)
Host community, resilience: 30(l) International cooperation: See cooperation, international.
Households International Day for Disaster Reduction: 25(f)
affected by disaster: 4 International disaster relief, regulation of: 33(p)
resilience of : 31(g) International financial institutions
Housing, as a social safety net mechanism: 30(j) cooperation with: 31(b)
Hyogo Framework for Action and monitor: 1(b); 1(c); 3; 9; 10; loans/support for disaster risk reduction: 48(d); 48(e)
16; 19; 28(f); 33(k); 48(c); 49 International Health Regulations (2005): 30(i); 31(e); 48(b)
Human rights, promotion/protection of: 19(c) International Red Cross and Red Crescent Movement: 48(e)
Human settlements International Recovery Platform: 34(d)
informal: 30(h) (See also informal housing) Investment
marginal: 30(h) for resilience: 9; 14; 29; 30(b); 30(c)
safe areas: 27(k); 30(g) in risk reduction v. response: 19(j)
Hunger eradication: 31(h)
Hydrometeorological issues, global mechanisms for: 33(e) J
Job creation: 29
I
Implementation of Sendai Framework, institutional support K
for: 48; 48(a); 48(b); 48(c); 48(d); 48(e); 48(f); 48(g); 48(h); Know-how: 40
48(i) Knowledge
Incentives: 19(f); 27(a); 27(d) local: 24(i)
Inclusiveness: 7; 19(d); 19(g); 36(a); 47(b) (See also universally of government officials: 24(g)
accessible response) of civil society: 24(g); 36(a)
Indicators, development of: 18; 27(b); 48(c); 50 (See also of communities: 24(g); 36(a)
Open-ended intergovernmental working group for the of migrants: 36(a)(vi)
development of indicators) of stakeholders: 35
Indigenous of volunteers: 24(g); 36(a)
knowledge/practices: 24(i); 36(a)(v) (See also traditional Knowledge-sharing/exchange: See lessons learned/good
knowledge) practice sharing, and information-sharing arrangements.
peoples, coordination/engagement with Government and
public sector: 7; 27(h)
31
L Monitoring: 14; 25(a); 28(f); 48(c)
Laws, developing and upholding: 27(d); 27(f); 48(h) Morbidity
Land use case registry for: 33(n)
land use planning and policy: 27(d); 30(f); 33(j); 33(k) prevention of: 33(n)
poor level of land management: 6 (See also assessment Mortality
of land degradation) database for: 33(n)
Landlocked developing countries: 17; 41; 47(a) level in developing countries: 4
Large-scale disaster: 14 reduction of: 3; 18(a)
Leadership: Mountains: 30(g)
of a political nature: 16 Multi-hazard approach: 7; 15; 19(g)
of women: 19(d); 32 in early warning systems/ mechanisms: 14; 18(g); 25(a);
of youth: 19(d) 33(b); 34(c)
Least developed countries, needs of: 8; 17; 19(m); 41; 47(a) in forecasting: 33(b)
Legal and administrative measures in research/surveys: 24(k); 25(b)
for improving transparency: 27(a) Multilateral cooperation: See cooperation
for reducing risk: 17; 48(h) Multisectoral approach: 7
Legislature: 19(e) Mutually-agreed terms: 46; 47(a)
Lessons learned/good practice, sharing: 24(g); 25(d); 25(e);
28(a); 33(j); 33(k); 34(b) (See also information-sharing N
arrangements) National
Life-saving services/measures, during/after disaster: 33(c); authorities relevant to disaster risk: 19(b)
36(d) (See also essential services) disaster risk reduction strategies: 18(e); 36(a)
Life threatening disease: 30(k) (See also health) focal point for Sendai Framework: 27(g)
Lives lost: 4 health systems: 30(i) (see also primary, secondary and
Livelihoods tertiary health care)
protection of: 5; 16; 19(c); 30(o); 30(p) institutions, coordination of: 19(e); 19(f);
alternative livelihood after disasters: 36(a)(i) periodic assessment of progress: 27(e)
enhancement programmes for: 30(j); 31(g); plans for disaster risk reduction: 27(e); 36(a); 48(c)
Livestock, protection of: 30(p); 31(f) platforms: 27(g); 48(c)
Loans/financial support for disaster risk reduction: See progress reports: 3
international financial institutions regard for national circumstances: 19; 19(a); 24(b) (See also
Local nationally-compatible regional mechanisms)
authorities, empowerment of (as appropriate)/capacity regard for national policies: 35
building: 19(e); 33(m); 48(i) regard for national practices: 36(d)
communities, empowerment of (as appropriate): 19(e) regard for national priorities: 17; 41; 48(b)
government: 19(e); 27(g); 48(i) obligations under international agreements/
platforms: 27(g) commitments: 8; 19
regard for local needs: 33(h) Nationally-compatible regional mechanisms: 33(c)
risks at local level: 19(i); 25(b) Natural hazards: 15
disaster risk reduction strategies/plans at local level: Natural resource management and disaster risk reduction: 6;
18(e); 36(a) 30(n); 47(d)
Logistical resources, allocation of: 30(a) Newborn health: 30(j)
Logistical capacities for response and emergencies: 33(f) Non-discrimination: 19(d)
Non-formal education: 24(l)
M Non-governmental organizations: 24(o)
Making Cities Resilient campaign: 25(f) Non-risk-informed policies: 6
Mapping: see risk mapping. Non-permanent housing: 30(f)
Man-made hazards: 15 Non-sensitive information/data: 19(g); 24(e); 25(c); 28(f); 36(c);
Mandates of United Nations entities, regard for: 48(b); 36(d)
footnote 6 Non-structural measures: 29
Maternal health: 30(j) Normative frameworks: 36(a); 36(c)
Means of implementation: 8; 17; 38 (See also disparity in North-South cooperation: 44; 45
means among countries)
Measurement tools: 24(f) O
Media: 25(c); 36(d) Official development assistance: 19(l) (See also development
Mental health services: 33(o) assistance and disaster risk reduction)
Methodologies and models for risk assessment: 24(j) (See Older persons, engagement with: 7; 36(a)(iv)
assessment of methodologies and models) One Million Safe Schools and Hospitals initiative: 25(f)
Micro enterprises: 36(c) Open-ended intergovernmental working group for the
Middle-income countries, needs of: 8; 17; 19(m); 41; 47(a) development of indicators: 50
Migrants, coordination/engagement with Government/public Outcome: see expected outcome.
sector: 7; 27(h); 36(a)(vi); Outreach to private sector: 19(e)
Millennium Development Goals: 9
Mobile phone networks for risk communication: 25(c) P
Mobilization, of community: 24(m) Pandemics: 6
Mobility: See public policies on disaster-induced human Parliamentarians: 27(e); 27(i)
mobility Participation
Modalities of cooperation: 37 of inclusive/accessible/non-discriminatory nature: 19(d)
32
of relevant stakeholders: 26 on disaster-induced human mobility: 30(l)
of relevant stakeholders, as appropriate: 33(a) on the coordination of relief assistance: 33(e) (See also
participatory process for developing communications relief supplies)
systems: 33(b) on disaster-risk reduction communication: 36(d)
Partnership on enhancing transparency: 27(a)(iii)
across mechanisms/institutions: 26 on funding of relief assistance: 33(e)
across all levels: 37 on land-use: 30(f)
at global level: 19(l) on the role of public service workers: 33(e)
with all of society: 19(d) on post-disaster recovery and reconstruction: 33(e)
with private sector: 19(e) on procedures for relief assistance: 33(e)
Patented material: see copyrighted material. on shared natural resources: 28(d)
Patterns in disaster risk, UNISDR monitoring of: 48(c) that are gender-sensitive: 36(a)(i)
Physical infrastructure: 30(c) that are risk-informed: 28(c);
Peer learning/mutual learning: 24(g); 25(f); 28(e); 48(i) to enhance transparency: 27(a)
Peer review: 28(e) designed with inclusion of terminally and chronically ill:
People-centred approach: 7 30(k)
Periodic assessment of national/local progress (See national designed with older persons: 36(a)(iv)
periodic assessment; assessment of national/local disseminated by UNISDR: 48(c)
progress) updated based on climate change scenarios: 33(a)
Periodic review of Sendai Framework: 1(e); 48(c) coherence between others and disaster risk reduction:
Policies 27(a)
tailored to localities: 24(i) coherence between disaster risk reduction with
dissemination by UNISDR: 48(c) sustainable development: 31(a)
Political incentives for compliance with policies: 27(a)(ii); 27(a)(iii)
leadership: See leadership resources required by local and national administrative
measures for reducing risk: 17 bodies to implement policies: 30(a)
Poor people/the poorest: 7; 19(d) Public-private collaboration: 7; 31(i)
Post-2015 development agenda: 11 Public sector, responsibilities of: 19(e)
Post-disaster Public service workers: See public policies on public service
response and review: 19(j); 25(g); 30(j) workers
recovery and reconstruction policies: 33(e) Public scrutiny and debates: 27(e) (See also parliamentarians)
Poverty
and disaster risk reduction: 6; 47(d) Q
eradication of: 2; 11; 12; 28(b); 30(j); 31(h) Quadrennial comprehensive policy review: 49
reduction of: 47(d)
Practices, dissemination by UNISDR: 48(c) R
Pre-disaster risk assessment: See assessment Rebuilding: 30(c)
Preferential terms for technology transfer: 45; 47(a) (See also Rehabilitation (See recovery, rehabilitation and
concessions for use of environmentally sound technology) reconstruction)
Preparedness, response and recovery Recovery assistance, regulation of: 33(p)
measures: 17; 23; 32 Reconstruction (See recovery, rehabilitation and
exercises: 33(h) reconstruction)
Preventing losses: 29 Recovery, rehabilitation, reconstruction: 6; 14; 19(k); 29; 30(h);
Prevention 33(j); 33(k)
and mitigation of disaster: 23 Reducing losses: 29
of disaster risk creation: 6; 17; 19(k); 27(b) Regional
Progress reports cooperation: See cooperation at regional level
mechanisms and standards for: 27(e); 27(g) early warning mechanisms: 34(c)
(See also national progress reports; regional progress organizations: 48(c)
reports) operational mechanisms: 34(a)
Protection protocols: 34(g)
of persons: 5; 19(c) progress reports: 3
of property: 19(c); footnote 3 regional platforms/subregional platforms: 3; 28(c); 48(c);
Primary health care: 30(i) 49
Primary responsibility of States: 19(a); 35 regional and subregional strategies: 1(a); 28(a); 36(a)
Principles of disaster risk reduction: 19 Registry of commitments, maintained by UNISDR: 48(c)
Private sector Regulations
knowledge base: 24(g) for services and infrastructure: 27(a)
responsibilities of: 19(e) for enhancing safety: 27(d)
investment to address underlying risk factors: 19(j) Relief assistance, public policies for coordinating/funding of
partnering with: 25(d); 25(f); 27(j); 48(f) (See also public- and procedures for: 33(e) (See also relief supplies)
private collaborations) Relief, rehabilitation and development, link between: 33(j)
Productive assets/tools, protection of: 19(c); 30(o); 30(p); 31(f) Relief supplies, food and non-food: 33(h)
Professional associations: 27(j) Religious sites: 30(d)
Property: See protection of property Relocation: 27(k); 30(l); 33(l)
Psychosocial support: 33(o) in consultation with affected persons: 33(l)
Public accounting of disaster losses: 24(d) Reporting: 27(a)(iii) (See also progress reporting)
Public policies Research
33
in disaster risk management: 24(k) Sexual and reproductive health: 30(j)
in risk and resilience: 14; 36(b) Seeds: 30(p); 31(f)
Resilience: 2; 5; 17; 18(d); 27(b); 32; 33(c); footnote 2 Shared responsibility: See responsibility, sharing of.
Resources Shelter in the context of displacement: 33(h) (See also
decentralization of: 19(f) displacement, support systems for; temporary
allocation of: 30(a) settlements)
of stakeholders: 35 Skills: 40
Response: 6; 14; 17; 19(j); 23; 24(l); 26; 32; 33(f); 33(h); 34(a); Small-scale disasters: 4; 15; 36(d)
34(b) ; 34(g); 34(h); footnote 5 Small island developing States, needs of: 17; 19(m); 41; 42;
Responsible citizenship: 25(f) 47(a)
Responsibilities Small and medium enterprises: 4; 36(c) (See also micro
definition of: 27(a); 27(f) enterprises)
sharing of: 19(b); 35 Slow-onset disasters: 4; 15
Retroffiting: 30(c) Social effects of disaster risk: 24(b) (See also social impact
Review of global progress on Sendai Framework: 49 assessment; social impact of disaster)
Right to development: 19(c) Social challenges to implementation: 24(k)
Rio Declaration on Environment and Development: 12 Social impact of disaster: 4; 31(d) (See also social impact
Risk assessment)
assessment of: See assessment of risk Social media: 24(m); 25(c)
drivers: 19(i) Social recovery planning: 33(g)
factors Social requirements, regard for: 33(b)
compounding : 6 Social resilience: 14
interdependent factors: 24(k) Social safety-net mechanisms, strengthening of: 30(j); 31(g)
sequential effects of risk factors: 24(b) Social technologies: 33(b)
underlying: 6; 9; 19(j) South-South cooperation: 44; 445
knowledge: 24(l) Space
maps/mapping: 24(c); 25(a); 25(b); 30(g) information: 24(f)
modelling: 25(a); 25(g) technology: 25(c)
retention: 30(b) Spatial dimension of risk: See disaster risk effects on a spatial
risk and development: 15 scale
sharing: 30(b); 31(b) Stakeholders
transfer: 30(b); 31(b) engagement with: 7; 14; 35 (See also all-of-society
risk-informed decision-making: 19(g) engagement)
risk-informed investment: 36(c) responsibilities/roles of: 19(b); 35
risk information, in all its dimensions: 24(n) complementarity between: 19(e)
(See also spatial dimension of risk; time frames for coordination of: 19(e); 36
disaster risk reduction) (See also commitment of stakeholders)
River basins/rivers: 28(d); 30(g) Standards
Rural development planning: 30(g) development of: 27(j); 35; 36(c); 48(c)
revision of/improvement: 30(h); 33(j); 33(k)
S (See also health and safety standards; progress reporting
Safety: 4; 27(d); footnote 5 (See also health and safety standards; coordination of reparedness/response;
standards) regional protocols)
SAMOA Pathway: 42 Standardization of building materials: 30(c)
Sasakawa Award: 25(f) Statistics: 25(a)
Saving lives: 29 Stockpile of rescue/relief material: See centres for stockpiling
Scenarios rescue/relief material
for climate change: See climate change scenarios Structural impact assessment: See assessment of structural
for disaster risk: See emerging disaster risk impact
Schools, resilience of: 30(c) (See also educational facilities.) Structural measures: 17; 29 (See also non-structural
Science measures)
and decision-making: 25(g); 36(b) Subregional cooperation: See cooperation
access by developing countries: 47(b) Sudden disasters: 15
science-based information: 19(g) Supply chains
science-policy interface: 24(h); 36(b) complexity of: 6
science-tradition interface: 24(i) resilience of: 30(o)
scientific research: 25(g) Sustainable development and disaster risk reduction: 2; 3; 4;
scientific and research institutions: 7 10; 12; 19(h); 19(j); 28(a); 28(f); 31(a); 47(d); 48(c); 49
Secondary health care: 30(i) Synergizing activities: 36(a)
Sectors
responsibilities of: 19(b) T
coordination of: 19(e) Tailor-made plans
sector-specific policies: 24(i); 27(g) for capacity building of developing countries: 17; 19(m);
(See also cross-sectoral approach; multisectoral 45; 47(a)
approach) for communications systems: 33(b)
Sequential effects of risk factors: 24(b) (See also risk factors) for person with disabilities: 36(a)(iii)
Settlements: See human settlements; temporary settlements Targets: 18; 27(b)
Sex disaggregated data: 19(g) Technical support for disaster risk reduction: 47(a)
34
Technological impact assessments: (See assessment of (See also: experts, mobilized by UNISDR; evidence to
technological impact) be generated by UNISDR; guidance from UNISDR;
Technological hazards: 15 public policy disseminated by UNISDR; practice
Technological measures for reducing risk: 17 disseminated by UNISDR; registry of commitments,
Technology maintained by UNISDR; trends in disaster risk to be
and resilience: 14 monitored by UNISDR; patterns in disaster risk to be
for exchanging information: 25(e) monitored by UNISDR)
access to: 47(c) United Nations Conference on Sustainable Development:
development of: 36(c) 12
limited availability of: 6 United Nations Development Assistance Frameworks:
investment in: 24(k) 48(b)
transfer of: 25(c); 40; 47(a) United Nations Framework Convention on Climate
transfer to developing countries: 19(m); 47(b) Change: 12; 48(e)
technology pools: 47(c) United Nations Global Compact: 48(f)
Telecommunications United Nations Plan of Action on Disaster Risk Reduction
infrastructure: 33(c) for Resilience: 48(b); 48(c)
systems for hazard monitoring: 33(b) United Nations Trust Fund for Disaster Reduction: 48(g)
Temporary settlements: 33(j) Universally accessible response: 32
Terminology: 25(g); 48(c); 50 Universal design: 30(c); 36(a)(iii)
Tertiary health care: 30(i) Urban planning/development: 27(d); 30(f); 47(d)
Thematic platforms: 28(c); 47(c) Urbanization, unplanned and rapid: 6
Time frames for disaster risk reduction plans: 27(b); 33(j);
36(b); 37 V
Tools/instruments Variability, of climate: See climate variability
for disaster risk reduction: 28(b) Volunteers
for recording losses: 25(a) engagement with: 7
Tourism and disaster risk management: 30(q) knowledge base of: 24(g)
Traditional knowledge: 19(g); 24(i) training of voluntary workers: 33(f)
Training voluntary work: 19(d); 35
on disaster risk reduction: 24(g); 48(c) Vulnerability
on disaster response: 33(f); 33(h); 34(h) of assets: 4; 17; 23
for professionals/employees: 24(l); 27(a); 36(c) (See also of persons: 4; 17; 23
training on disaster response) assessment of: 24(b)
Transboundary cooperation: 8; 19(a); 27(a); 28(d) information on: 24(e)
Transparency: (See public policies to enhance transparency) reduction of: 6
Transportation infrastructure: 33(c) people in vulnerable situations: 4
Triangular cooperation: 44; 45
Trends in disaster risk, UNISDR monitoring of: 48(c) W
Water-related disaster risks: 34(e)
U Water infrastructure: 33(c)
Underlying risk drivers/factors: 6; 9; 19(j) (See also risk Wetlands: 30(g)
factors) Women
Understanding risk: 14; 19(i); 23; 24; 25(f) (see also hazard in vulnerable situations: 4
characteristics, environmental impact assessment; role in managing disaster risk: 36(a)(i)
environmental management and disaster risk reduction; role in design of disaster risk policy: 7; 36(a)(i)
economic impact assessment: social impact assessment; role in resourcing gender-sensitive policies/plans/
health and disaster risk reduction; education on disaster programmes: 36(a)(i)
risk reduction; risk factors) role in implementing gender-sensitive policies/plans/
United Cities and Local Governments: 48(j) programmes: 7; 35(a)(i)
United Nations: 27(j); 34(e); 48(a); 48(b); 48(c); 48(d); 48(e); (See also leadership of women)
48(f); 48(g) Workplace, resilience of: 30(e)
conferences and summits: 49 World Conference on Disaster Risk Reduction, Third United
country programmes: 48(b) Nations: 1; 2; 50
entities and their mandates, regard for: 48(b); footnote 6 World Health Organization: 30(i); 31(e)
follow-up processes: 48(c)
General Assembly 68th session: 37 (See also United Y
Nations General Assembly resolution 68/211) Yokohama Strategy: 19
General Assembly 69th session: 50 Youth
General Assembly 70th session: 49 engagement with: 7; 36(a)(ii)
General Assembly, resolution 68/211: (See United Nations leadership of: 19(d)
General Assembly 68th session)
UNISDR
tasks for implementation/follow-up: 48(c); 50
review of Sendai Framework: 48(c); 50
cooperation with regional organizations: 48(c)
website: 37
Scientific and Technical Advisory Group: 25(g); 48(c);
50
35
Chart of the Sendai Framework for Disaster Risk Reduction
2015-2030
Scope and purpose
The present framework will apply to the risk of small-scale and large-scale, frequent and
infrequent, sudden and slow-onset disasters, caused by natural or manmade hazards as well
as related environmental, technological and biological hazards and risks.
It aims to guide the multi-hazard management of disaster risk in
development at all levels as well as within and across all sectors
Expected outcome
The substantial reduction of disaster risk and losses in lives, livelihoods and health and in
the economic, physical, social, cultural and environmental assets of persons, businesses,
communities and countries
Goal
Prevent new and reduce existing disaster risk through the implementation of integrated and
inclusive economic, structural, legal, social, health, cultural, educational, environmental,
technological, political and institutional measures that prevent and reduce hazard exposure
and vulnerability to disaster, increase preparedness for response and recovery, and thus
strengthen resilience
Targets
Substantially increase Substantially Substantially increase
Substantially reduce Substantially reduce Reduce direct disaster Substantially reduce
the number of enhance international the availability of
global disaster the number of affected economic loss in disaster damage to
countries with national cooperation and access to multi-
mortality by 2030, people globally by relation to global critical infrastructure
and local disaster risk to developing countries hazard early warning
aiming to lower 2030, aiming to lower gross domestic and disruption of basic
reduction strategies by through adequate and systems and disaster
average per 100,000 the average global product (GDP) by services, among them
2020 sustainable support risk information and
global mortality figure per 100,000 2030 health and educational
to complement their assessments to people
between 2020-2030 between 2020-2030 facilities, including
national actions for by 2030
compared to 2005- compared to 2005- through developing
2015 2015 their resilience by 2030 implementation of this
framework by 2030
Priorities for Action

There is a need for focused action within and across sectors by States at local, national, regional and global levels in the following four priority areas.
Priority 1 Priority 2 Priority 3 Priority 4
Understanding disaster risk Strengthening disaster risk Investing in disaster risk reduction Enhancing disaster preparedness for
governance to manage disaster risk for resilience effective response, and to «Build Back
Better» in recovery, rehabilitation and
reconstruction
Disaster risk management needs to be Disaster risk governance at the national, Public and private investment in disaster Experience indicates that disaster
based on an understanding of disaster regional and global levels is vital to the risk prevention and reduction through preparedness needs to be strengthened
risk in all its dimensions of vulnerability, management of disaster risk reduction structural and non-structural measures for more effective response and
capacity, exposure of persons and in all sectors and ensuring the coherence are essential to enhance the economic, ensure capacities are in place for
assets, hazard characteristics and the of national and local frameworks of laws, social, health and cultural resilience of effective recovery. Disasters have
environment regulations and public policies that, by persons, communities, countries and their also demonstrated that the recovery,
defining roles and responsibilities, guide, assets, as well as the environment. These rehabilitation and reconstruction phase,
encourage and incentivize the public and can be drivers of innovation, growth and which needs to be prepared ahead of the
private sectors to take action and address job creation. Such measures are cost- disaster, is an opportunity to «Build Back
disaster risk effective and instrumental to save lives, Better» through integrating disaster risk
prevent and reduce losses and ensure reduction measures. Women and persons
effective recovery and rehabilitation with disabilities should publicly lead and
promote gender-equitable and universally
accessible approaches during the response
and reconstruction phases
Guiding Principles
Primary responsibility Shared responsibility Protection of persons Engagement from all of Full engagement of all Empowerment of Decision-making to
of States to prevent between central and their assets while society State institutions of an local authorities and be inclusive and risk-
and reduce disaster Government and national promoting and protecting executive and legislative communities through informed while using a
risk, including through authorities, sectors all human rights including nature at national and resources, incentives multi-hazard approach
cooperation and stakeholders as the right to development local levels and decision-making
appropriate to national responsibilities as
circumstances appropriate
Coherence of disaster Accounting of local and Addressing underlying risk «Build Back Better» for The quality of global Support from developed
risk reduction and specific characteristics factors cost-effectively preventing the creation partnership and countries and partners to
sustainable development of disaster risks when through investment versus of, and reducing existing, international cooperation developing countries to
policies, plans, practices determining measures to relying primarly on post- disaster risk to be effective, meaningful be tailored according to
and mechanisms, across reduce risk disaster response and and strong needs and priorities as
different sectors recovery identified by them
www.preventionweb.net/go/sfdrr
www.unisdr.org
isdr@un.org
UNISDR/GE/2015 - ICLUX EN5000 1st edition
9-11 Rue de Varembé
CH 1202, Geneva
Switzerland
www.unisdr.org
INTRODCUCTION TO DISASTER
NURSING
ROEL D. REMORCA, RN
At the end of the lecture/discussion, the student should be able to:
1. Learn and understand the concepts of Disaster Nursing and the
Emergency Health Services.
Learning Objectives 2. Understand the roles of a nurses in disaster management.
3. Understand important points of the Philippine Disaster Risk
Reduction Management (DRRM) Act of 2010.
 Is defined as: “serious disruption of the functioning of a
community or a society at any scale due to hazardous events
What is a Disaster? interacting with exposure, vulnerability, and capacity, leading to
one or more of the following: human, material, economic, and
environmental losses and impacts”. (Veenema, 2019)
 Disaster nursing can be defined as “an adaptation of professional
What is Disaster nursing skills in recognizing and meeting the nursing physical and
Nursing? emotional needs resulting from the disaster”.
 First major agreement of the post-2015 development agenda and
provides Member States with concrete actions to protect
development gains from the risk of disaster.
 It works hand in hand with the other 2030 Agenda agreements,
including The Paris Agreement on Climate Change, The Addis
What is the Sendai Ababa Action Agenda on Financing for Development, the New
Framework for Urban Agenda, and ultimately the Sustainable Development
Disaster Risk Goals.
Reduction (2015-2030)  Endorsed by the UN General Assembly following the 2015 Third
UN World Conference on Disaster Risk Reduction (WCDRR).
 It advocates for: The substantial reduction of disaster risk and
losses in lives, livelihoods and health and in the economic,
physical, social, cultural and environmental assets of persons,
businesses, communities and countries.
 Aims to reinforce the shift in policy and practice of governments
Sendai Framework for and stakeholders from managing disasters and other events to
Disaster Risk managing disaster risk.
Reduction (SDFRR)  Rather than focusing exclusively on the response to emergencies,
2015-2030 it recognizes that by reducing and managing conditions of hazard,
exposure, and vulnerability, losses and impacts from disasters can
be effectively alleviated.
By 2030 , the Sendai
Framework for
Disaster Risk
Reduction (SDFRR)
calls for:
 Health is featured as a core theme throughout the framework.
 Four out of the seven Sendai Framework global targets have direct
Sendai Framework for links to health focusing on: reducing mortality, enhancing
Disaster Risk population well-being, improving early warning, and promoting
Reduction (SDFRR) the safety of health facilities and hospitals.
2015-2030  The Sendai Framework also places strong emphasis on resilient
health systems by the integration of disaster risk management
into healthcare provisions at all levels.
 To meet the immediate basic survival needs of populations
affected by disasters.
 To identify the potential for secondary disaster.
 To appraise both risks and resources in the environment.
 To correct inequalities in access to health care or appropriate
Goals of Disaster resources.
Nursing  To empower survivors to participate and advocate for their own
health and well being.
 To respect cultural, lingual, and religious diversity in individuals
and families and to apply this principle in all health promotion
activities.
 To promote the highest achievable quality of life for survivors.
 Rapid assessment of the situation and of nursing care needs.
 Triage and initiation of life-saving measures first.
 The selected use of essential nursing interventions and the
elimination of nonessential nursing activities.
 Evaluation of the environment and mitigation or removal of any
health hazards.
Principles of Disaster
Nursing  Prevention of further injury or illness.
 Leadership in coordinating patient triage, care, and transport
during times of crisis.
 The teaching, supervision, and utilization of auxiliary medical
personnel and volunteers.
 Provision of understanding, compassion, and emotional support
to all victims and their families.
ROLES AND RESPONSIBLITIES OF
NURSES IN IMPLEMENTING THE
SENDAI FRAMEWORK
1. Advocacy with government
Nurses Engaging and 2. Evidenced-based policy making

Leading Nationally 3. Collaborating and partnering
and Globally 4. Training competency development in disaster
5. Disaster response
The Disaster
Management Cycle
EMERGENCY HEALTH SERVICES
SYSTEM
Emergency Health Constitutes a critical element of the medical response to disasters,
and their planning is a key component of community disaster
Services (EHS) preparedness.
 It is a complex combination of various providers and facilities that
provide three basic medical functions: evacuation, stabilization,
and redistribution.
Emergency Health
 Although organizational structures and resources vary worldwide,
Services (EHS) the fundamental components of any EHS system are essentially
Components the same.
 Components are: prehospital emergency medical services (EMS)
system, EDs, and alternate sources of emergency care.
Emergency Health
Services (EHS)
Components
 Agencies and organizations (both private and public)
 Communications and transportation networks
 Trauma systems, hospitals, trauma centers, and specialty care
Emergency Health centers
Services (EHS)  Rehabilitation facilities
Components
 Highly trained professionals, including: volunteer and career pre-
hospital personnel, physicians, nurses, therapists, administrators
and government officials
 An informed public that knows what to do in a medical emergency
 Operating in disaster mode on a daily basis. EDs are overwhelmed
with “boarders” (input-throughput-output conceptual model).
 Difficult circumstances under which the EHS system operates is
Current State compounded by staff shortages.
Emergency Health
 Financial stressors have also adversely affected the EHS system
Services (EHS) due to increasing labor and supply cost while suffering from
decrease in reimbursements.
Input-Throughput-
Output Conceptual
Model
 Any influx of patients from a single incident that exceeds the
capacity of the EHS system can be considered as mass casualty
incident (MCI).
Major EHS Concepts  EHS refer to a “disaster” as a natural or man-made phenomenon
Associated with that results in the destruction or dysfunction of the available
Disaster response infrastructure to meet the community’s need for
healthcare.
 “Paralytic” disaster (when EHS ability to respond to a disaster is
eliminated)
PHILIPPINE DISASTER RISK
REDUCTION MANAGEMENT
SCENARIO
 The Philippine Disaster Risk Reduction and Management Act of
Philippine Disaster 2010 (DRRM Act) is a new law which transforms the Philippines’
Risk Reduction disaster management system from disaster relief and response
Management (DRRM) towards disaster risk reduction (DRR).
Act of 2010.  It was approved on May 27, 2010. It repealed Presidential Decree
No. 1566 which was enacted way back in 1978.
 Under the old law (P.D. 1566), disaster management centered
only around the hazard and the impacts of a disaster.
 It assumed that disasters cannot be avoided. Most of the plans
What is PD 1566 were on the provision of relief goods and infrastructures like dikes
(1978)? an flood control systems.
 The government’s response to disaster was focused on disaster
response.
 The national and local governments were reactive to disasters.
 The DRRM Act comes at a time when the Philippines grapples for
answers to the ever increasing risk of its people to disasters,
particularly in the face of intensified global climate change.
 The government shifts its focus from disaster response to disaster
Why do we need to risk reduction (DRR).
have a new law?  The DRRM Act institutionalizes the best practices of local
communities which have been implementing effective DRMM in
their respective areas.
 The DRRM Act provides a responsive and proactive manner of
addressing disasters.
1. Learn and understand the concepts of Disaster Nursing and the
Emergency Health Services.
Learning Objectives 2. Understand the roles of a nurses in disaster management.
3. Understand important points of the Philippine Disaster Risk
Reduction Management (DRRM) Act of 2010.
 Veenema, T.G. (2018). Disaster Nursing and Emergency
Preparedness for Chemical, Biological, and Radiological Terrorism
and Other Hazards, 4th Edition. New York: Springer Publishing
Company
 https://www.slideshare.net/tulu2015/disaster-nursing-123862971
 https://www.quora.com/What-is-disaster-management-cycle
References:
 https://www.undrr.org/implementing-sendai-framework/what-
sendai-framework
 https://vdocuments.net/reader/full/10121-primer-englishpub.html
 https://www.youtube.com/watch?v=mgBIJs3Lhxo
NATURAL DISASTERS
Roel D. Remorca, RN
1. Learn and identify the types and consequences of natural and
environmental disasters.
Learning 2. Learn and identify the types and consequences of disasters

caused by chemical and biological agents.
Objectives 3. To create a plan of activities for the affected population after a
natural and environmental disaster and a disaster caused by
chemical and biological agents.
 Are catastrophic events with atmospheric, geological, and
hydrological origins (e.g., droughts, earthquakes, floods,
hurricanes, landslides) that can cause fatalities, property damage
Natural Disasters and social environmental disruption.
 Disasters due to natural causes often result in human pain
suffering, injury and loss of life, the physical destruction of
dwellings, and social and economic disruption.
HEAT WAVE
 Temperatures that hover 10°F or more above the average high
temperature for the region and last for several weeks are defined
as extreme heat.
Heat Wave  It can provoke dust storms and low visibility.
 Droughts can occur when a long period passes without rain.
 Heat wave combined with a drought is a very dangerous situation.
 Heat is the primary weather-related killer in the United States,
resulting in hundreds of fatalities each year.
 Heat kills by pushing the human body beyond its limits.
Risk of Morbidity  Heat wave result in adverse health effects in cities more than rural
and Mortality of areas.
 Adverse health outcomes associated with high environmental
temperatures include heatstroke, heat exhaustion, heat syncope,
and heat cramps.
 Slow down
 Dress for summer
 Put less fuel on your inner fires
Prevention  Drink plenty of water
 During excessive heat periods, spend more time in air-conditioned
places.
 Do not get too much sun
CYCLONES,
HURRICANES
AND
TYPHOONS
 Tropical cyclone is defined as “a rotating, organized system of
clouds and thunderstorms that originates over tropical or
Cyclones, subtropical waters and has a closed low-level circulation.”
Hurricanes and  Hurricanes originate in the Atlantic basin, which includes the
Atlantic Ocean, Caribbean Sea, and Gulf of Mexico, the eastern
Typhoons North Pacific Ocean, and, less frequently, the central North Pacific
Ocean.
Cyclones,
Hurricanes and
Typhoons
Cyclones,
Hurricanes and
Typhoons
Cyclones,
Hurricanes and
Typhoons
 Deaths and injuries from hurricanes occur because victims fail to
Risk of evacuate the affected area or take shelter.
Morbidity and  Do not take precautions in securing the property
Mortality  Do not follow guidelines on food and water safety or injury

prevention during recovery.
DROUGHT
 Drought is often the result of too little rain and is often
synonymous with famine.
 Drought alone does not cause desertification
Drought
 The ecosystem changes leading to desertification are all
attributed to human activities, such as overcultivation,
deforestation, overgrazing, and unskilled irrigation
 Compromised quality and quantity of potable water
 Compromised food and nutrition
Public Health  Diminished living conditions
Implications of  Recreational risk
Drought  Mental and behavioral health
 Vulnerable population
 Increased disease incidence
 Displaced population suffer high rates of disease because of stress
of migration, crowding, and unsanitary conditions of relocation
Risk of Morbidity sites.
and Mortality  Morbidity and mortality can result from diarrheal disease,
respiratory disease, and malnutrition.
EARTHQUAKE
 Is a sudden, rapid shaking of the earth caused by the breaking and
shifting of rock beneath the earth’s surface.
 This shaking can cause buildings and bridges to collapse; disrupt
Earthquake gas, electric, and phone service; and sometimes trigger landslides,
avalanches, flash floods, fires, and huge destructive ocean waves
(tsunamis).
 Deaths and injuries from earthquakes vary according to the type
of housing available, time of day of occurrence, and population
density.
 Common injuries include cuts, broken bones, crush injuries, and
Risk of Morbidity dehydration from being trapped in rubble.
and Mortality  Morbidity and mortality can occur during the actual quake, the
delayed collapse of unsound structures, or cleanup activity.
 Disruption of the earth may release pathogens that when inhaled
can lead to increased reports of infectious disease.
 Develop and implement strategies for reducing losses from
earthquakes by incorporating principles of seismic safety into
Prevention and public and private decisions.
Mitigation  Update building and zoning codes and ordinances to enhance
seismic safety.
EPIDEMICS
 Is an outbreak or occurrence of one specific disease from a single
Epidemics source in a group, population, community, or geographical area, in
excess of the usual or expected level
 Risk of introduction to and spread of the disease in the population
An epidemic can  Large number of cases reasonably expected to occur
become an emergency
 Disease involved of such severity as to lead to serious disability or
when the following death
characteristics are
present:  Inability of the authorities to cope adequately with the situation
 Risk of international transmission
FLOODS
 Prolonged rainfall over several days can cause a river or stream to
overflow and flood surrounding areas.
 A flash flood from a broken dam or levee or after intense rainfall of
Floods 1 inch ( or more) per hour often catches people unprepared.
 Global statistics show that floods are the most frequently
recorded destructive events, accounting to over 40% of the
world’s disasters each year.
 Flash flooding, such as from excessive rainfall or sudden release of
water from a dam, is the cause of most flood-related deaths.
Risk of Morbidity  Health impacts of flooding include infectious disease morbidity.
and Mortality  Waterborne diseases become a significant hazard.
 Food shortages that are due to water-damaged stocks may occur
because of flooding and sea surges.
TSUNAMIS
 A series of waves usually generated by large earthquake under or
near the ocean, occur when a body of water is rapidly displaced on
Tsunami a massive scale.
 Tsunami waves can be described by their wavelength, period,
speed, and height.
 A recent submarine earthquake occurs.
 The sea appears to be boiling, aa large quantities of gases rise to
Any of the the surface of the water.
following events  The water is hot, smells of rotten eggs, or stings the skin.
may signal an  There is an audible thunder or booming sound followed by a
approaching roaring or whistling sound.
tsunami:  The water may recede a great distance form the coast.
 Red light might be visible near the horizon and, as the wave
approaches, the top of the wave may glow red.
Tsunami
 There are systems available and others being developed to
provide alerts about impending tsunamis.
Mitigation
 Building of high walls in front of populated coastal areas or
redirecting the incoming water via floodgates or channels.
WILD FIRES
 There are three (3) different classes of wild fires: (1) surface fire,
the most common type, burns along the floor of the forest,
moving slowly and killing and damaging trees; (2) ground fire, is
Wild Fires usually started by lightning and burns on or below the forest floor
in the humus layer down to the mineral soil; (3) crown fires, spread
rapidly by the wind and move quickly by jumping along the tops of
trees.
 Morbidity and mortality associated with wildfires include burns,
inhalation injuries, respiratory complications, and stress-related
Risk of Morbidity cardiovascular events.
and Mortality  Inhaling wild fire smoke can cause serious lung damage, an
exacerbation of existing lung disease, and lead to chronic lung
disease.
 Build fires away from nearby trees and bushes.
 Be prepared to extinguish the fire quickly and completely.
Prevention and
 Never leave a fire unattended.
Mitigation
 Find out whether the area where people live is at risk of wild fire
and develop a family wildfire evacuation plan.
Prevention and
Mitigation
ENVIRONMENTAL DISASTERS
 Is defined as an environmental emergency or ecologic disruption
Environmental of a severity and magnitude resulting in death, injuries, illness, and
or property damage that cannot be effectively managed by the
Disasters application of routine procedures or resources and results in a
need for additional assistance.
Health promotion and disease prevention activities must focus
on the following:
 The immediate removal of the hazard form the environment (or if
not possible, the movement of the population away from the
Environmental hazard)
Disasters  Decontamination of exposed individuals.

 The restoration of services to meet the immediate physiological
needs of the affected people.
 The prevention of further illness or injury as a result of exposure to
hazard.
 The goal of public health tracking is to protect communities by
providing information to federal, state, and local agencies.
 It monitors known environmental hazards along with the
mechanism of action that may create the potential for disaster.
Public Health  Some environmental hazards create the potential for public health
Tracking emergency because of regular exposure. They are already
present in the environment in which the individual is living and
working.
 Other environmental hazards create the potential for disaster or
emergency by being transferred from one location to another.
 Is the lead governmental agency responsible for monitoring the
Environmental environment in the United States.
Protection  EPA’s mission is to “protect human health and to safeguard the
natural environment – air, water, and land – upon which life.”
Agency (EPA)
 Protecting human health is an integral part of the EPA’s mission.
CHEMICAL SPILLS
 The intentional release or accidental leakage or spill of certain
Chemical Spills chemical substances into the environment can have devastating
consequences on human health.
 It was passed in 1986 in response to concerns regarding the
What is the Emergency environmental and safety hazards posed by the storage and
Planning and handling of toxic chemicals.
Community Right-to-  These concerns were triggered by the disaster in Bhopal, India, in
Know Act (EPCRA) which more than 8,000 people suffered death or serious injury
from the accidental release of methyl isocyanate.
 The rule, which is built upon existing industry codes and
standards, require companies of all sizes that use certain
flammable and toxic substances to develop a Risk Management
Program.
Risk Management  Each company must submit to the EPA a risk management plan
Program Rule (40 CFR (RMP). The plans must be revised and resubmitted every 5 years.
68)  The purpose of the RMP is to reduce chemical risk at the local
level.
 The information helps local fire, police, and emergency personnel
and is useful to individuals in understanding the chemical hazards
in communities.
AIR POLLUTANTS .
 Toxic air pollutants (also known as hazardous air pollutants) are
those pollutants that cause or may cause serious health effects,
Air Pollutants such as cancer, severe respiratory disease, reproductive effects or
birth defects, or adverse environmental and ecological effects.
 People exposed to toxic air pollutants at sufficient concentrations
and durations may have an increased chance of getting cancer,
pulmonary disease, or other serious health effects.
 Acute and chronic exposure to some air pollutants can lead to
Air Pollutants immediate or prolonged death.
 Emissions from electric utilities, vehicular exhaust, gasoline
vapors, and chemical solvents are some of the largest contributors
to production of low-level ozone.
BROWNFIELDS
 Are environmental disasters characterized by abandoned or
underutilized industrial and commercial sites that are, or are
Brownfields perceived to be, chemically, physically, or biologically
contaminated.
 The decisions regarding whether to build houses, schools, and
new industry on these sites are often complicated by real or
perceived environmental contamination.
Brownfields
Expansion,  Grave concerns surround the reliability of Brownfield cleanup and
subsequent protective measures.
Redevelopment, or
Reuse  Cleanup involves removal of the top layer of soil and replacement
with clean soil, then the application of an impervious cap to
prevent any contamination left in the ground from reaching the
surface.
BIOLOGICAL AND CHEMICAL TERRORISM
Biological and  “Describes the deliberate creation and exploitation of fear through
violence or threat of violence in the pursuit of political change.”
Chemical Terrorism (Hoffman, 1998)
 An intent on causing large-scale death and disruption, these
agents, when used effectively, are theoretically capable of
inflicting enormous casualties and causing massive disruption to
Why would society.
terrorists use  Fear of the unknown, which can also be a powerful weapon of the
chemical or terrorist.
biological agents?  Some terrorist groups may wish to acquire a nuclear weapon,
designing an effective chemical or biological device would be
relatively easier to build and deploy.
NERVE AGENTS
 Nerve agents include the chemicals tabun, sarin, soman, and VX.
 Exposure to these nerve agents bring about respiratory and
cardiovascular crises that can quickly lead to death.
Nerve Agents
 Terrorists find little difficulty in learning about how to produce
nerve agents. Information on the precursors and even synthesis
steps for production are widely available in the open literature.
BLOOD AGENTS
 Blood agents interfere with the bodies ability to absorb oxygen.
 The victim dies because the body tissues are starved of oxygen.
Blood Agents
 Blood agents cause headaches, vertigo and nausea before death.
 Examples: Hydrogen cyanide and Cyanogen chloride
LUNG IRRITANTS
 Lung irritants attack the respiratory system, causing tightness in
the airways, hypoxia, and in more severe cases, pulmonary
edema.
 Known lung irritants require high volatilities or a gaseous form to
Lung Irritants cause injury to the alveolar spaces of the lungs.
 For terrorist bent on using such compounds, the primary hurdles
would be access to large enough quantities of agent and effective
delivery method to cause mass casualties.
 Example: Chlorine gas
1. Learn and identify the types and consequences of natural and
environmental disasters.
Learning 2. Learn and identify the types and consequences of disasters

caused by chemical and biological agents.
Objectives 3. To create a plan of activities for the affected population after a
natural and environmental disaster and a disaster caused by
chemical and biological agents.
 Veenema, T.G. (2018). Disaster Nursing and Emergency
Preparedness for Chemical, Biological, and Radiological Terrorism
References: and Other Hazards, 4th Edition. New York: Springer Publishing
Company
How to Use a Fire Extinguisher Using the PASS Method
Video References:  https://www.youtube.com/watch?v=PQV71INDaqY
DISASTER MANAGEMENT
Roel Delos Reyes Remorca, RN, EMT-B
At the end of the lecture/discussion, the student
should be able to:
LEARNING 1. Describe the different types of disaster planning.
OBJECTIVES 2. Describe the different styles of disaster
leadership and when to use each one.
3. Describe five phases of disaster management.
DISASTER  Maintain a safe environment
PREPAREDNESS  To continue providing essential services while
AND responding to disruptions cause by an emergency.
MANAGEMENT  Events can be internal, external or combination.
 Preparedness/Risk Assessment
DISASTER  Prevention
MANAGEMENT  Mitigation
 Response
 Recovery
• TYPES OF  Agent-Specific Approach
DISASTER  All-Hazards Approach
PLANNING
 Communities only plan for threats most likely to
occur in their region (i.e., earthquakes, hurricanes,
floods, tornadoes).
Agent-Specific  Communities are more likely to be motivated by
what are perceived locally as the most viable
Approach threats.
 For example, planning for earthquakes, floods, and
wild fires will be more useful in California than
planning for hurricanes and tornadoes.
 The level of preparedness is maximized for the
All- effort and expenditures involved.
Hazards Approach  Involves planning for the common problems and
tasks that arise in the majority of disasters.
 Directive
TYPES OF  Supportive (Collaborative)
DISASTER
LEADERSHIP  Participative
 Achievement-Oriented
Directive Leadership
 It is a task-oriented style in which the leader takes
an active role in setting clear objectives and
ensuring employees follow through on them.
Directive Leadership
 Directive leaders may provide coaching, clarify the
responsibilities, remove any roadblocks, and give
praise when appropriate.
Supportive
(Collaborative)
Leadership
Supportive  A leadership style where a manager does not
(Collaborative) simply delegate tasks and receive results but
Leadership instead supports an employee until the task's
completion.
Participative
Leadership
 A leadership style whereby leaders listen to their
Participative employees and involve them in the decision-
Leadership making process.
 Everyone works together for the decision-making
process and address issues, sometimes employing
an internal vote to address problems or challenges.
Achievement-
Oriented Leadership
 A leadership style where the leader encourages
individual growth and progress by setting goals that
Achievement- are challenging.
Oriented  Achievement oriented leadership is a style of
Leadership leadership that focuses on setting goals and
achieving them.
 The leader encourages the individual to strive for
continuous improvement.
The Role of Leadership
 Risk assessment and Planning
(Mitigation and Preparation)
 Participative and Achievement-
Noncrisis Phases Oriented Management styles work
best.
 Workers to identify what will work
and not work.
 A more directive style of leadership
is required.
 The leader must act quickly and
decisively.
Response Phase
 There is little time for extended
consultation.
 Experiences leaders should be
given the leadership tasks.
 Leadership that is more
collaborative (supportive) and
participatory will prove effective.
 Less commanding approach will
Recovery and encourage honest assessment by
Evaluation Phase participating staff.
 Essential information for future
improvement.
 Traumatized staff may require
support from the leader.
 Veenema, T. G. (2018). Disaster Nursing and
Emergency Preparedness for Chemical, Biological,
Reference: and Radiological Terrorism and Other Hazards, 4th
Edition. New York: Springer Publishing Company,
pages 400-416.
THANK YOU
TRIAGE
ROEL DELOS REYES REMORCA, RN, EMT-B
At the end of the lecture/discussion, the student should be
able to:
1. Learn and understand what Mass Casualty Incident (MCI)
is.
Learning
Objectives 2. Understand the important principles of Triaging.
3. Learn the steps involved in START Triaging.
4. Relate and apply the concepts of START Triaging through
a table top exercise.
Mass Casualty  It may be described as an incident that reduces the
effectiveness of the traditional EMS response because of the
Incident (MCI) number of patients, special hazards, or difficult rescue
Mass Casualty  It may be described as an incident that reduces the
effectiveness of the traditional EMS response because of the
Incident (MCI) number of patients, special hazards, or difficult rescue
The Republic of
Türkiye
Earthquake,
February 6, 2023
Boston
Marathon
Bombing, April
15, 2013
Philsports Arena,
Stampede,
February 4, 2006
 Triage means, “To Sort”
Principles of  A method used to categorize patients for priorities of
Triage treatment
 A process for sorting injured people into groups based on
their need for immediate medical treatment and transport
 Clear and assemble the walking wounded using verbal
instructions
 Primary triage assesses Respiration, Perfusion, and
Principles of Mental Status
Triage  Secondary triage (re-triage) is more in-depth assessment
usually conducted in the Treatment Unit. Patients should be
briefly re-assessed, upgrading or downgrading their
initial priority.
 A patient’s condition can change rapidly without warning.
 Assessment of patient injury severity is based on:
- Abnormal physiological signs
Principles of - Obvious anatomic injury (including mechanism of
Triage injury)
- Concurrent disease factors that might affect the
patient’s prognosis
 Triage is a continuous process during a major incident
 Simple Triage And Rapid Transport
 GOLD standard for field adult MCI triage in the US and other
S.T.A.R.T. Triage countries
 Utilizes four (4) standard color triage categories
 Used for primary triage
S.T.A.R.T. Triage
S.T.A.R.T. Triage
 RED – Immediate
 YELLOW – Delayed
Triage Categories
 GREEN – Non-Urgent (“walking wounded”)
 BLACK – Expectant/Deceased
RED – Immediate
 Severely injured but able to be saved with relatively quick
treatment and transport
 Examples
Triage Categories - Severe bleeding

- Shock
- Open chest or Abdominal wounds
- Emotionally out of control
YELLOW – Delayed
 Injured and unable to walk on their own
 Examples
- Burns with no respiratory distress
Triage Categories - Spinal injuries
- Moderate blood loss
- Conscious with head injuries
GREEN – Non-Urgent (“walking wounded”)
 Minor injuries that need to be assessed or treated but not right
away
 Examples
Triage Categories
- Minor fractures
- Minor bleeding
BLACK – Deceased
 Dead or obviously dying
 Depends on local protocols
 Examples
Triage Categories - Cardiac arrest
- Respiratory arrest with pulse
 Can be psychologically difficult to tag a child as black
START: Step 1
 Patients who are able to walk are assumed to have
Steps in stable, well compensated physiology, regardless of the
nature of their injuries or illness.
Performing
START Triage
“If you can hear me, go stand near the big tree.”
START: Step 2
Steps in  Next begin triaging the remaining victims
Performing - Open the airway of the apneic adult
START Triage - If they start to breathe, triage them as RED
START: Step 3
Steps in
 If after opening the airway, the adult patient does not
Performing breathe, tag them as BLACK
START Triage
START: Step 4
 Assess the respiratory rate of the breathing adult
Steps in
 Move on to the next assessment if respiratory rate is under
Performing 30/min
START Triage  If respiratory rate is over 30.min, tag the patient RED
START: Step 5
 If the radial pulse is absent
Steps in
OR
Performing
 If the capillary refill is over 2 seconds, control bleeding and tag
START Triage the patient RED
START: Step 6
 If the radial pulse is present, assess the mental status
Steps in
 If the patient can follow simple commands, tag them as
Performing YELLOW
START Triage  If the patient cannot follow simple commands, tag them as RED
A triage tag is a prefabricated label placed on each patient
that serves to accomplish several objectives:
 identify the patient.
Triage Tags  bear record of assessment findings.
 identify the priority of the patient's need for medical treatment
and transport from the emergency scene.
 track the patients' progress through the triage process.
 identify additional hazards such as contamination.
Triage Tags
 https://slideplayer.com/slide/10282574/
References
 https://slideplayer.com/slide/3450243/
 https://www.youtube.com/watch?v=9QHDs10e-G0
 https://www.youtube.com/watch?v=gotDtw5rXIc
THANK YOU
APPENDIX B:
INCIDENT COMMAND SYSTEM
A. PURPOSE
Appendix B provides additional explanation and examples relating to the Incident Command
System (ICS); this appendix, however, is not a substitute for ICS training.
ICS is used for a broad spectrum of incidents, from routine to complex, both naturally
occurring and manmade, by all levels of government—Federal, State, tribal, and local—as
well as nongovernmental organizations (NGOs) and the private sector. It is the combination
of facilities, equipment, personnel, procedures, and communications operating within a
common organizational structure, designed to aid in incident management activities.
Some of the more important “transitional steps” that are necessary to apply ICS in the
incident scene environment include the following:
• Recognizing and anticipating the requirement that organizational elements be

activated and taking the necessary steps to delegate authority, as appropriate.
• Establishing incident facilities as needed, located to support field operations.
• Establishing the use of common terminology for organizational elements, position
titles, facilities, and resources.
• Rapidly evolving from oral direction to the development of a written Incident Action
Plan (IAP).
B. ORGANIZATION OF THIS APPENDIX

The major elements of ICS are organized into the following 10 tabs:
• Tab 1—ICS Organization

• Tab 2—The Operations Section
• Tab 3—The Planning Section
• Tab 4—The Logistics Section
• Tab 5—The Finance/Administration Section
• Tab 6—Establishing an Area Command
• Tab 7—Facilities and Locations
• Tab 8—The Planning Process and the IAP
• Tab 9—ICS Forms
• Tab 10—Summary of Major ICS Positions
December 2008 National Incident Management System 89

APPENDIX B: INCIDENT COMMAND SYSTEM
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90 National Incident Management System December 2008

TAB 1—ICS ORGANIZATION

A. FUNCTIONAL STRUCTURE
The Incident Command System comprises five major functional areas: Command,
Operations, Planning, Logistics, and Finance/Administration. (A sixth functional area,
Intelligence/Investigations, may be established if required.)
B. MODULAR EXPANSION
The ICS organizational structure is modular, extending to incorporate all elements
necessary for the type, size, scope, and complexity of an incident. It builds from the top
down; responsibility and performance begin with Incident Command. When the need
arises, four separate Sections can be used to organize the General Staff. Each of these
Sections may have several subordinate units, or Branches, depending on the incident’s
management requirements. If one individual can simultaneously manage all major
functional areas, no further organization is required. If one or more of the functions
requires independent management, an individual is assigned responsibility for that function.
To maintain a manageable span of control, the initial responding Incident Commander (IC)
may determine it necessary to delegate functional management to one or more Section
Chiefs. The Section Chiefs may further delegate management authority for their areas, as
required. A Section Chief may establish Branches, Groups, Divisions, or Units, depending
on the Section. Similarly, each functional Unit Leader will further assign individual tasks
within the Unit, as needed.
The use of deputies and assistants is a vital part of both the organizational structure and the
modular concept. The IC may have one or more deputies, who may be from the same or an
assisting agency. Deputies may also be used at Section and Branch levels of the
organization. A deputy, whether at the Command, Section, or Branch level, must be fully
qualified to assume the position.
The primary reasons to designate a Deputy IC are:
• To perform specific tasks as requested by the IC.

• To perform the incident command function in a relief capacity (e.g., to take over the
next operational period; in this case, the deputy will then assume the primary role).
• To represent an assisting agency that may share jurisdiction or have jurisdiction in
the future.
Assistants are used as subordinates to the Command Staff, which includes the Public
Information Officer, Safety Officer, and Liaison Officer. They have a level of technical
capability, qualifications, and responsibility subordinate to the primary positions.
The modular concept described above is based on the following considerations:
• Developing the organization’s structure to match the function or task to be

performed.
• Staffing only the functional elements required to perform the task.
• Implementing recommended span-of-control guidelines.

• Performing the function of any nonactivated organizational element at the next

highest level.
• Deactivating organizational elements no longer required.
For reference, Table B-1 describes the distinctive title assigned to each element of the ICS
organization at each corresponding level, as well as the leadership title corresponding to
each individual element.
Table B-1. ICS Organization
Organizational Element Leadership Position Title Support Positions
Incident Command Incident Commander Deputy

Command Staff Officer Assistant
Section Section Chief Deputy
Branch Branch Director Deputy
Divisions and Groups Supervisors N/A
Unit Unit Leader Manager, Coordinator
Strike Team/Task Force Leader Single Resource Boss,
Companies/Crews
Single Resource Boss Boss N/A
Technical Specialist Specialist N/A
1. COMMAND STAFF
In an ICS organization, Incident Command consists of the Incident Commander and various
Command Staff positions. The Command Staff are specifically designated, report directly to
the Incident Commander, and are assigned responsibility for key activities that are not a
part of the General Staff functional elements. Three staff positions are typically identified in
ICS: Public Information Officer, Safety Officer, and Liaison Officer. Additional positions
may be required, such as technical specialists, depending on the nature, scope, complexity,
and location(s) of the incident(s), or according to specific requirements established by the
IC.
a. Public Information Officer
The Public Information Officer is responsible for interfacing with the public and media and
with other agencies with incident-related information requirements. The Public Information
Officer assembles accurate, accessible, and complete information on the incident’s cause,
size, and current situation; the resources committed; and other matters of general interest
for both internal and external audiences. The Public Information Officer may also perform a
key public information-monitoring role, such as implementing measures for rumor control.
Whether the command structure is single or unified, only one Public Information Officer
should be designated per incident. Assistants may be assigned from other involved
departments or agencies. The IC must approve the release of all incident-related
information. In large-scale incidents or where multiple command posts are established, the

Public Information Officer should participate in or lead the Joint Information Center in order
to ensure consistency in the provision of information to the public.
b. Safety Officer
The Safety Officer monitors incident operations and advises Incident Command on all
matters relating to operational safety, including the health and safety of emergency
responder personnel. The ultimate responsibility for the safe conduct of incident
management operations rests with the IC or Unified Command (UC) and supervisors at all
levels of incident management. In turn, the Safety Officer is responsible for developing the
Incident Safety Plan—the set of systems and procedures necessary to ensure ongoing
assessment of hazardous environments, coordination of multiagency safety efforts, and
implementation of measures to promote emergency management/incident personnel safety,
as well as the general safety of incident operations. The Safety Officer has emergency
authority to stop and/or prevent unsafe acts during incident operations.
In a UC structure, a single Safety Officer should be designated regardless of the

involvement of multiple jurisdictions or functional agencies. The Safety Officer, Operations
Section Chief, Planning Section Chief, and Logistics Section Chief must coordinate closely
regarding operational safety and emergency responder health and safety issues. The Safety
Officer must also ensure the coordination of safety management functions and issues across
jurisdictions, across functional agencies, and with NGOs and the private sector.
It is important to note that the agencies, organizations, or jurisdictions that contribute to

joint safety management efforts do not lose their individual identities or responsibility for
their own programs, policies, and personnel. Rather, each contributes to the overall effort
to protect all responder personnel involved in incident operations.
Assistant Safety Officers may be assigned from departments or agencies constituting the
UC. Some types of incidents, such as a hazardous materials incident, require Assistant
Safety Officers to have special skill sets. The Assistant Safety Officer positions described
below are examples of such positions, and Figure B-1 illustrates how the Safety Officer and
example Assistant Safety Officers could be positioned in an incident.
• The Assistant Safety Officer for hazardous materials would be assigned to carry out
the functions outlined in 29 CFR 1910.120 (Hazardous Waste Operations and
Emergency Response). This person should have the required knowledge, skills, and
abilities to provide oversight for specific hazardous material operations at the field
level.
• The Assistant Safety Officer for fire would be assigned to assist the Branch Director
providing oversight for specific fire operations. This person would have the required
knowledge, skills, and abilities to provide this function.
• The Assistant Safety Officer for food would be assigned to the Food Unit to provide
oversight of food handling and distribution. This person would have the required
knowledge, skills, and abilities to provide this function. An example would be a food
specialist from a local health department.

Figure B-1. Example of the Role of Safety Officer and

Assistant Safety Officers in ICS in a Multibranch Incident

c. Liaison Officer
The Liaison Officer is Incident Command’s point of contact for representatives of other
governmental departments and agencies, NGOs, and/or the private sector (with no
jurisdiction or legal authority) to provide input on their organization’s policies, resource
availability, and other incident-related matters. In either a single or unified command
structure, representatives from assisting or cooperating organizations coordinate through
the Liaison Officer. Organizational representatives assigned to an incident must have the
authority to speak for their parent agencies and/or organizations on all matters, following
appropriate consultations with their agency leadership. Assistants and personnel from
NGOs and the private sector involved in incident management activities may be assigned to
the Liaison Officer to facilitate coordination.
d. Additional Command Staff
Additional Command Staff positions may also be necessary depending on the nature and
location(s) of the incident, or specific requirements established by Incident Command. For
example, a legal counsel may be assigned to the Planning Section as a technical specialist
or directly to the Command Staff to advise Incident Command on legal matters, such as
emergency proclamations, legality of evacuation orders, isolation and quarantine, and legal
rights and restrictions pertaining to media access. Similarly, a medical advisor may be
designated and assigned directly to the Command Staff to provide advice and
recommendations to Incident Command in the context of incidents involving medical and
mental health services, mass casualty response, acute care, vector control, epidemiology, or
mass prophylaxis considerations, particularly in the response to a bioterrorism incident.


TAB 2—THE OPERATIONS SECTION

The Operations Section is responsible for managing operations directed toward reducing the
immediate hazard at the incident site, saving lives and property, establishing situation
control, and restoring normal conditions. Incidents can include acts of terrorism, wildland
and urban fires, floods, hazardous material spills, nuclear accidents, aircraft accidents,
earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health
and medical emergencies, and other incidents requiring an emergency response.
Because of its functional management structure, ICS is applicable across a spectrum of

incidents differing in size, scope, and complexity. The types of agencies that could be
included in the Operations Section include fire, law enforcement, public health, public works,
and emergency services. Depending on the situation, these agencies may work together as
a unit or in various combinations. Many incidents may involve government agencies, NGOs,
and the private sector as partners in the Operations Section.
Incident operations can be organized and executed in many ways. The specific method
selected will depend on the type of incident, the agencies involved, and the objectives and
strategies of the incident management effort. The following discussion presents several
different methods of organizing tactical operations in response to an incident. In some
cases, the approach will be strictly functional. In other cases, a method will be selected to
accommodate jurisdictional boundaries. In still others, a mix of functional and geographical
approaches may be appropriate. While ICS organizational management is directly
correlated with the size and complexity of the incident, the need to maintain a manageable
span of control for all resources means that the number of subordinate units or single
resources is what drives the functions of ICS. ICS offers extensive flexibility in determining
the appropriate approach using the factors described above.
A. OPERATIONS SECTION CHIEF

The Operations Section Chief directly manages all incident tactical activities and implements
the IAP. The Operations Section Chief may have one or more deputies, preferably from
other agencies in multijurisdictional incidents. An Operations Section Chief should be
designated for each operational period and will have direct involvement in the development
of the IAP for the next operational period of responsibility.
B. BRANCHES
Branches may be established to meet several challenges:
1. Maintaining Recommended Span of Control for the Operations

Section Chief
The recommended span of control for the Operations Section Chief is 1:5—as for all
managers and supervisory personnel—or as high as 1:10 for larger scale law enforcement
operations. When this is exceeded, the Operations Section Chief should set up two
Branches (see Figure B-2), allocating the Divisions and Groups between them. For

example, if one Group and four Divisions are reporting to the Operations Section Chief, and
two Divisions and one Group are to be added, a two-Branch organization may be formed.
The type of incident, nature of the task, hazards and safety factors, and distances between
personnel and resources all have an influence on span-of-control considerations.
Figure B-2. Geographic Branch Organization
2. Incident Calls for a Functional Branch Structure
A functional Branch structure can be illustrated through an example: If a large aircraft

crashes in a city, various departments within the city (including police, fire, emergency
services, and public health services) might each have a functional Branch operating under
the direction of a single Operations Section Chief. In this example (shown in Figure B-3),
the Operations Section Chief is from the fire department, with deputies from police and
emergency medical services (EMS). Other alignments could be made, depending on the city
plan and type of emergency. Note that, in this situation, the command structure could be
either single or unified, depending on the jurisdiction.

Figure B-3. Deputy Operations With Functional Branch Structure
3. Incident Calls for a Multijurisdictional Branch Structure
The response to a major flood might require combining Federal, State, tribal, and local
resources. In this case, resources are best managed under the agencies that normally
control them, creating a multijurisdictional Branch structure, as illustrated in Figure B-4.
Figure B-4. Multijurisdictional Incident
C. DIVISIONS AND GROUPS

Divisions and Groups are established when the number of resources exceeds the Operations
Section Chief’s manageable span of control. Divisions separate physical or geographical
areas of operation within the incident area. Groups separate functional areas of operation
for the incident.

The use of the two terms is necessary, because Division always refers to a geographical
assignment and Group always refers to a functional assignment. Both Divisions and Groups
may be used in a single incident. Maintaining proper coordination is vital to the success of
these operations.
As additional types of resources are added to the organization, resources should be

assigned into a Division structure.
1. Geographical Divisions
One way to create geographical Divisions is to separate an area according to natural terrain
boundaries or other prominent geographical features, such as rivers. When geographical
features are used for determining boundaries, the size of the Division should correspond to
appropriate span-of-control guidelines (see Figure B-5).
Figure B-5. Use of Geographical Divisions
2. Functional Groups
Functional Groups can be used to describe areas of like activity (e.g., rescue, evacuation, or
medical), as shown in Figure B-6.
Figure B-6. Use of Functional Groups

3. Combined Geographical Divisions and Functional Groups
It is also possible to have both Divisions and Groups within the Operations Section. For
example, Divisions A, B, and C (based on geographical locations) may work in conjunction
with functional Groups assigned to specific tasks (e.g., traffic control and smoke ventilation)
in those locations. Alternatively, Groups may be assigned throughout the entire incident
and may work independently or in conjunction with Divisions. Organizationally, the
Supervisors of Divisions and Groups have the same level of authority.
D. RESOURCE ORGANIZATION
Initially, in any incident, responding individual resources (single resources, Strike Teams,
and Task Forces) will report directly to the IC/UC. Task Forces and Strike Teams are an
effective way to reduce the span of control over a large number of single resources. As the
incident grows in size or complexity, these individual resources may operate within Divisions
and/or Groups.
1. Single Resources
Resources may be employed on a single basis, such as individual personnel, equipment, and
any associated operators. This is typically the case in the context of the initial response to
the incident.
2. Task Forces
Task Forces are any combination of resources convened to accomplish a specific mission
and can be ad hoc or planned. Task Forces include a designated leader and operate with
common communications. Several key resource elements can be managed under one
individual’s supervision, thus aiding in span of control. As an example, during a flood
incident, a public works Task Force might be established, with the mission of opening storm
drains. It might consist of a dump truck, a backhoe, a front loader, a five-person crew with
shovels and transportation, and a Task Force Leader (e.g., public works foreman with
vehicle and communications).
3. Strike Teams
A Strike Team consists of a set number of resources of the same kind and type operating
under a designated leader with common communications between them. Strike Teams
represent known capability and are highly effective management units. As an example, for
a fire response a Strike Team could consist of five Type I engines and a Strike Team Leader.
The Strike Team Leader is required to have a vehicle with communication capabilities to
communicate with his or her team.
E. AIR OPERATIONS BRANCH

The Operations Section Chief may establish an Air Operations Branch and designate its
director, when the complexity of air operations requires additional support and effort or
when the incident requires mixing tactical and logistical utilization of helicopters and other

aircraft. Aviation safety is a paramount concern in complex operations, and a designated

Air Operations Branch ensures the safe and efficient use of aviation resources. Figure B-7
shows a typical organizational structure for air operations.
Whenever helicopters and fixed-wing aircraft must operate simultaneously within the
incident airspace, an Air Tactical Group Supervisor should be designated. This individual
coordinates all airborne activity with the assistance of a helicopter coordinator and a fixed-
wing coordinator. When only one helicopter is used, however, the helicopter may be
directly under the control of the Operations Section Chief.
The Air Support Group establishes and operates bases for rotary-wing air assets and
maintains required liaison with off-incident fixed-wing bases. The Air Support Group is
responsible for all timekeeping for aviation resources assigned to the incident.
Figure B-7. Air Operations Organization

TAB 3—THE PLANNING SECTION

The Planning Section is responsible for collecting, evaluating, and disseminating operational
information pertaining to the incident. This Section maintains information and intelligence
on the current and forecasted situation, as well as the status of resources assigned to the
incident. The Planning Section prepares and documents Incident Action Plans and incident
maps, and gathers and disseminates information and intelligence critical to the incident.
The Planning Section has four primary Units and may also include technical specialists to
assist in evaluating the situation and forecasting requirements for additional personnel and
equipment.
A. PLANNING SECTION CHIEF

The Planning Section Chief oversees all incident-related data gathering and analysis
regarding incident operations and assigned resources, conducts Planning Meetings, and
prepares the IAP for each operational period. This individual will normally come from the
jurisdiction with primary incident responsibility and may have one or more deputies from
other participating jurisdictions.
B. RESOURCES UNIT
1. Responsibilities
The Resources Unit makes certain that all assigned personnel and resources have checked
in at the incident. Resources consist of personnel, teams, crews, aircraft, and equipment
available for assignment to or employment during an incident. The Resources Unit
maintains a system for keeping track of the current location and status of all assigned
resources and maintains a master list of all resources committed to incident operations.
2. Resource Status
Resources must be categorized by kind and type (capability and capacity), and resource
status must be tracked continuously to manage them effectively during an incident. The
following status conditions and procedures are used for maintaining an up-to-date and
accurate picture of resource status.
a. Status Conditions
Tactical resources at an incident can have one of three status conditions:
• Assigned: Resources that are checked in and are cleared to work on an incident.
• Available: Personnel, teams, equipment, or facilities that have been assigned to an
incident and are ready for a specific work detail or function.
• Out of Service: Assigned resources that are unable to function for mechanical,
personal, or health reasons.

b. Changes in Status
Typically, when the status of a resource has changed (e.g., a unit that was previously listed
as “out of service” is reclassified as “available”), the Unit Leader or the supervisor who
approved the status change should immediately notify the Resources Unit Leader, who, in
turn, will make the appropriate status reclassification.
C. SITUATION UNIT
The Situation Unit collects, processes, and organizes ongoing situation information;
prepares situation summaries; and develops projections and forecasts of future events
related to the incident. The Situation Unit prepares maps and also gathers and
disseminates information and intelligence for use in the IAP. This Unit should be prepared
to provide timely situation reports as scheduled or at the request of the Planning Section
Chief or IC. This Unit may also require the expertise of technical specialists.
D. DOCUMENTATION UNIT
The Documentation Unit maintains accurate and complete incident files, including a
complete record of the major steps taken to resolve the incident; provides duplication
services to incident personnel; and files, maintains, and stores incident files for legal,
analytical, and historical purposes. This Unit compiles and publishes the IAP and maintains
the files and records that are developed as part of the overall IAP and planning function.
E. DEMOBILIZATION UNIT
The Demobilization Unit develops an Incident Demobilization Plan that includes specific
instructions for all personnel and resources that will require demobilization. This Unit should
begin its work early in the incident, creating rosters of personnel and resources, and
obtaining any missing information as check-in proceeds. Note that many city- and county-
provided resources are local, and as such do not require specific demobilization instructions.
Once the Incident Demobilization Plan has been approved, the Demobilization Unit ensures
that it is distributed both at the incident and elsewhere as necessary.

F. TECHNICAL SPECIALISTS
ICS is designed to function in a wide variety of incident
scenarios that require the use of technical specialists. These Examples of Technical
personnel have special skills and are activated only when Specialists
needed. Specialists may serve anywhere within the Agricultural specialist
organization, including the Command Staff. No specific Chemical or radiological
incident qualifications are prescribed or required, as decontamination specialist
technical specialists normally perform the same duties Communication specialist
during an incident that they perform in their everyday jobs, Cultural resource specialist
and they are typically certified in their fields or professions.
Data management specialist
Emergency medical services
Technical specialists are most often assigned to the specific
area (Section, Branch, Unit, Division, etc.) where their specialist
services are needed and performed. In some situations they Environmental impact specialist
may be assigned to a separate Unit within the Planning Epidemiologist
Section, much like a talent pool, and assigned out to various Explosives specialist
jobs on a temporary basis. For example, a tactical specialist Faith community representative
may be sent to the Operations Section to assist with tactical Firefighter specialist
matters, a financial specialist may be sent to the Flood control specialist
Finance/Administration Section to assist with fiscal matters, Forensic pathologist
or a legal specialist or legal counsel may be assigned directly
Hazardous materials technician
to the Command Staff to advise the IC/UC on legal matters,
such as emergency proclamations, legality of evacuation Homeland security specialist
orders, isolation and quarantine, and legal rights and Industrial hygienist
restrictions pertaining to media access. Generally, if the Intelligence specialist
expertise is needed for only a short period and involves only Law enforcement specialist
one individual, that individual should be assigned to the Legal counsel
Situation Unit. If the expertise will be required on a long- Mass care specialist
term basis and requires several persons, it is advisable to Meteorologist
establish a separate Technical Unit in the Planning Section. Military specialist
Mortuary affairs specialist
A specific example of the need to establish a distinct
Technical Unit within the General Staff is the requirement to Numerical modeler
coordinate and manage large volumes of environmental Occupational safety and health
samples or analytical data from multiple sources in the specialist
context of certain complex incidents, particularly those Pharmacist
involving biological, chemical, or radiological hazards. To Public health specialist
meet this requirement, an Environmental Unit could be Public relations specialist
established within the Planning Section to facilitate Radiation health specialist
interagency environmental data managing, monitoring, Records management specialist
sampling, analyzing, and assessing. The Environmental Unit
Resource/cost specialist
would prepare environmental data for the Situation Unit and
Scientific support coordinator
work in close coordination with other Units and Sections
within the ICS structure to enable effective decision support Special needs advisor
to the IC or UC. Technical specialists assigned to the Structural engineering specialist
Environmental Unit might include a scientific support Toxicologist
coordinator as well as technicians proficient in response Transportation specialist
technologies, weather forecast, resources at risk, sampling, Veterinarian
cleanup assessment, and disposal. Waste management specialist
Water-use specialist

Tasks accomplished by the Environmental Unit might include the following:
• Identifying sensitive areas and recommending response priorities.

• Developing a plan for collecting, transporting, and analyzing samples.
• Providing input on wildlife protection strategies.
• Determining the extent and effects of site contamination.
• Developing site cleanup and hazardous material disposal plans.
• Identifying the need for and obtaining permits and other authorizations.

TAB 4—THE LOGISTICS SECTION

The Logistics Section provides for all the support needs for the incident, such as ordering
resources and providing facilities, transportation, supplies, equipment maintenance and fuel,
food service, communications, and medical services for incident personnel.
The Logistics Section is led by a Section Chief, who may also have one or more deputies.
Having a deputy is encouraged when all designated Units are established at an incident site.
When the incident is very large or requires a number of facilities with large numbers of
equipment, the Logistics Section can be divided into Branches. This helps with span of
control by providing more effective supervision and coordination among the individual Units.
Conversely, in smaller incidents or when fewer resources are needed, a Branch
configuration may be used to combine the task assignments of individual Units. Figure B-8
provides an example of the Logistics Section organized with Service and Support Branches.
Figure B-8. Logistics Section With Branch Organizational Structure

A. SUPPLY UNIT
The Supply Unit orders, receives, processes, stores, inventories, and distributes all incident-
related resources and supplies.
Once established, the Supply Unit also has the basic responsibility for all off-incident
ordering, including the following:
• All tactical and support resources (including personnel).

• All expendable and nonexpendable supplies required for incident support.
The Supply Unit provides the support required to receive, process, store, and distribute all
supply orders. The Unit also handles tool operations, which includes storing, disbursing,
and servicing tools and portable, nonexpendable equipment. Additionally, the Supply Unit
assists in projecting resource needs based on information provided in the IAP.
B. FACILITIES UNIT
The Facilities Unit sets up, maintains, and demobilizes all facilities used in support of
incident operations. The Unit also provides facility maintenance and law
enforcement/security services required for incident support.
The Facilities Unit sets up the Incident Command Post (ICP), Incident Base, and Camps
(including trailers or other forms of shelter for use in and around the incident area); it also
provides the services associated with maintaining those functions. The Incident Base and
Camps may be established in areas having existing structures, which are used in whole or in
part. The Facilities Unit also provides and sets up necessary personnel support facilities,
including areas for the following:
• Food and hydration service. Providing shelter for victims is a critical

• Sleeping. operational activity, which should be
• Sanitation and showers. incorporated into the IAP. Sheltering is
• Staging. normally conducted by appropriate
nongovernmental organization staff, such
This Unit also orders, through Supply, such as the American Red Cross or other
additional support items as portable toilets, shower similar entities.
facilities, and lighting units.
C. GROUND SUPPORT UNIT

The Ground Support Unit:
• Maintains and repairs primary tactical vehicles and mobile ground support
equipment.
• Records usage time for all ground equipment (including contract equipment)
assigned to the incident.
• Supplies fuel for all mobile equipment.
• Provides transportation in support of incident operations (except aircraft).
• Develops and implements the incident Traffic Plan.

In addition to its primary functions of maintaining and servicing vehicles and mobile
equipment, the Ground Support Unit maintains a transportation pool for major incidents.
This pool consists of vehicles (e.g., staff cars, buses, or pickups) that are suitable for
transporting personnel. The Ground Support Unit also provides to the Resources Unit up-to-
date information on the location and status of transportation vehicles assigned to the
Ground Support Unit.
D. COMMUNICATIONS UNIT
The Communications Unit develops the Communications Plan (ICS 205), to make the most
effective use of the communications equipment and facilities assigned to the incident.
Additionally, this Unit installs and tests all communications equipment, supervises and
operates the incident communications center, distributes and recovers communications
equipment assigned to incident personnel, and maintains and repairs communications
equipment on site.
The Communications Unit is responsible for effective incident communications planning,

especially in the context of a multiagency incident. All communications between
organizational elements during an incident should be in plain language (clear text) to ensure
that information dissemination is clear and understood by all intended recipients. Planning
is critical for determining required radio nets, establishing interagency frequency
assignments, and ensuring the interoperability and the optimal use of all assigned
communications capabilities.
The Communications Unit Leader should attend all incident Planning Meetings to ensure that
the communication systems available for the incident can support tactical operations
planned for the next operational period.
Incident communications are managed through the use of an incident Communications Plan
and a communications center established solely for the use of tactical and support resources
assigned to the incident.
Advance planning is required to ensure that an appropriate communications system is

available to support incident operations requirements. This planning includes the
development of frequency inventories, frequency-use agreements, and interagency radio
caches.
Most complex incidents will require a Communications Plan. The Communications Unit is
responsible for planning the use of radio frequencies; establishing networks for command,
tactical, support, and air units; setting up on-scene telephone and public address
equipment; and providing any required off-incident communication links. Codes should not
be used for radio communication. A clear spoken message—based on common terminology
that avoids misunderstanding in complex and noisy situations—reduces the chances for
error. The use of common terminology allows emergency management/response personnel
to communicate clearly with one another and effectively coordinate activities, no matter the
size, scope, location, or complexity of the incident.

Radio networks for large incidents may be organized as follows:
1. Command Net
The command net links together Incident Command, Command Staff, Section Chiefs,
Branch Directors, and Division and Group Supervisors.
2. Tactical Nets
Several tactical nets may be established to connect departments, agencies, geographical

areas, or specific functional units. The determination of how nets are set up should be a
joint function designed by Planning, Operations, and Logistics.
3. Support Net
A support net may be established primarily to handle changes in resource status but also to
handle logistical requests and other nontactical functions.
4. Air-to-Ground Net
To coordinate air-to-ground traffic, either a specific tactical frequency may be designated, or

regular tactical nets may be used.
5. Air-to-Air Nets
Air-to-air nets may be designated and assigned for use at the incident. An air-to-air net is
designed to be used by airborne assets; ground units should not utilize this net.
E. FOOD UNIT
The Food Unit determines food and hydration
requirements of the responders, and has the
Feeding affected nonresponse persons
responsibility for planning menus, ordering food,
(e.g., victims, evacuees, persons at
providing cooking facilities, cooking and serving
shelters) is a critical operational activity
food, maintaining food service areas, and
that will normally be incorporated into the
managing food security and safety.
IAP. Feeding activities will normally be
Efficient food service is important, but it is conducted by members of appropriate
especially important for any extended incident. NGOs, such as the American Red Cross
The Food Unit must be able to anticipate incident or similar entities. Services provided by
needs, such as the number of people who will need appropriate NGOs would not fall within
to be fed and whether the type, location, or the Food Unit but in a separate functional
complexity of the incident predicates special food assignment that should be communicated
requirements. The Unit must supply food needs for and coordinated with the IC and
the entire incident, including all remote locations Operations Section Chief to ensure
(e.g., Camps and Staging Areas), and also supply operational continuity.
food service to operations personnel who are
unable to leave their assignments.

The Food Unit must interact closely with the following elements:
• Planning Section, to determine the number of personnel who must be fed.

• Facilities Unit, to arrange food service areas.
• Supply Unit, to order food, unless provided under contract or agreement.
• Ground Support Unit, to obtain ground transportation.
• Air Operations Branch Director, to deliver food to remote locations.
Careful planning and monitoring is required to ensure food safety before and during food
service operations, including the assignment, as indicated, of public health professionals
with expertise in environmental health and food safety.
F. MEDICAL UNIT
The Medical Unit is responsible for the effective and
efficient provision of medical services to incident Patient care and medical services for
personnel, and reports directly to the Logistics those who are not emergency
Section Chief. The primary responsibilities of the management/response personnel (e.g.,
Medical Unit include the following: incident victims) are critical operational
activities. These activities are
• Develop procedures for handling any major incorporated into the IAP as key
medical emergency involving incident considerations and should be staffed
personnel. accordingly with appropriate professional
• Develop the Incident Medical Plan (for personnel.
incident personnel).
• Provide continuity of medical care, including
vaccinations, vector control, occupational health, prophylaxis, and mental health
services for incident personnel.
• Provide transportation for injured incident personnel.
• Coordinate and establish the routine rest and rehabilitation of incident responders.
• Ensure that injured incident personnel are tracked as they move from their origin to
a care facility and from there to final disposition.
• Assist in processing all paperwork related to injuries or deaths of incident-assigned
personnel.
• Coordinate personnel and mortuary affairs for incident personnel fatalities.
The Medical Unit Leader will develop a Medical Plan, which will, in turn, form part of the IAP.
The Medical Plan should provide specific information on medical assistance capabilities at
incident locations, potentially hazardous areas or conditions, and off-site medical assistance
facilities and procedures for handling complex medical emergencies. The Medical Unit will
also assist the Finance/Administration Section with the administrative requirements related
to injury compensation, including obtaining written authorizations, billing forms, witness
statements, administrative medical documents, and reimbursement as required. The
Medical Unit will ensure patient privacy to the fullest extent possible.


TAB 5—THE FINANCE/

ADMINISTRATION S ECTION
A Finance/Administration Section is established
when there is a specific need for financial and/or While the functions of
administrative services to support incident Finance/Administration are critical
management activities. Large or evolving components of effective command and
scenarios involve significant funding originating management, components of the
from multiple sources. In addition to monitoring Finance/Administration Section are not
multiple sources of funds, the Section Chief must necessarily staffed on the incident scene.
track and report to the IC/UC the accrued cost as Wireless communications systems enable
the incident progresses. This allows the IC/UC to some of the Finance/Administration
forecast the need for additional funds before functions to be performed away from the
operations are affected negatively, and it is incident scene, typically in the
particularly important if significant operational workstations where these functions
resources are under contract from the private would customarily be performed.
sector.
The Section Chief may also need to monitor expenditures to ensure that applicable statutory
rules are met. Close coordination with the Planning and Logistics Sections is essential so
that operational records can be reconciled with financial documents.
The Finance/Administration Section Chief will determine, given current and anticipated
future requirements, the need for establishing specific subordinate units. Because of the
specialized nature of finance functions, the Section Chief should come from the agency that
has the greatest requirement for this support. The Finance/Administration Section Chief
may also have one or more deputies.
A. TIME UNIT
The Time Unit is responsible primarily for ensuring proper daily recording of personnel time,
in accordance with the policies of the relevant agencies. The Time Unit also ensures that
the Logistics Section records or captures equipment-use time.
If applicable (depending on the agencies involved), personnel time records will be collected
and processed for each operational period. The Time Unit Leader may require the
assistance of personnel familiar with the relevant policies of any affected agencies. These
records must be verified, checked for accuracy, and posted according to existing policies.
Excess hours worked must also be determined, for which separate logs must be maintained.
B. PROCUREMENT UNIT
The Procurement Unit administers all financial matters pertaining to vendor contracts. This
Unit coordinates with local jurisdictions to identify sources for equipment, prepares and
signs equipment rental agreements, and processes all administrative requirements
associated with equipment rental and supply contracts. In some cases, the Supply Unit in

the Logistics Section will be responsible for certain procurement activities. The Procurement
Unit will also work closely with local cost authorities.
C. COMPENSATION AND CLAIMS UNIT

Under ICS, a single Unit handles injury compensation and claims. Depending on the
incident, the specific activities are varied and may not always be accomplished by the same
person. The individual handling injury compensation ensures that all forms required by
workers’ compensation programs and local agencies are completed. This individual also
maintains files on injuries and illnesses associated with the incident, and ensures that all
witness statements are obtained in writing. Since the Medical Unit may also perform some
of these tasks, close coordination between the Medical and Compensation and Claims Units
is essential. The claims function handles investigations of all civil tort claims involving
property associated with or involved in the incident. The Compensation and Claims Unit
maintains logs on the claims, obtains witness statements, and documents investigations and
agency followup requirements.
D. COST UNIT
The Cost Unit provides cost analysis data for the incident. This Unit must ensure that
equipment and personnel for which payment is required are properly identified, obtain and
record all cost data, and analyze and prepare estimates of incident costs. The Cost Unit
also provides input on cost estimates for resource use to the Planning Section. The Cost
Unit must maintain accurate information on the actual costs of all assigned resources.

TAB 6—ESTABLISHING AN
AREA COMMAND
As described in the Command and Management component, the purpose of an Area
Command is either to oversee the management of multiple incidents that are each being
handled by a separate ICS organization or to oversee the management of a very large or
evolving incident that has multiple Incident Management Teams (IMTs) engaged.
A. RESPONSIBILITIES
The Area Command does not have operational responsibilities. For the incidents under its
authority, the Area Command:
• Develops broad objectives for the impacted area(s).

• Coordinates the development of individual incident objectives and strategies.
• (Re)allocates resources as the established priorities change.
• Ensures that incidents are properly managed.
• Ensures effective communications.
• Ensures that incident management objectives are met and do not conflict with each
other or with agency policies.
• Identifies critical resource needs and reports them to the established
EOCs/Multiagency Coordination Groups.
• Ensures that short-term “emergency” recovery is coordinated to assist in the
transition to full recovery operations.
The function of Area Command is to develop broad objectives for the impacted area and to
coordinate the development of individual incident objectives and strategies. Additionally,
the Area Commander will set priorities for the use of critical resources allocated to the
incident.
B. ORGANIZATION
The Area Command organization operates under the same basic principles as ICS.
Typically, an Area Command will comprise the following key personnel, all of whom must
possess appropriate qualifications and certifications:
1. Area Commander (Unified Area Command)
The Area Commander is responsible for the overall direction of the IMTs assigned. This
responsibility includes ensuring that conflicts are resolved, incident objectives established,
and strategies selected for the use of critical resources. The Area Commander is also
responsible for coordinating with Federal, State, tribal, and local departments and agencies,
as well as NGOs and the private sector.

2. Assistant Area Commander–Logistics
The Area Command Logistics Chief provides facilities, services, and materials at the Area
Command level and ensures the effective allocation of critical resources and supplies among
the IMTs.
3. Assistant Area Commander–Planning
The Area Command Planning Chief collects information from various IMTs to assess and
evaluate potential conflicts in establishing incident objectives, strategies, and priorities for
allocating critical resources.
4. Area Command Aviation Coordinator
An Aviation Coordinator is assigned when aviation resources are competing for common
airspace and critical resources, and works in coordination with incident aviation
organizations to evaluate potential conflicts, develop common airspace management
procedures, ensure aviation safety, and allocate critical resources in accordance with Area
Command priorities.
5. Area Command Support Positions
The following Area Command positions are activated as necessary:
• Resources Unit Leader: Tracks and maintains the status and availability of critical
resources assigned to each incident under the Assistant Area Commander–Planning.
• Situation Unit Leader: Monitors the status of objectives for each incident or IMT
assigned to the Assistant Area Commander–Planning.
• Public Information Officer: Provides coordination between incident locations and
serves as the point of contact for media requests to the Area Command.
• Liaison Officer: Helps maintain off-incident interagency contacts and coordination.
C. LOCATION
The following guidelines should be followed in locating an Area Command:
• To the extent possible, the Area Command should be established in close proximity
to the incidents under its authority. This makes it easier for the Area Commander
and the ICs to meet and otherwise interact.
• It is, however, best not to co-locate an Area Command with any individual ICP.
Doing so might cause confusion with the Command and Management activities
associated with that particular incident.
• Area Commands must establish effective, efficient communications, coordination

processes, and protocols with subordinate ICs, as well as with other incident
management organizations involved in incident operations.
• The facility used to house the organization should be large enough to accommodate
a full Area Command staff. It should also be able to accommodate meetings

between the Area Command staff, the ICs, and Agency Administrators/Executives as
well as news media representatives.
D. REPORTING RELATIONSHIPS
When an Area Command is involved in coordinating multiple incident management
activities, the following reporting relationships will apply:
• The ICs for the incidents under the Area Command’s authority report to the Area
Commander.
• The Area Commander is accountable to the agency(s) or to the jurisdictional

executive(s) or administrator(s).
• If one or more incidents within the Area Command are multijurisdictional, a Unified
Area Command should be established.


TAB 7—FACILITIES AND LOCATIONS

Several kinds and types of facilities may be established in and around the incident area.
The requirements of the incident and the desires of the IC/UC will determine the specific
kinds and locations of facilities and may consist of the following designated facilities, among
others.
A. INCIDENT COMMAND POST

The ICP signifies the location of the tactical-level, on-scene incident command organization.
It typically comprises the Incident Command and the Command and General Staffs, but
may include other designated incident personnel from Federal, State, tribal, and local
departments and agencies, as well as NGOs and the private sector. Typically, the ICP is
located at or in the immediate vicinity of the incident site and is the location for the conduct
of direct, on-scene control of tactical operations. Incident planning is conducted at the ICP;
an incident communications center also would normally be established at this location. The
ICP may be co-located with the Incident Base, if the communications requirements can be
met.
B. INCIDENT BASE
An Incident Base is the location at which primary support activities are conducted. A single
Incident Base is established to house equipment and personnel support operations. The
Incident Base should be designed to be able to support operations at multiple incident sites.
C. CAMPS
Camps are separate from the Incident Base and are located as satellites to the Incident
Base, where they can best support incident operations. Camps provide support, such as
food, sleeping areas, and sanitation. Camps may also provide minor maintenance and
servicing of equipment. Camps may be relocated to meet changing operational
requirements.
D. STAGING AREAS
Staging Areas are established for the temporary location of available resources. Staging
Areas will be established by the Operations Section Chief to enable positioning of and
accounting for resources not immediately assigned. A Staging Area can be any location in
which personnel, supplies, and equipment can be temporarily housed or parked while
awaiting operational assignment. Staging Areas may include temporary feeding, fueling,
and sanitation services. The Operations Section Chief assigns a manager for each Staging
Area, who checks in all incoming resources, dispatches resources at the Operations Section
Chief’s request, and requests Logistics Section support, as necessary, for resources located
in the Staging Area.


TAB 8—THE PLANNING PROCESS AND

THE IAP
A. OVERVIEW
Sound, timely planning provides the foundation for effective incident management. The
NIMS planning process described below represents a template for strategic, operational, and
tactical planning that includes all steps that an IC/UC and other members of the Command
and General Staffs should take to develop and disseminate an IAP. The planning process
may begin with the scheduling of a planned event, the identification of a credible threat, or
the initial response to an actual or impending event. The process continues with the
implementation of the formalized steps and the staffing required to develop a written IAP.
A clear, concise IAP template is essential to guide the initial incident management decision
process and the continuing collective planning activities of IMTs. The planning process
should provide the following:
• Current information that accurately describes the incident situation and resource
status.
• Predictions of the probable course of events.
• Alternative strategies to attain critical incident objectives.
• An accurate, realistic IAP for the next operational period.
Five primary phases should be followed in sequence to

ensure a comprehensive IAP. These phases are designed The five primary phases in the
to enable the accomplishment of incident objectives within planning process are to
a specified time. The IAP must provide clear strategic understand the situation;
direction and include a comprehensive listing of the tactics, establish incident objectives and
resources, reserves, and support required to accomplish strategy; develop the plan;
each overarching incident objective. The comprehensive prepare and disseminate the
IAP will state the sequence of events for achieving multiple plan; and execute, evaluate, and
incident objectives in a coordinated way. However, the revise the plan.
IAP is a living document that is based on the best available
information at the time of the Planning Meeting. Planning
Meetings should not be delayed in anticipation of future information.
The primary phases of the planning process are essentially the same for the IC who
develops the initial plan, for the IC and Operations Section Chief revising the initial plan for
extended operations, and for the IMT developing a formal IAP. During the initial stages of
incident management, planners should develop a simple plan that can be communicated
through concise oral briefings. Frequently, this plan must be developed very quickly and
with incomplete situation information. As the incident management effort evolves,
additional lead time, staff, information systems, and technologies enable more detailed
planning and cataloging of events and lessons learned.

The five primary phases in the planning process are:
1. Understand the Situation
The first phase includes gathering, recording, analyzing, and displaying situation, resource,
and incident-potential information in a manner that will facilitate:
• Increased situational awareness of the magnitude, complexity, and potential impact

of the incident.
• The ability to determine the resources required to develop and implement an
effective IAP.
2. Establish Incident Objectives and Strategy
The second phase includes formulating and prioritizing measurable incident objectives and
identifying an appropriate strategy. The incident objectives and strategy must conform to
the legal obligations and management objectives of all affected agencies, and may need to
include specific issues relevant to critical infrastructure.
Reasonable alternative strategies that will accomplish overall incident objectives are
identified, analyzed, and evaluated to determine the most appropriate strategy for the
situation at hand. Evaluation criteria include public health and safety factors, estimated
costs, and various environmental, legal, and political considerations.
3. Develop the Plan
The third phase involves determining the tactical direction and the specific resources,
reserves, and support requirements for implementing the selected strategies and tactics for
the operational period.
Before the formal Planning Meetings, each member of the Command and General Staffs is
responsible for gathering certain information to support the proposed plan.
4. Prepare and Disseminate the Plan
The fourth phase involves preparing the plan in a format that is appropriate for the level of
complexity of the incident. For the initial response, the format is a well-prepared outline for
an oral briefing. For most incidents that will span multiple operational periods, the plan will
be developed in writing according to ICS procedures.
5. Execute, Evaluate, and Revise the Plan
The planning process includes the requirement to execute and evaluate planned activities
and check the accuracy of information to be used in planning for subsequent operational
periods. The General Staff should regularly compare planned progress with actual progress.
When deviations occur and when new information emerges, it should be included in the first
step of the process used for modifying the current plan or developing the plan for the
subsequent operational period.

B. RESPONSIBILITIES AND SPECIFIC PLANNING ACTIVITIES

1. Operational Period Planning Cycle
Figure B-9 is a graphical representation of the planning cycle.
Figure B-9. Operational Period Planning Cycle

2. Planning Steps: Understanding the Situation and Establishing

Objectives and Strategy
The Planning Section Chief should take the following actions prior to the initial Planning
Meeting (if possible, obtain a completed Incident Briefing (ICS 201)):
• Evaluate the current situation and decide whether the current planning is adequate
for the remainder of the operational period (i.e., until the next plan takes effect).
• Advise the IC and the Operations Section Chief of any suggested revisions to the
current plan, as necessary.
• Establish a planning cycle for the incident.
• When requested, participate in the Objectives Meeting to contribute to the

development/update of incident objectives and strategies. The task of developing
incident objectives and strategies is often the sole responsibility of the IC/UC.
• Participate in the Tactics Meeting, if held, to review the tactics developed by the
Operations Section Chief.
• Determine Planning Meeting attendees in consultation with the IC. For major
incidents, attendees should include the following:
Incident Commander.
Command Staff members.
General Staff members.
Resources Unit Leader.
Situation Unit Leader.
Air Operations Branch Director (if established).
Communications Unit Leader.
Technical specialists (as required).
Agency Representatives (as required).
• Establish the location and time for the Planning Meeting.
• Ensure that planning boards and forms are available.
• Notify necessary support staff about the meeting and their assignments.
• Ensure that a current situation and resource briefing will be available for the
meeting.
• Obtain an estimate of resource availability for use in planning for the next
operational period.
• Obtain necessary agency policy, legal, or fiscal constraints for use in the Planning
Meeting.

3. Conducting the Planning Meeting
The Planning Meeting is normally conducted by the Planning Section Chief. The sequence of
steps that follows is intended to aid the Planning Section Chief in developing the IAP. The
planning steps are used with the Operational Planning Worksheet (ICS 215).
a. Give a briefing on situation, resource status, and incident

potential
The Planning Section Chief and/or Resources and Situation Unit Leaders should provide an
up-to-date briefing on the situation. Information for this briefing may come from any or all
of the following sources:
• Initial Incident Commander.

• Incident Briefing (ICS 201).
• Field observations.
• Operations reports.
• Regional resources and situation reports.
b. Set/Review established objectives
The IC/UC is responsible for this step. The incident objectives are not limited to any single
operational period but will consider the total incident situation. The IC/UC establishes the
general strategy to be used, states any major constraints (policy, legal, or fiscal) on
accomplishing the objectives, and offers appropriate contingency considerations.
c. Plot operational lines, establish Branch/Division boundaries,

and identify Group assignments
This step is normally accomplished by the Operations Section Chief (for the next operational
period) in conjunction with the Planning Section Chief, who will establish Division and
Branch boundaries for geographical Divisions and determine the need for functional Group
assignments for the next operational period. The operational boundaries will be plotted on
the map.
d. Specify tactics for each Division/Group
After determining Division geographical assignments or Group functions, the Operations

Section Chief will establish the specific work assignments to be performed for the next
operational period. Tactics (work assignments) should be specific and within the boundaries
set by the IC/UC general objectives and established strategies. These work assignments
should be recorded on the Operational Planning Worksheet (ICS 215). At this time, the
IC/UC, Operations Section Chief, and Planning Section Chief should also consider the need
for any alternative strategies or tactics and ensure that these are properly noted on the
Operational Planning Worksheet .
e. Specify resources needed by Division/Group
After specifying tactics for each Division/Group, the Operations Section Chief, in conjunction
with the Planning Section Chief, will determine the resource needs to accomplish the work
assignments. Resource needs will be recorded on the Operational Planning Worksheet (ICS

215). Resource needs should be considered on the basis of the type of resources required
to accomplish the assignment.
f. Specify operations facilities and reporting locations and plot on

map
The Operations Section Chief, in conjunction with the Planning and Logistics Section Chiefs,
should designate and make available the facilities and reporting locations required to
accomplish Operations Section work assignments. The Operations Section Chief should
indicate the reporting time requirements for the resources and any special resource
assignments.
g. Develop resource order
The Planning Section Chief should assess resource needs based on the needs indicated by
the Operations Section Chief and resources data available from the Resources Unit. The
Operational Planning Worksheet (ICS 215), when properly completed, will show resource
requirements and the resources available to meet those requirements. Subtracting the
resources available from those required will indicate any additional resource needs. From
this assessment, a new resource order can be developed and provided to the IC/UC for
approval and then placed through normal dispatch channels by the Logistics Section.
h. Consider Communications, Medical, and Traffic Plan requirements
The IAP will normally consist of the Incident Objectives (ICS 202), Organization Chart (ICS
203), Assignment List (ICS 204), and a map of the incident area. Larger incidents may
require additional supporting attachments, such as a separate Incident Radio
Communications Plan (ICS 205), a Medical Plan (ICS 206), and possibly a Traffic Plan. The
Planning Section Chief should determine the need for these attachments and ensure that
the appropriate Units prepare them. The IAP and attachments will normally include the
items listed in Table B-2.
Table B-2. The IAP and Typical Attachments
Component Normally Prepared By
Incident Objectives (ICS 202) Incident Commander

Organization Assignment List or Chart Resources Unit
(ICS 203)
Assignment List (ICS 204) Resources Unit
Incident Radio Communications Plan Communications Unit
(ICS 205)
Medical Plan (ICS 206) Medical Unit
Incident Maps Situation Unit
Safety Message Plan (ICS 208) Safety Officer

Other Potential Components (incident dependent)

Air Operations Summary (ICS 220) Air Operations
Traffic Plan Ground Support Unit
Decontamination Plan Technical Specialist
Waste Management or Disposal Plan Technical Specialist
Demobilization Checkout (ICS 221) Demobilization Unit
Site Security Plan Law Enforcement, Technical
Specialist, or Security Manager
Investigative Plan Law Enforcement
Evidence Recovery Plan Law Enforcement
Evacuation Plan As required
Sheltering/Mass Care Plan As required
Other (as required) As required
i. Finalize, approve, and implement the Incident Action Plan
The Planning Section, in conjunction with the Operations Section, is responsible for seeing
that the IAP is completed, reviewed, and distributed. The following is the sequence of steps
for accomplishing this:
• Set the deadline for completing IAP attachments (see Table B-3).
• Obtain plan attachments and review them for completeness and approvals. Before
completing the plan, the Planning Section Chief should review the Division and Group
tactical work assignments for any changes due to lack of resource availability. The
Resources Unit may then transfer Division/Group assignment information, including
alternatives from the Operational Planning Worksheet (ICS 215), onto the Division
Assignment Lists (ICS 204).
• Determine the number of IAPs required.
• Arrange with the Documentation Unit to reproduce the IAP.
• Review the IAP to ensure it is up to date and complete prior to the operations
briefing and plan distribution.
• Provide the IAP briefing plan, as required, and distribute the plan prior to beginning
of the new operational period.

Table B-3. ICS Forms That Can Aid the Planning Process*
Number Purpose
ICS 201 (p.1)** Incident Briefing Map

ICS 201 (p.2)** Summary of Current Actions
ICS 201 (p.3)** Current Organization
ICS 201 (p.4)** Resources Summary
ICS 202 Incident Objectives
ICS 203 Organization Assignment List
ICS 204 Assignment List
ICS 205 Incident Radio Communications Plan
ICS 206 Medical Plan
ICS 207 Incident Organization Chart (wall mounted)
ICS 209 Incident Status Summary
ICS 210 Status Change
ICS 211 Incident Check-In List
ICS 213 General Message
ICS 215 Operational Planning Worksheet
ICS 215A Hazard Risk Analysis
*ICS Forms are guidance documents to assist in writing an agency’s IAP. Some modification to the forms can be
made to suit an agency’s need more effectively, as long as the nature of each form or numbering is not altered.
**The ICS 201 Forms are the initial summary forms provided at the start of an incident. The information they provide
can help craft an IAP, but the ICS 201 Forms may not be included in the formal written IAP.

TAB 9—ICS FORMS

This section describes some common ICS Forms. The individual forms may be tailored to
meet an agency’s needs. More importantly, even though the format is flexible, the form
number and purpose of the specific type of form (e.g., Assignment List (ICS 204) defines
the assignments for a Division or Group) must remain intact in order to maintain
consistency and facilitate immediate identification and interoperability, and for ease of use.
A. ICS FORMS
The following provides brief descriptions of selected ICS Forms. This list is not all inclusive;
other forms are available online, commercially, and in a variety of formats.
1. ICS 201 – Incident Briefing
Most often used by the initial IC, this four-section document (often produced as four pages)
allows for the capture of vital incident information prior to the implementation of the formal
planning process. ICS 201 allows for a concise and complete transition of command briefing
to an incoming new IC. In addition, this form may serve as the full extent of incident
command and control documentation if the situation is resolved by the initial response
resources and organization. This form is designed to be transferred easily to the members
of the Command and General Staffs as they arrive and begin work. It is not included as a
part of the formal written IAP.
2. ICS 202 – Incident Objectives
ICS 202 serves as the first page of a written IAP. It includes incident information, a listing
of the IC’s objectives for the operational period, pertinent weather information, a general
safety message, and a table of contents for the plan. Signature blocks are provided.
3. ICS 203 – Organization Assignment List
ICS 203 is typically the second page of the IAP. It provides a full accounting of incident
management and supervisory staff for that operational period.
4. ICS 204 – Assignment List
ICS 204 is included in multiples, based on the organizational structure of the Operations
Section for the operational period. Each Division/Group will have its own page, listing the
Supervisor for the Division/Group (including Branch Director if assigned) and the specific
assigned resources with leader name and number of personnel assigned to each resource.
This document then describes in detail the specific actions the Division or Group will be
taking in support of the overall incident objectives. Any special instructions will be included
as well as the elements of the Incident Radio Communications Plan (ICS 205) that apply to
that Division or Group.

5. ICS 205 – Incident Radio Communications Plan
ICS 205 is used to provide information on all radio frequency assignments down to the
Division/Group level.
6. ICS 206 – Medical Plan
ICS 206 presents the incident’s Medical Plan to care for responder medical emergencies.
7. ICS 209 – Incident Status Summary
ICS 209 collects basic incident decision support information and is the primary mechanism
for reporting this situational information to incident coordination and support organizations
and the Agency Administrators/Executives.
8. ICS 211 – Incident Check-In List
ICS 211 documents the check-in process. Check-in recorders report check-in information to
the Resources Unit.
9. ICS 215 – Operational Planning Worksheet
ICS 215 is used in the incident Planning Meeting to develop tactical assignments and
resources needed to achieve incident objectives and strategies.
10. ICS 215A – Hazard Risk Analysis
ICS 215A communicates to the Operations and Planning Section Chiefs the safety and
health issues identified by the Safety Officer. The ICS 215A form identifies mitigation
measures to address the identified safety issues.

TAB 10—SUMMARY OF MAJOR

ICS POSITIONS
This section lists the primary functions of each major ICS position.
Table B-4. Summary Table of Major ICS Positions*
Major ICS Position Primary Functions

Incident Commander or • Have clear authority and know agency policy.
Unified Command • Ensure incident safety.
• Establish the ICP.
• Set priorities, and determine incident objectives and strategies
to be followed.
• Establish ICS organization needed to manage the incident.
• Approve the IAP.
• Coordinate Command and General Staff activities.
• Approve resource requests and use of volunteers and auxiliary
personnel.
• Order demobilization as needed.
• Ensure after-action reports are completed.
• Authorize information release to the media.
Public Information Officer • Determine, according to direction from IC, any limits on
information release.
• Develop accurate, accessible, and timely information for use in
press/media briefings.
• Obtain the IC’s approval of news releases.
• Conduct periodic media briefings.
• Arrange for tours and other interviews or briefings that may be
required.
• Monitor and forward media information that may be useful to
incident planning.
• Maintain current information summaries and/or displays on the
incident.
• Make information about the incident available to incident
personnel.
• Participate in Planning Meetings.
• Implement methods to monitor rumor control.
*The Intelligence/Investigations Function may be under the direction of a separate General Staff position.


Safety Officer • Identify and mitigate hazardous situations.
• Create a Safety Plan.
• Ensure safety messages and briefings are made.
• Exercise emergency authority to stop and prevent unsafe acts .
• Review the IAP for safety implications.
• Assign assistants qualified to evaluate special hazards.
• Initiate preliminary investigation of accidents within the incident
area.
• Review and approve the Medical Plan.
• Participate in Planning Meetings to address anticipated hazards
associated with future operations.
Liaison Officer • Act as a point of contact for Agency Representatives.
• Maintain a list of assisting and cooperating agencies and
Agency Representatives.
• Assist in setting up and coordinating interagency contacts.
• Monitor incident operations to identify current or potential
interorganizational problems.
• Participate in Planning Meetings, providing current resource
status, including limitations and capabilities of agency
resources.
• Provide agency-specific demobilization information and
requirements.
Operations Section Chief • Ensure safety of tactical operations.
• Manage tactical operations.
• Develop operations portions of the IAP.
• Supervise execution of operations portions of the IAP.
• Request additional resources to support tactical operations.
• Approve release of resources from active operational
assignments.
• Make or approve expedient changes to the IAP.
• Maintain close contact with the IC, subordinate Operations
personnel, and other agencies involved in the incident.


Planning Section Chief • Collect and manage all incident-relevant operational data.
• Supervise preparation of the IAP.
• Provide input to the IC and Operations in preparing the IAP.
• Incorporate Traffic, Medical, and Communications Plans and
other supporting material into the IAP.
• Conduct/facilitate Planning Meetings.
• Reassign out-of-service personnel within the ICS organization
already on scene, as appropriate.
• Compile and display incident status information.
• Establish information requirements and reporting schedules for
Units (e.g., Resources Unit, Situation Unit).
• Determine need for specialized resources.
• Assemble and disassemble Task Forces and Strike Teams not
assigned to Operations.
• Establish specialized data collection systems as necessary
(e.g., weather).
• Assemble information on alternative strategies.
• Provide periodic predictions on incident potential.
• Report significant changes in incident status.
• Oversee preparation of the Demobilization Plan.
Logistics Section Chief • Provide all facilities, transportation, communications, supplies,
equipment maintenance and fueling, food, and medical services
for incident personnel, and all off-incident resources.
• Manage all incident logistics.
• Provide logistics input to the IAP.
• Brief Logistics staff as needed.
• Identify anticipated and known incident service and support
requirements.
• Request additional resources as needed.
• Ensure and oversee development of Traffic, Medical, and
Communications Plans as required.
• Oversee demobilization of Logistics Section and associated
resources.


Finance/Administration • Manage all financial aspects of an incident.
Section Chief • Provide financial and cost analysis information as requested.
• Ensure compensation and claims functions are being addressed
relative to the incident.
• Gather pertinent information from briefings with responsible
agencies.
• Develop an operational plan for the Finance/Administration
Section and fill Section supply and support needs.
• Determine the need to set up and operate an incident
commissary.
• Meet with assisting and cooperating Agency Representatives as
needed.
• Maintain daily contact with agency(s) headquarters on finance
matters.
• Ensure that personnel time records are completed accurately
and transmitted to home agencies.
• Ensure that all obligation documents initiated at the incident are
properly prepared and completed.
• Brief agency administrative personnel on all incident-related
financial issues needing attention or followup.
• Provide input to the IAP.

Basics of the Incident
Management System
Insert seal
or logo here
ROEL D. REMORCA, RN,EMT-B

Insert seal
or logo here Goals of This Lecture
• Learn basic concepts of Incident Command /

Unified Command System organization
• Understand ICS terminology
• Discuss the implementation of ICS/UCS during a
bioterrorism incident
Insert seal Incident Command System
or logo here
(ICS)
• Model tool for the command, control, and
coordination of resources
• May be used for both emergent and non-
emergent incidents
• Management tool consisting of procedures for
organizing personnel, facilities, equipment, and
communications at the scene of an emergency
• Has a flexible design that allows for many
jurisdictions and many agencies
Insert seal
or logo here Application
• Can be used for any incident:

– Emergent: fire, HAZMAT, act of terrorism,
natural disaster
– Non-emergent: parade, sporting event,
political rally
• Can be used for small and large events
• Flexible: Can expand and contract with evolution
of the event
Insert seal
or logo here ICS Features
• ICS organization
• Incident facilities
• Incident action plan
• Span of control
• Common responsibilities
5 Presenter’s Name Date

Insert seal
or logo here General ICS Organization
COMMAND
OPERATIONS PLANNING /
INTELLIGENCE
LOGISTICS FINANCE /
ADMIN.

Insert seal
or logo here Detailed ICS Organization
INCIDENT COMMANDER
INFORMATION OFFICER
SAFETY OFFICER
LIAISON OFFICER
OPERATIONS PLANNING/ LOGISTICS FINANCE /

SECTION INTELLIGENCE SECTION ADMIN.
SECTION SECTION
BRANCHES RESOURCE UNITS SERVICE TIME UNIT

DIVISIONS STIUATION UNIT BRANCH PROCUREMENT
GROUPS DEMOB UNIT SUPPORT UNIT
DOCUMENTATION BRANCH COMPENSATION/
TEAMS UNIT PERSONNEL CLAIMS UNIT
TASK FORCES BRANCH COST UNIT
SINGLE RESOURCES

Insert seal
or logo here Incident Commander
• In charge at the incident

• Assigned by responsible jurisdiction or agency
• May have one or more deputy incident
commanders
• May assign personnel for command staff &
general staff
– Command staff includes Liaison Officer, Safety
Officer, and Information Officer

Insert seal
or logo here The Command Staff
Information Safety Liaison

Officer Officer Officer

Insert seal
or logo here General Staff
Operations Planning /
Section Intelligence
Chief Section Chief
Logistics Finance /
Section Administration
Chief Section Chief

Insert seal
or logo here Operations Section Chief
• Develop & manage the operations section

• Accomplish the incident objectives
• Only one person assigned to this role

Insert seal
or logo here Planning Section Chief
• Collection, evaluation, dissemination,

and use of information about the
development of the incident and the
status of resources
• Responsible for creating action plan

Insert seal
or logo here Logistics Section Chief
• Provides all support needs

• Orders all resources from off-incident locations
• Responsible to acquire
– Facilities
– Services
– Personnel
– Equipment
– Materials

Insert seal
or logo here Finance Section Chief
• Responsible for tracking all incident costs and

evaluating the financial considerations of the
incident
– Time units
– Procurement unit
– Compensation/claims unit
– Cost unit

Insert seal
or logo here Divisions
Divide An Incident Geographically
A B
A B

Insert seal
or logo here Groups
• Pool specialized resource teams

• Establish functional areas of operation
OPERATIONS
SECTION
CHIEF
MEDICAL SEARCH SECURITY

GROUP GROUP GROUP

Insert seal
or logo here
Branches
Maintain Span of Control of Groups and Divisions
There Are Two Types Of Branches

Geographic Branches Functional Branches
OPERATIONS
SECTION CHIEF OPERATIONS
SECTION
CHIEF
BRANCH BRANCH 2
MEDICAL SEARCH SECURITY

DIVISION DIVISION
A B

Insert seal
or logo here Incident Facilities
• Incident command post

• Staging areas

Insert seal
or logo here Incident Action Plan
• Can be oral or written

• Includes measurable tactical objectives
• List of activated organizational elements
• Assignments to accomplish the objectives
• Supporting information
• Inform all incident supervisory personnel

Insert seal
or logo here Span of Control
• Adequate span of control is very important

• Optimum span of control is one to five
SUPERVISOR
1 2 3 4 5

Insert seal Common Responsibilities for All
or logo here
Incident Personnel
• Receive assignment from your agency

• Bring any specialized supplies or equipment
• Follow check-in procedures
• Obtain a briefing upon arrival

Insert seal Unified Command System
or logo here
(UCS)
• Multi-jurisdictional and/or multi-agency
responses
• Multi-agency command post established
integrating the various agencies/jurisdictions
• UCS provides the structure for the federal,
state and local on-scene coordinators to work
effectively and efficiently during a response

Insert seal
or logo here UCS Structure
Public Health
Law Enforcement
Fire/HAZMAT
Operations Planning Logistics Finance/Admin

Insert seal
or logo here Joint Information Center (JIC)
• Established by the lead federal agency as a focal
point for the coordination and provision of information
to the public and media concerning the Federal
response to the emergency
• It may be established in the same location as the
Joint Operations Center (JOC) or located at an on-
scene location in coordination with State and local
agencies
• In a bioterrorism event: coordinate info from LE & PH
to speak with one voice

Insert seal
or logo here Joint Information Center (JIC)
• The following elements should be
represented at the JIC:
– FBI Public Information Officer and staff
– FEMA Public Information Officer and staff
– Other Federal agency Public Information
Officer and staff
– State and local Public Information Officers
– In a bioterrorism event: CDC / Local PH
PIOs coordinate with LE and other
agencies
Insert seal Joint Operations Center
or logo here
(JOC)
• The organizational structure to implement the
Federal response at the field level during a
terrorist incident
• Established by the FBI under the operational
control of the Federal on-scene commander
• Established to ensure inter-incident
coordination and the organize multiple
agencies and jurisdictions within an overall
command and coordination structure

or logo here
(JOC)
• Acts as the focal point for the strategic
management and direction of on-site
activities, identification of State and
local requirements and priorities, and
coordination of the Federal response
• Local FBI field office will activate a
Crisis Management Team to establish
the JOC

or logo here
(JOC)
• Includes the following functional groups:
– Command
– Operations
– Admin/Logistics
– Consequence Management
• Representation within the JOC includes officials from
local, state, and Federal agencies with specific roles
in crisis and consequence management
• In a bioterrorism event: PH would have a significant
role, coordinating with FBI and other response
agencies

Insert seal Joint Terrorism Task Force
or logo here
(JTTF)
• Brings together Federal as well as State
and local law enforcement officers into a
task force environment for the purposes
of combating terrorism
• These agents and officers complement
each other by bringing together special
skills and knowledge about local
violations to better target terrorism

Questions?
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or logo here

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Republic Act 10121

2 R.A. 10121: Disaster Risk Reduction & Management Act

Vulnerability and Capacity

What is the DRRM Act?

4 R.A. 10121: Disaster Risk Reduction & Management Act

Disasters as merely a Disaster mainly a reflection of

Focus on disaster response Integrated approach to genuine

Priorities for Action

6 R.A. 10121: Disaster Risk Reduction & Management Act

National DRRM Council (NDRRMC)

Regional DCC Regional OCD Regional

City/Municipal DCC City/Municipal City/Municipal

Barangay Barangay DRRM

8 R.A. 10121: Disaster Risk Reduction & Management Act

DILG DSWD DOST NEDA

AFP DA DBM DENR DepEd

DOE DOH DOF DOJ DOLE DOT

PNRC OCD Executive

CHED CCC DPWH DFA HUDCC

GSIS NCRFW OPAPP PHIC PNP SSS

LCP LPP LMP LMB ULAP

NAPC‐ Press Private

CSO CSO CSO CSO

Local DRRM Councils

Local DRRM Offices CSO CSO CSO CSO Private Sector

10 R.A. 10121: Disaster Risk Reduction & Management Act

National DRRM Plan (NDRRMP)

Local DRRM Plans (LDRRMP)

National DRRM Framework

National DRRM Plan

Local DRRM Local DRRM Local DRRM

12 R.A. 10121: Disaster Risk Reduction & Management Act

How does the DRRM Act enhance Risk Assessment?

The results of these risk assessments shall be

The law ensures multi‐stakeholder

How does the DRRM Act enhance Knowledge Management?

The DRRM Training Institutes

Setting up billboards about local risks and contingency plans of the

In coordination with the OCD, DRR will be

Planting of trees along riverbanks to

Experimenting with tall flood resilient rice varieties in farms projected

Vulnerabilities are further reduced when disaster risk

Painting of flood level markers on

Setting up of rainwater harvesting facilities in communities prone

How is the proper utilization of the DRRM Fund ensured?

The LDRRM Plan shall be the

Funds can be used for sandbagging and stabilization of riverbanks.

18 R.A. 10121: Disaster Risk Reduction & Management Act

Also, public sector employees are required to undergo

The LDRRM Fund can be utilized for pre‐disaster

Preparing LGUs for disasters by

Accelerating livelihood recovery through seedbanks in the local

Who can declare a State of Calamity?

What are remedial measures?

Conducting Emergency drills for different forms

20 R.A. 10121: Disaster Risk Reduction & Management Act

Distribution of relief goods should be organized to

22 R.A. 10121: Disaster Risk Reduction & Management Act