MODULE 5: DISASTER MANAGEMENT PRINCIPLES

5.1 RA 10121 and the Disaster Risk Reduction and Management Council
 DISASTER RISK REDUCTION AND MANAGEMENT
• RA 10121 = Disaster Risk Reduction and Management Act of 2010
• National Disaster Coordinating Council (NDCC) = Disaster Risk Reduction and Management Council
• Goal: Mainstream DRR and Climate Change (CCA)in the development process
 PHASES OF DISASTER RISK REDUCTION AND MANAGEMENT
• DISASTER MITIGATION AND PREVENTION
 lessening or limiting of the adverse impacts of hazards and related disasters
 Outright avoidance of adverse impacts of hazards and related disasters
• DISASTER PREPAREDNESS
 the knowledge and capacities developed to effectively anticipate, respond to, and recover from , the
impacts of like hazard events or conditions
• DISASTER RESPONSE
 the provision of emergency services and public assistance during and immediately after a disaster
• DISASTER RECOVERY
 interventions that make a timely and efficient restoration and preservation of essential basic structures
and functions
 Paranaque City DRRMO
• 2008, In coordination with the City Health Office and the City Health Emergency and Management Staff (HEMS),
the Paranaque Elite Rescue Unit (PERU) was formed and serviced as city rescue and emergency response unit
• 2010, renamed Paranaque Emergency Response Unit (PERU)
• 2011,Upon the implementation of R.A. 10121 or the National Disaster Risk Reduction and Management Act of
2010, PERU later evolved into the Paranaque City Disaster Risk Reduction and Management Office (PCDRRMO)
• FUNCTIONS (RA10121)
 Serve as secretariat and executive arm of LDRRMC
 Design, program and coordinate disaster risk reduction and management activities
 Facilitate and support risk assessments and contingency planning activities
 Consolidate risk information and maintain risk map
 Organize and conduct training, orientation and knowledge on DRRM
 Operate multi-hazard early warning system including radio, landline communications and technologies
 Formulate and implement comprehensive LDRRMP and submit to SP annual plan and programming of
LDRRMF
 Respond to and manage the adverse effects of emergencies and carry out recovery strategies in affected
area
 FUNCTIONS (RA10121)
 Conduct continuous disaster monitoring and instrumentalities and entities of LGUs, CSOs, private groups
and volunteers
 Identify, assess and manage hazards, vulnerabilities and risks
 Disseminate information and raise public awareness on DRRM and this Act
 Maintain database of resources, directories and location of critical infra and capacities (e.g. hospitals)
 Develop and operationalize mechanisms for partnership with private sector, CSOs and volunteer groups
 Ensure provision of/availability of suitably trained and competent personnel for DRRM
 Organize and train and supervise response teams and ACDVs
 LDRRMC
 Approves, monitors and evaluates the implementation of the LDRRMPs and annual review, test and
develop the plan consistent with other national and local planning
 Ensure integration of DRR and CCA adaptation into the development plans, programs and budgets
 Recommend the implementation of forced and preemptive evacuation
 BDRRMC
• A regular committee facilitated by the Punong Barangay
• Composition differs from one barangay to the next
 COORDINATION DURING EMERGENCIES
• BDRRMC – 1 barangay is affected
• CDRRMC – 2 or more barangays are affected
• RDRRMC – 2 or more cities are affected
5.2 MULTIPLE-CASUALTY INCIDENTS (MCI)
 Also known as Mass Casualty Incidents
 Any event that places excessive demands on personnel and equipment
 Produces several patients as few as six of as many as several hundred
 Can happen in many ways: civil disturbances, natural disaster, major fires, terrorist attacks
 KEY: “call for plenty of help early”
Establishing Incident Management
Incident Manager – senior responder who arrives on scene and assumes and continues responsibility until pre-
designated officer arrives
Incident Management System – written plan to help control, direct and coordinate emergency personnel and
equipment
Unified Command System – EMS, fire service, and law enforcements collaborate to manage incident
Single Command System – one agency manages all emergency response resources
(Further discussed in Incident Command System)
Responsibilities of the Incident Manager
 Rapidly performing scene size-up
 Establish a mobile command center
 Locating and reassuring patients
 Radioing dispatch for help and providing the following information
o Name of agency calling
o Type of incident
o Approximate number of patients
o Additional resources, equipment and supplies needed
o If expert response is needed
Preparing for Mass Casualty
Pre-planning and training are critical
Establish guidelines and procedures
Early implementation of ICS
“FIRST FIVE MINUTES WILL DETERMINE THE NEXT FIVE HOURS”
CRITICAL INCIDENT STAGES
Initial Response
Incident Control using the SIX STEP RESPONSE
Recovery Stage
INITIAL RESPONSE STAGE
The ability to establish command and control is vital
Objectives:
 Protecting the citizens and rescue of victims
 Limit incident growth
 Protecting arriving responders
 Identify entry and exit routes
 As soon as possible:
 Gain control of the scene, restore order and prevent target opportunities
INCIDENT CONTROL: SIX-STEP RESPONSE BASED ON ICS
NUMBER 1: Assume Command
First responder provides order to the incident
Prevents independent action and multiple commands
Reassures responders that someone is in-charge
Must advise incoming responders of incident location
Secure tactical frequency
Request supervisory support
NUMBER 2: Situation Assessment
Size up scene: type of threat, no. of injured, size of threatened area and possibility of secondary incident
Super Typhoon Yolanda was the primary incident with the storm surge that followed as the secondary incidents
claiming more lives
Keeping it simple:
WHAT DO YOU HAVE, WHAT ARE YOU DOING AND WHAT DO YOU NEED
NUMBER 3: Identify and Set Perimeters
Divide incident into manageable divisions
 Allows command to provide resources where they are divisions
HOT ZONE, WARM ZONE, COLD ZONE
VEHICLE POSITIONING
INCIDENT CONTROL: SIX-STEP RESPONSE BASED ON ICS
NUMBER 4: Establish Command Post
Typically begins at the first responders vehicle then transfers to a fixed command post
Must be away from the hot zone
NUMBER 5: Establish Safety Officer
Should be filled as soon as possible
Officer selected on operational experience and ability to recognize acceptable and unacceptable risk
Operations can be stopped or modified
NUMBER 6: Establish Staging Area
Effective tool in correct and safe deployment of resources
Staging supervisor tracks, rotates and relieves resources as appropriate
Can be established within cold or warm zone
Avoids congestion
RECOVERY STAGE
Begins when threats have been neutralized
Incident is not over when last patient is transported
Requires months to years
Goals
 Document collection
 Provide incident stress management for responders
 Collecting and properly disposing used supplies, waste from the incident
REDUCING STRESS
 Try not to get overwhelmed
 Rest at regular intervals
 Rotate rest periods
 Have a well designed plan
 Circulate staff among rescue workers to watch for signs of exhaustion and stress
 Make sure that rescue workers are assigned tasks appropriate for their skills
 Provide plenty of nourishing food and beverages
 Encourage workers to talk among themselves, but discourage light-hearted conversation and joking.
 Make sure rescuers have the opportunity to debrief
TRIAGING
System of sorting patients to determine the order in which they will receive medical care and transportation to definitive
care
Primary Triage
PATIENT TAGGING
Highest Priority – RED/IMMEDIATE
Second Priority – YELLOW/DELAYED
Lowest Priority – GREEN/MINOR
Fourth Level – GRAY OR BLACK/DECEASED
RPM TRIAGE

RESPIRATIONS PERFUSION MENTAL STATUS

R Yes
No P + 2 sec.
- 2 sec. M Can do
Can’t do

Move the Walking Wounded MINOR

No Respirations After Head MORGUE

Tilt

Respirations – Over 30 IMMEDIATE

Perfusion – Capillary Refill

IMMEDIATE
Over 2 Seconds
Mental Status – Unable to
IMMEDIATE
Follow Simple Commands

Otherwise DELAYED

TREATMENT
 Locate treatment sector close to area where ambulances arrive
  Move patients from triage to treatment in order of priority
 Position patients together as tagged by priority while awaiting treatment
 Set up morgue in a separate, out-of-sight area
 Maintain constant communication

5.3 INCIDENT COMMAND SYSTEM

What is ICS?
 Standardized, on-scene, all-hazards incident management concept
 Integrated organizational structure that match the challenges and demands of incidents without being
hindered by jurisdictional boundaries
 Ensures:
o Safety of responders and others
o Achievement of tactical objectives
o Efficient use of resources
o Common operating picture
Features of ICS
 Activated in response to an emergency
 NOT a PERMANENT organizational structure or council
 ICS qualified personnel leave “regular” positions
 Modular and top-down construction depending on the needs of the incident
 Incidents are managed by objectives
CHAIN OF COMMAND
Chain of command: orderly line of authority within the ranks
Unity of command: every individual has a designated supervisor to report to
INCIDENT COMMANDER
 Provides overall leadership for incident response
 Takes policy direction from the Responsible Official and establishes incident objectives
 Delegates authority to others
 Ensures incident safety
 Maintains liaison with agencies participating in the incident
RESPONSIBLE OFFICIAL
 Delegates authority to Incident Commander for on-scene operations
 Incident Commander has direct tactical and operational responsibility for conducting incident management
 Incident Commander keeps Responsible Official informed on operations and concerns; requests clarification of
policy and direction as needed
INCIDENT COMPLEXITY and RESOURCE NEEDS

COMMAND STAFF
 The Incident Commander may designate a Command
Staff who:
 Provide information, liaison, and safety services for
the entire organization.
 Report directly to Incident Commander.
GENERAL STAFF
As the incident expands in complexity, the Incident
Commander may add General Staff Sections to maintain span of control.
WHO DOES WHAT??

OPERATIONS SECTION

Emergency Operations Center (EOC)

A central location that supports Incident Command by:
Making executive/policy decisions.
Coordinating interagency relations.
Dispatching and tracking requested resources.
Collecting, analyzing, and disseminating information.
INCIDENT FACILITIES
Incident Command Post
Location where primary command functions are performed
Only one per incident
May be located with other facilities such as staging area
Normally not relocated
Staging Area
Temporary location for resources awaiting assignments
May have several staging areas
3-minute availability
May include fueling and sanitation
Incident Base
Location of primary support activity
Logistic section
Out-of-service equipment and personnel
Only on base per incident
Camp
Temporary locations to provide services to incident personnel
May be moved, several may be required
All base activities may be performed at camps
Helibase
Location where helicopters may be parked, maintained, fueled and loaded
Large incidents may have more than one helibase
Can be located at the airport or other off-incident location
Helispot
temporary location where helicopters can safely land and take off
Can be used to load or off-load personnel, equipment and supplies