BACHELOR OF SCIENCE IN NURSING:
NCMO 410: DISASTER NURSING
COURSE MODULE
COURSE UNIT
1
4
Nurses Role in Disaster Part 1 Preparedness
WEEK
4
 Read and understand course unit objectives
 Read study guide prior to class attendance
 Read required learning resources; refer to unit
terminologies for jargons
 Proactively participate in classroom discussions
 Participate in weekly discussion board (Canvas)
 Answer and submit course unit tasks
Personal Laptop/mobile device
Internet connection/device
Reading materials
Paper and Pen for writing
At the end of the course unit (CM), learners will be able to:
COGNITIVE:
1. Describe nurse’s role in planning and management during disaster.
2. Evaluate nursing responsibilities effectively in planning and management during disaster.
AFFECTIVE:
1. Inculcate in mind the importance of nurses role in disaster planning and management.
2. Show compassionate and caring attitude as the nurse core values during disaster.
PSYCHOMOTOR:
1. Apply quality and safety protocols, principles of evidence-based practice in disaster nursing.
2. Collaborate with inter-agencies in the delivery of health care and utilizing different strategies during
disaster management.
DISASTER- Disasters are catastrophic events that often result in extensive property damage and
loss of life.
NURSES ROLE IN DISASTER NURSING
INTRODUCTION
Disasters are catastrophic events that often result in extensive property damage and
loss of life. Extreme devastation can occur from both man-made and natural disasters.
Nurses play a major role in responding to disasters to help ensure the best possible
outcomes. They usually have a desire to help, but they don't always know where to
start. If inadequately prepared, a nurse can be more of a hindrance than a help in
disaster relief efforts. The best time to prepare for a disaster is before it occurs.
Nurses serve as an essential resource and can hold a wide range of responsibilities
related to disaster preparedness and response
NURSES ROLE IN DISASTER MANAGEMENT:
PREPAREDNESS
a. Institution/Community disaster response written plan familiarization
b. Task delineation and delegation in the event of a disaster
- Developing an understanding of the disaster preparedness and response plans,
operational protocols, and security measures can help nurses understand what their
employers expect of them.
c. PROPER Use of materials and equipment during drills (i.e. PPEs, fire escape, fire
extinguisher, emergency routes, communication devices.)
- Nurses who volunteer and become involved with an organized disaster response
system are better prepared when disaster strikes.
d. Identification of agencies (GOs and NGOs) and their roles/responsibilities in
disaster risk reduction and management
- Assisting during a disaster. Collaboration of the nurse and NGO’s may be assigned at
a variety of tasks during a disaster such as delivering first aid and medication,
assessing the state of victims, and monitoring mental health needs.
e. Disaster drills and evaluation of drills
f. Participate in continuing education on disaster risk reduction and management.
- Educating consumers and the community gives them the knowledge they need to
make it safely through a disaster and help others. Knowledge can also do much to
alleviate fear and anxiety.
g. Preparing self and family.
- Some nurses have family members who rely on them. Personal preparation with an
emergency plan and basic emergency supplies can help to ensure their families' safety
while easing the nurse's worries.
Other things to consider include arranging a meeting place if separated, ensuring
reliable communication, and compiling important paperwork.
Nurses may encounter challenges such as:
1. Balancing professional and personal obligations, sometimes even if the nurse has
prepared at home.
2. Dealing with restrictions to volunteering that depend upon training and
immunizations.
3. Working with limited resources and supplies.
4. Facing potential security and safety threats such as violence or infectious disease.
5. Dealing with legal implications related to practicing outside of the nurse's specialty
area.
6. Having to work in uncontrolled physical environments.
7. Struggling with life-and-death situations and difficult ethical decisions.
THANK YOU….
Sources:
Nurses Play a Critical Role in Disaster Response
Published On: July 23, 2018 https://online.nsc.edu/articles/rn-bsn/nurses-critical-role-disaster.aspx
American Red Cross: Nurses Serve in Many Different Ways
American Red Cross: Red Cross Nurses Put Lives on Hold to Help Disaster Victims
MedScape: Ready, Willing and Able: Preparing Nurses to Respond to Disasters
American Nurses Association (ANA): Disaster Preparedness
National Nurses United: Nurses Top Gallup Poll as Most Trusted Profession 16 years Running
Nurses Play a Critical Role in Disaster Response
Published On: July 23, 2018
https://online.nsc.edu/articles/rn-bsn/nurses-critical-role-disaster.aspx
ONLINE WATCH: https://www.youtube.com/watch?v=iutH17urDkI

Study Questions:
NURSES ROLE in
DISASTER MANAGEMENT
mcb
COURSE OBJECTIVES:
At the end of this course, the learners will be able to:
 COGNITIVE:
 1. Describe nurse’s role in planning and management during disaster.
 2. Evaluate nursing responsibilities effectively in planning and
management during disaster.
 AFFECTIVE:
 1. Inculcate in mind the importance of nurses role in disaster planning
and management.
 2. Show compassionate and caring attitude as the nurse core values
during disaster.
 PSYCHOMOTOR:
 1. Apply quality and safety protocols, principles of evidence-based
practice in disaster nursing.
 2. Collaborate with inter-agencies in the delivery of health care and
utilizing different strategies during disaster management.
NURSES ROLE IN DISASTER NURSING
 INTRODUCTION
 Disasters are catastrophic events that often result in
extensive property damage and loss of life. Extreme
devastation can occur from both man-made and natural
disasters.
 Nurses play a major role in responding to disasters to help
ensure the best possible outcomes. They usually have a desire
to help, but they don't always know where to start. If
inadequately prepared, a nurse can be more of a hindrance
than a help in disaster relief efforts. The best time to prepare
for a disaster is before it occurs.
 Nurses serve as an essential resource and can hold a wide
range of responsibilities related to disaster preparedness
and response.
NURSES ROLE IN DISASTER NURSING:
PREPAREDNESS
 a. Institution/Community disaster
response written plan familiarization
 b. Task delineation and delegation in
the event of a disaster
 Developing an understanding of the disaster
preparedness and response plans, operational
protocols, and security measures can help nurses
understand what their employers expect of them.
NURSES ROLE IN DISASTER NURSING:
PREPAREDNESS
 c. PROPER Use of materials and
equipment during drills (i.e. PPEs, fire
escape, fire extinguisher, emergency
routes, communication devices.)
 Nurses who volunteer and become
involved with an organized disaster
response system are better prepared
when disaster strikes.
NURSES ROLE IN DISASTER NURSING:
PREPAREDNESS
 d. Identification of agencies (GOs and
NGOs) and their roles/responsibilities in
disaster risk reduction and
management
 Assisting during a disaster.
Collaboration of the nurse and NGO’s may
be assigned at a variety of tasks during a
disaster such as delivering first aid and
medication, assessing the state of victims,
and monitoring mental health needs.
NURSES ROLE IN DISASTER NURSING:
PREPAREDNESS
 e. Disaster drills and evaluation of drills
 f. Participate in continuing education on
disaster risk reduction and management.
 Educating consumers and the community
gives them the knowledge they need to
make it safely through a disaster and help
others. Knowledge can also do much to
alleviate fear and anxiety.
NURSES ROLE IN DISASTER NURSING:
PREPAREDNESS
 g. Preparing self and family.
 Some nurses have family members who
rely on them. Personal preparation with an
emergency plan and basic emergency
supplies can help to ensure their families'
safety while easing the nurse's worries.
 Other things to consider include arranging a
meeting place if separated, ensuring
reliable communication, and compiling
important paperwork.
Nurses may encounter challenges such as:
 Balancing professional and personal obligations,
sometimes even if the nurse has prepared at home.
 Dealing with restrictions to volunteering that depend
upon training and immunizations.
 Working with limited resources and supplies.
 Facing potential security and safety threats such as
violence or infectious disease.
 Dealing with legal implications related to practicing
outside of the nurse's specialty area.
 Having to work in uncontrolled physical environments.
 Struggling with life-and-death situations and difficult
ethical decisions.
THANK YOU….
Sources:
 Nurses Play a Critical Role in Disaster Response
 Published On: July 23, 2018
https://online.nsc.edu/articles/rn-bsn/nursescritical-role-disaster.aspx
 American Red Cross: Nurses Serve in Many Different
Ways
 American Red Cross: Red Cross Nurses Put Lives on
Hold to Help Disaster Victims
 MedScape: Ready, Willing and Able: Preparing Nurses to
Respond to Disasters
 American Nurses Association (ANA): Disaster
Preparedness
 National Nurses United: Nurses Top Gallup Poll as Most
Trusted Profession 16 years Running
BACHELOR OF SCIENCE IN NURSING:
NCMO 410: DISASTER NURSING
COURSE MODULE
COURSE UNIT
1
5
Nurses Role in Disaster Part 2 NURSE LEADER
WEEK
5
 Read and understand course unit objectives
 Read study guide prior to class attendance
 Read required learning resources; refer to unit
terminologies for jargons
 Proactively participate in classroom discussions
 Participate in weekly discussion board (Canvas)
 Answer and submit course unit tasks
Personal Laptop/mobile device
Internet connection/device
Reading materials
Paper and Pen for writing
At the end of the course unit (CM), learners will be able to:
COGNITIVE:
1. Describe nurse’s role in planning and management during disaster.
2. Evaluate nursing responsibilities effectively in planning and management during disaster.
3. Describe HYOGO FRAMEWORK for ACTION, National Incident Management System (NIMS),
and Command and Operation Management as disaster management framework.
AFFECTIVE:
1. Inculcate in mind the importance of nurses role in disaster planning and management.
2. Show compassionate and caring attitude as the nurse core values during disaster.
PSYCHOMOTOR:
1. Apply quality and safety protocols, principles of evidence-based practice in disaster nursing.
2. Collaborate with inter-agencies in the delivery of health care and utilizing different strategies during
disaster management.
Hyogo Framework for Action (HFA)
- A 10-year plan to make the world safer from natural hazards (2005-2015).
National Incident Management System (NIMS)
- a consistent nationwide approach for federal, state, tribal, and local governments to work effectively
and efficiently together to prepare for, prevent, respond to, and recover from domestic incidents,
regardless of cause, size, or complexity.
THE NURSE LEADER DURING DISASTER
Introduction
"Disaster risk reduction is an obligation for all -- donors, governments and the private sector.
We cannot wait for more disasters to happen to understand the benefits of Disaster Risk
Reduction policies.”
-- Toni Frisch, Swiss Humanitarian Aid Department
The key:
a. Awareness of the existing disaster management framework
b. Active participation in disaster preparedness
Nurses’ role in disaster management:
1. Identify and characterize disaster events.
2. First responder to the scene.
3. Member of rapid needs assessment team.
4. Provide direct care as by working in local health units.
5. Manage communications and media.
6. Coordinate various activities in disaster management.
7. Participate in planning, policy writing, or research.
Disaster management framework
Hyogo Framework for Action (HFA)
- A 10-year plan to make the world safer from natural hazards (2005-2015).
- It was adopted by 168 Member States of the United Nations in 2005 at the World Disaster
Reduction Conference in Kobe, Japan.
The first plan to explain, describe and detail the work that is required from all different sectors
to reduce disaster losses.
Substantially reduce disaster losses by 2015.
- Loss of lives
- Loss of social functions
- Loss of environmental and economic assets.
Hyogo Framework of Action
Five priorities for action
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
5. Strengthen disaster preparedness for effective response at all levels.
National Incident Management System (NIMS)
1. a consistent nationwide approach for federal, state, tribal, and local governments to work
effectively and efficiently together to prepare for, prevent, respond to, and recover from
domestic incidents, regardless of cause, size, or complexity.
2. A structured framework built on the foundation of existing systems. Integrates best
practices developed over the years.
3. Works together with National Response Plan (NRP) to improve nation’s incident
management capabilities and overall efficiency.
4. NIMS template enables national, regional, local, and tribal governments, as well as private
sector and NGO’s to work effectively.
- Homeland Security Presidential Directive—5 (HSPD-5)
National Incident Management System (NIMS) Components:
1. Preparedness
2. Command and Management
3. Resource Management
4. Communication and Info- management
5. Supporting technologies
6. Ongoing management and Maintenance
Command and Operation Management
1. Incident Command System- Report only to one command center
2. Multiagency Coordinating System- process that allows all levels of government and all
disciplines to work together more efficiently and effectively.
3. Public Information System - The processes, procedures, and systems to communicate
timely and accurately. Accessible information on the incident’s cause and its size.
Sources:
https://www.preventionweb.net/sendai-framework/Hyogo-Framework-for-Action
https://www.fema.gov/pdf/emergency/nims/nimsfaqs.pdf
https://www.preventionweb.net/sendai-framework/Hyogo-Framework-for-Action
https://www.fema.gov/pdf/emergency/nims/nimsfaqs.pdf
Nurses Play a Critical Role in Disaster Response
Published On: July 23, 2018
https://online.nsc.edu/articles/rn-bsn/nurses-critical-role-disaster.aspx
ONLINE WATCH: https://www.youtube.com/watch?v=iutH17urDkI

Study Questions:
THE NURSE LEADER
DURING DISASTER
MARIA LUISA T. UAYAN, DHSC, MSN,RN
DEAN – COLLEGE OF NURSING
OUR LADY OF FATIMA UNIVERSITY
Introduction
"Disaster risk reduction is an obligation for all -- donors, governments and
the private sector. We cannot wait for more disasters to happen to
understand the benefits of Disaster Risk Reduction policies.”
-- Toni Frisch, Swiss Humanitarian Aid Department
Introduction
Awareness of the existing disaster
management framework
Nurses’ role in disaster management
Identify and characterize disaster events.
First responder to the scene.
Member of rapid needs assessment team.
Provide direct care as by working in local
health units.
Manage communications and media.
Coordinate various activities in disaster
management.
Participate in planning, policy writing, or
research.
Disaster management framework
Hyogo Framework for Action (HFA)
• A 10-year plan to make the world safer from
natural hazards (2005-2015).
• It was adopted by 168 Member States of the
United Nations in 2005 at the World Disaster
Reduction Conference in Kobe, Japan.
Hyogo Framework of Action
Hyogo Framework for Action (HFA)
• The first plan to explain, describe and detail the work that is required from all
different sectors to reduce disaster losses.
Substantially reduce disaster
losses by 2015.
 Loss of lives
 Loss of social functions
 Loss of environmental and
economic assets.
Hyogo Framework of Action
Five priorities for action
Priority Action 1
• Ensure that disaster risk reduction is a national and a
local priority with a strong institutional basis for
implementation.
Priority Action 2
• Identify, assess and monitor disaster risks and enhance
early warning.
Priority Action 3
• Use knowledge, innovation and education to build a
culture of safety and resilience at all levels.
Priority Action 4
• Reduce the underlying risk factors.
Priority Action 5
• Strengthen disaster preparedness for effective response
at all levels.
National Incident Management System
“a consistent nationwide approach
for federal, state, tribal, and local
governments to work effectively
and efficiently together to
prepare for, prevent, respond to,
and recover from domestic
incidents, regardless of cause,
size, or complexity.”
-HSPD-5
National Incident Management System
• A structured framework built on the
foundation of existing systems.
Integrates best practices developed
over the years.
• Developed by Homeland Security at
the request of the President –
Homeland Security Presidential
Directive—5 (HSPD-5)
NIMS: What it is / What it’s not
NIMS is
• Core set of:
• Doctrines
• Concepts
• Principles
• Terminology
• Organizational
Process
• Applicable to all
hazards
NIMS is not
• An operational incident
management plan
• A resource allocation
plan
• A terrorism/ WMDspecific plan
• Designed to address
international events
National Incident Management System
• Works together with National Response Plan (NRP) to improve nation’s
incident management capabilities and overall efficiency.
• NIMS template enables national, regional, local, and tribal governments,
as well as private sector and NGO’s to work effectively.
National Incident Management System
NIMS Components
• Designed to work together in a flexible, systematic manner to provide the
national framework for incident management.
Preparedness
Command and
Management
Resource
Management
Communication
and Infomanagement
Supporting
technologies
Ongoing
management
and
Maintenance
NIMS Components
NIMS
Component
1
• Preparedness
Planning
Training and Exercises
Standards and Certification
Mutual Aid
Information and Publications
NIMS
Component
2
• Command and Management
• designed to enable effective and efficient
incident management and coordination by
providing a flexible, standardized incident
management structure.
NIMS
Component
2
• Command and Management
NIMS standard incident command structures are based on three key
organizational systems:
a.
The Incident Command System
b.
Multi-agency Coordination (MAC) System
c.
Public Information Systems
NIMS
Component
3
• Resource Management
• System that will identify available resources
at all jurisdictional levels to enable timely
and unimpeded access to resources needed
to prepare for, respond to, or recover from
an incident.
NIMS
Component
3
• Resource Management
Resource Management under NIMS involves:
 Identify and type resources
 Certify and credential personnel
 Inventory, acquire, mobilize, track and
recover resources from all sources.
NIMS
Component
4
• Communication and Information
Management
• NIMS describes the requirements necessary
for a standardized framework for
communications.
• Provides a common operating picture to all
command and coordination sites.
NIMS
Component
4
• Communication and Information
Management
• Utilizes concepts of communications:
Interoperability
Reliability
Redundancy
Communication
and Information
Systems
Resiliency
Scalability
Portability
NIMS
Component
5
• Supporting technologies
• Oversees and coordinates the ongoing
development of incident managementrelated technology, including strategic
research and development.
NIMS
Component
5
• Supporting technologies
• Use of technology will enable emergency response personnel to continuously
refine and implement NIMS against rapidly evolving crisis situations.
NIMS
Component
6
• Ongoing management and
Maintenance
National Integration Center
• provides strategic direction, oversight, and
coordination of NIMS .
• supports both routine maintenance and the
continuous refinement of NIMS and its
components.
NIMS
Component
6
• Ongoing management and
Maintenance
• It provides guidance and support to jurisdictions and emergency
management/response personnel and their affiliated organizations as they
adopt NIMS system.
Incident
Command
System
Multiagency
Coordinating
System
Public
Information
System
A. Incident Command System
• Developed in response to a
series of fires in Southern
California in the early
1970s by an interagency
effort called FIRESCOPE.
(Firefighting Resources of
California Organized for
Potential Emergencies)
A. Incident Command System
Weaknesses in incident
management that lead to the
development of ICS:
Too many people reporting to one
supervisor
Different emergency response
organizational structure
Lack of reliable incident information
Inadequate and incompatible
communications
A. Incident Command System
Weaknesses cont…
 Lack of structure for coordinated
planning among agencies (departments)
 Unclear lines of authority
 Terminology differences among agencies
(departments)
 Unclear or unspecified incident
objectives.
A. Incident Command System
ICS Defined as:
• A standardized, on-scene, allhazard incident management
concept. (FEMA).
• Systematic tool used for the
command, control, and
coordination of emergency
response. (United States Federal
Highway Administration.)
A. Incident Command System
ICS is based on proven management characteristics,
namely:
Manageable Span
of Control
Common
Terminology
Modular/Scalable
Organization
Integrated
Communications
Unified
Command
Structure
Consolidated
Action Plans
Pre-designated
Command
Centers
Comprehensive
Resource
Management
A. Incident Command System
Manageable • A manageable span of control is defined as
the number of individuals one supervisor
Span of
can manage effectively.
Control
• The number of subordinates one
supervisor can manage effectively is usually
3-7, the optimum is 5.
A. Incident Command System
Common
Terminology
• Common terminology is essential in any
system, especially when diverse groups
are involved in the response.
• Multiple company departments and/or locations
• Also critical when it is not an activity
you perform on a “regular” basis.
• When possible, minimize use of
abbreviations, acronyms or confusing
terminology to improve
communication.
A. Incident Command System
Modular/
Scalable
Organization
• A modular organization develops from the top-down at
any incident.
• All incidents regardless of size or complexity will have an
incident commander
• The organization can expand/shrink according to the
needs of the situation.
• Only activate what you need.
A. Incident Command System
• Integrated communications is a system
Integrated
characterized by the use of:
Communications
• standard operating procedures,
• common communications plan
• common equipment
• common terminology.
A. Incident Command System
• Several communication technologies
Integrated
may be established, depending on the
Communications
size and complexity of the organization
and the incident.
A. Incident Command System
Unified
Command
Structures
• A unified command allows all departments
or groups with responsibility for the
incident, to manage an incident by
establishing a common set of incident
objectives and strategies.
• Unified command does not mean losing or
giving up agency (departmental) authority,
responsibility, or accountability, it simply
provides for a coordinated response.
A. Incident Command System
• Consolidated AP’s describe response
goals, operational objectives, and
Consolidated
support activities.
Action Plans
• Goals and objectives are always
prepared around a timeframe called
an operational period.
• The Incident Commander
determines the length of the
operational period based on the
complexity and size of the incident
A. Incident Command System
Consolidated
Action Plans
• Operational periods can be of various lengths.
• should be no longer than 24 hours.
• Twelve-hour operational periods
are common for large-scale incidents.
• At the beginning of an incident the
time frame is often short, 2 - 4 hours.
A. Incident Command System
Pre-designated
Command
Centers
Pre-designated command centers are placed strategically
appropriate for the risk and hazards.
• Ideally have two; a primary and a backup.
• Determine location once you have done a hazard analysis.
A. Incident Command System
Comprehensive
Resource
Management
• Comprehensive resource
organization to:
management
• Maximize resource use.
• Consolidate control of single resources.
• Reduce the communications load.
• Provide accountability.
• Ensure personnel safety.
allows
an
A. Incident Command System
Incident Command
and Staff
A. Incident Command System
Incident Command and Staff
• Incident Command is responsible for overall management of the incident.
• Types of Incident Command according to function:
Single
Incident
Command
Unified
Command
A. Incident Command System
• Designated during:
• incident occurring within a single jurisdiction
• there is no jurisdictional or functional agency overlap.
Single
Incident
Command
• The designated IC will develop the
incident objectives on which
subsequent incident action planning
will be based.
A. Incident Command System
• Designated when in
multijurisdictional or multiagency
incident management.
Unified
Command
• Enables multiple agencies to:
• coordinate, plan, and interact effectively.
• jointly provide management direction through a common
set of incident objectives and strategies .
• maintains the authority, responsibility, and accountability of
each participating agency.
A. Incident Command System
• Enables multiple agencies to:
• coordinate, plan, and interact effectively.
Unified
Command
• jointly provide management direction through a common
set of incident objectives and strategies .
• maintains the authority, responsibility, and accountability of
each participating agency.
A. Incident Command System
Advantages of Using Unified Command
• Single Incident management objectives
• Improves coordination and Information flow
Unified
Command
• Consistent understanding of joint priorities
and restrictions.
• Preserves authority in each participating
agency.
• Combined efforts produce optimum
performance.
A. Incident Command System
Basic ICS Commanding Staff and General Staff
A. Incident Command System
Commanding Staff
Public
Information
Officer
• responsible for interfacing with the public
and media and/or with other agencies with
incident-related information requirements.
Safety Officer
• monitors safety conditions and develops
measures for assuring the safety of all
assigned personnel.
Liaison Officer
• serves as the primary contact for
supporting agencies assisting at an incident.
A. Incident Command System
General Staff
Operations Section
Chief
• Directs all actions to meet the incident
objectives.
Planning Section
Chief
• Collects and display the incident information,
primarily consisting of the status of all
resources and overall status of the incident.
Logistics Section
Chief
• Provides all resources, services, and support
required by the incident.
Finance/
Administration
Section Chief
• Tracks the incident related costs, personnel
records, requisitions, and administer
procurement contracts required by Logistics.
B. Multi-Agency Coordination System
Multi-Agency Coordination
• process that allows all
levels of government and
all disciplines to work
together more efficiently
and effectively.
B. Multi-Agency Coordination System
Primary functions:
• coordinate activities above
the field level
• To prioritize the incident
demands for critical or
competing resources
• assist the coordination of the
operations in the field.
B. Multi-Agency Coordination System
MAC System Elements
Personnel
Equipment
MAC
System
Facilities
Procedures
B. Multi-Agency Coordination System
Typical personnel includes :
Personnel
• Agency administrators/ Executives
• Appointed agency representatives
• Supporting agency representatives
• NGOs, and the private sector
B. MultiAgency Coordination System
Facilities
• Facilities are needed to house system activities of the
MAC group.
• May include locations for:
• Communication/ Dispatch center
• Emergency Operations Center (EOC)
• City Hall
• Virtual Locations
B. MultiAgency Coordination System
Equipment
• To accomplish system activities,
equipment (such as computers and
phones) must be identified and
procured.
B. MultiAgency Coordination System
Procedures
• Procedures that prescribe the
activities and functionality of MACS
includes:
• Processes
• Protocols
• Agreements
• business practices
B. MultiAgency Coordination System
C. Public Information
Public Information consists of:
• The processes, procedures, and
systems to communicate timely and
accurately.
• Accessible information on the incident’s
cause and its size.
• Current situation of the public,
responders, and additional stakeholders
(both directly affected and indirectly
affected).
C. Public Information
Public Information components:
Joint
Information
Center
Joint
Information
System
Public Information
Officer
C. Public Information
Public Information Officer
• advises the IC/UC on all
public information
matters relating to the
management of the
incident.
C. Public Information
Responsibilities of Public Information Officer:
• Identify key information that needs to be communicated to the public.
• Craft key information messages that are clear and easily understood by all.
• Prioritize messages to ensure timely delivery of information without
overwhelming the audience.
• Verify accuracy of information through appropriate channels.
• Disseminate messages using the most effective means available.
C. Public Information
Joint Information System
• provides the mechanism to
organize, integrate, and
coordinate information across
multiple jurisdictions and/or
disciplines with NGOs and the
private sector.
C. Public Information
Joint Information Center
• central location that facilitates
operation of the Joint Information
System
• site where Public Information
performs their critical emergency
information functions, crisis
communications, and public affairs
functions.
Philippine Disaster Management System
Philippine Risk Reduction and Management
Act of 2010
(Republic Act 10121)
“An Act strengthening the Philippine Disaster Risk Reduction and Management System,
providing for the national disaster risk reduction and management
framework and institutionalizing the national disaster risk reduction and
management plan, appropriating fund therefor and for other purposes.”
Philippine Disaster Management System
Republic Act 10121, Sec. 5
• The present National Disaster Coordinating Council or
NDCC shall henceforth be known as the National
Disaster Risk Reduction and Management Council
(NDRRMC) or the National Council.
Disaster Risk Reduction and Management Organization
NDRRMC
National Level
RDRRMC
Regional Level
LDRRMC
Provincial, City, Municipal, Barangay
Local Level
A. National Council
Department of
National Defense
(DND)
Chairperson
Vice
Chairperson
National
Council
Members (39)
DILG
(Disaster
Preparedness)
DSWD
(Disaster
Response)
DOST
(Disaster
Prevention and
Mitigation)
NEDA
(Disaster
Rehabilitation
and Recovery)
DOH; DA; DepEd; DOE; DOF; DTI; DOTC; DBM; DPWH;
DFA; DOJ; DOLE; DOT; Executive Secretary; OPAPP;
CHED; AFP; PNP; Press Secretary; PNRC; NAPC-VDC;
NCRFW; HUDCC; Climate Change Commission; GSIS;
SSS; PHIC; ULAP; LPP; LCP; LMP; LMB; CSO; Rep from
public sector; OCD
A. National Council
Authority of NDRRMC Chairperson:
“..call upon other instrumentalities or entities of the
government and nongovernment and civic organizations
for assistance in terms of the use of their facilities and resources
for the protection and preservation of life and properties in the
whole range of disaster risk reduction and management.This
authority includes the power to call on the reserve force.”
- Republic
Act No. 7077
B. Regional Council
Regional
Disaster
Coordinating
Councils
Regional
Disaster Risk
Reduction and
Management
Councils
(RDRRMCs)
B. Regional Council
Functions:
• Coordinate, integrate, supervise, and evaluate the
• activities of the LDRRMCs.
• Ensure disaster sensitive regional development plans
• in case of emergencies shall convene the different regional
line agencies and concerned institutions and authorities.
• Establish an operating facility to be known as the Regional
Disaster Risk Reduction and Management Operations Center
C. Local Council
Provincial, City,
and Municipal,
Barangay
Disaster
Coordinating
Councils
Provincial, City,
and Municipal,
Barangay Disaster
Risk Reduction
and Management
Councils
C. Local Council
Functions:
• responsible for setting the direction,
development, implementation and
coordination of disaster risk management
programs within their territorial
jurisdiction
Issues of Disaster Management in
the Philippines
• Disasters are being dealt within manners that are
ad-hoc and response-oriented.
• Information on disaster risk is lacking and
measurement of socio- economic impact of
disasters is inadequate.
Study on Comprehensive Disaster Risk Management for East Asia and the Pacific Region,
World Bank (2005)
Issues of Disaster Management in
the Philippines
• NDCC members and LGUs have limited risk
reduction capacities.
• Efforts by donors, multilateral and civil society are
poorly coordinated and generated little effects.
• Government bears majority of the cost of disasters
Recommendations
Philippines should develop a national framework for a comprehensive
disaster risk management that should:
1.
provide for political leadership and policy support at the highest
levels.
2.
Facilitate the active engagements and implementation of all relevant
stakeholders at the national, local, and household levels.
3.
Incorporate the three essential steps of integrated risk
management, which include risk identification, risk reduction and
risk sharing.
Current Initiatives
• NDRRMC has adopted the guiding principles in disaster risk
reduction management in 2005 (Hyogo Framework of
Action).
• The Government of the Philippines adopts an all-hazards,
comprehensive, inter-agency/ multi-sectoral,
community-based approach in the context of the
UNMDGs (poverty alleviation, environmental sustainability
and sustainable development).
Current Initiatives
• NDCC Four –
Point Action Plan on Disaster Preparedness:
1.
Upgrading the forecasting and warning capability of PAGASA and
PHIVOLCS which are the warning agencies for Met-Hydro and Geological
hazards.
2.
Public information campaign on disaster preparedness.
3.
Capacity building for local government units in identified vulnerable areas.
4.
Mechanisms for government and private sector partnership in relief and
rehabilitation