Emergency Management Strategy 4:Write the Emergency Response Operations Plan that in- corporates the concepts of the EOC, ESF, and ICS international standards.
Rationale: A dedicated QC Emergency Response Operations Plan can be and should be completed
as a stand-alone document that compliments the DRRMP content and purpose. The current DRRMP for Quezon City is a combination of a preparedness, mitigation, and response plan, with only partial
167
Disaster Risk Reduction and Management Plan
2014 - 2020
166
Building a Disaster Resilient
Quez
on City Project
response operations covered in the existing document.
Implementation Requirements:
• Quezon City should institute a planning process with all key departments to create a Emergen-
cy Response Operations Plan as reflected in the Workflow Diagram below.
• Reflect the seven (7) key elements of the Basic Plan, as prescribed by international standards.
• Quezon City should fully reflect and incorporate the mandated DRRMO organizational struc-
ture as well as comply, as much as possible, with international standards by developing and exercising a city-level Emergency Operations Plan.
• Training in and exercising of the updated plans should be part of the planning process.
• Gain approval of the final plan by the City Mayor to make it as an officially sanctioned plan.
• Strengthen planning down to the barangay level.
Proposed Timeline and Funding: Complete task according to Work Flow Diagram, above, for Basic
Plan, September 30, 2013 and ESF Plans by March 31, 2014. Fill mandated employees for DRRMO positions by December 31, 2013.
Concerned Agencies: Mayor’s Office, DPOS, DCD, DRRMO Research and Planning Division Project Deliverables to Quezon City for EOP (2):
1) Draft Work Flow Diagram to complete the Basic Plan and the Emergency Support Function Annexes;
Building a Disaster Resilient
Quez
on City Project
Emergency Management Strategy 5:Develop and institute a formal training program under the new DRRMO organizational structure in order to strengthen Quezon City’semergency management capacity.The purpose of the training program, including Barangay training, is to build citywide capacity in the four Emergency Management Systems as described in Strategies 1- 4, above. This training program should be managed by the Administration and Training Section of the DRRMO and should be implemented on a continual basis.
Training audiences include: QC Governments, Barangays, NGOs, Private Corporations, and Utili- ties.
Formal Training should includea prioritized selection from the following courses: 1. Disaster Management Legal and Institutional Arrangements
2. Flood, Earthquake, and Typhoon Hazards and Expected Impacts 3. Hazard Hots Spots for vulnerable populations and at-risk Barangay
4. Policies and Concepts of Operations for QC Emergency Operations Center and Emergency Operations Plan
5. Alert & Warning and EOC & ESF Activation Procedures and Calamity Declaration Protocols 6. Damage And Needs Assessment and formal damage reporting process to the EOC
7. Evacuations Procedures and Shelter/Camp Management 8. Media Protocols
9. Disaster Safety Regulations and Procedures
10. Incident Command System Training Basics for executives and ICS Multiple Courses for EOC personnel, ESF personnel
11. ICS Plans Development for the EOC (per operational period) 12. Field Operations Incident Command System for first responders
13. Emergency Support Function Plan Development for each of the 15 ESFs 14. ESF personnel training on ESF Plans and Procedures for ESF representatives 15. Disaster Financial Management Procedures
16. ESF Plan development, Exercise and evacuation for hotspots of populations at risk, drills, scenario table tops and simulations, Concept of Operations training,
Rationale: A formal training program is a key to successful emergency management programs.
The RA 10121 requires this formal capacity for Quezon City. International guidelines promoted by
EMAP 2010 (www.emaponline.org ) emphasize the requirement for a funded, formal, and systematic
training program, managed by a focal point. Training for all key stakeholders and responders must be institutionalized at both a generalized level for decision makers and specialized level for respond- ers dealing with life safety.
Training must be extended to the Barangay level and key stakeholder organizations to improve Emergency Management Systems, including representatives from utilities.
Implementation Requirements:
• Dedicate a training officer under the new DRRMO organization aligned with the RA
10121.
• Guidance in terms of priority for training can be taken by looking at the “hotspot” ba-
rangays identified in the Hazard, Vulnerability and Risk Assessment.
169
Disaster Risk Reduction and Management Plan
2014 - 2020
168
Building a Disaster Resilient
Quez
on City Project
be conducted for all personnel involved with the EOC and ESFs.
• Training should also be completed on knowledge of the EOP and skills and abilities re-
quired to carry out each of the 15 ESFs.
• Training should extend to a yearly scheduled emergency activation drill prior to the rainy
season.
Proposed Timeline: Hire a dedicated Training Officer for the DRMMO by December 2013. De-
sign and implement a formal EM System Training Program as required initially by March 2014 and formally by July 1, 2014. This timing will coincide with the completion of the EOC.
Budget: A substantial training budget must be dedicated to train all responders and support
organizations for the next five year period. Training is an essential element for implementation of the EM systems.
• Define resources required for expert training in emergency management systems.
Concerned Agencies: Mayor’s Office, DPOS, DCD, DRRMO Administration and Training Section,
and all other departments with resources and personnel for disaster response.
Project Deliverables to Quezon City for Emergency Management Training (9):
Three training Modules completed for Quezon City Technical Working Group Membership include: 1. Agenda and Attendance Sheets, Training Module 1, November 2012
2. Agenda and Attendance Sheets, Training Module 2, May 2013
3. Agenda and Attendance Sheets, Training Module 3, June 24-28, 2013 4. List of Training Sessions Completed, Training Module 1
5. List of Training Sessions Completed, Training Module 2 6. List of Training Sessions Completed, Training Module 3 7. Slide Sets for Training Module 1
8. Slide Sets for Training Module 2 9. Slide Sets for Training Module 3