PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, CESE/PESE

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DISASTERS AND EMERGENCIES

Crisis - A dangerous or critical moment of development

Emergency Sudden condition or state of affairs calling for immediate action.

- is simply something that happens suddenly, usually without warning, causing much suffering and loss.

Disaster

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Important Areas in Crisis Management:

Theories of Crisis

ManagementThe 4P Crisis Management

Model The CM Organizational

Structure The delineation of

responsibilitiesThree-Tiered Defense System Procedures/Actions during

crisis

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Refers to measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, and/or resolve a crisis, disaster, threat to public safety or acts of terrorism.

CRISIS MANAGEMENTCRISIS MANAGEMENT

DEFINITION

CRISIS from the Greek word krisis, It means "to separate."

- a turning point in the Progress of an affair or a series of events

EMERGENCY-sudden condition or state of affairs calling for Immediate action

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CRISIS

Progressive Sequence of eventsBuild Up of InstabilityGrowth of Tension

Turning PointDecision

ChangeContinuitySurvival

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EMERGENCY

Sudden and/or Event (s) orUnforeseen State of Affairs

Immediate ResponseCorrectionMitigationRemedy

RecoveryRestoration

CRISIS EMERGENCY

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“Crisis is a crucial event or situation requiring a special response to assure an acceptable solution”

• Time Compression• Necessitates rapid response• Necessitates unexpected response• Normal activities carry on

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CRISIS ISCHARACTERIZED BY:

CRISIS ISCHARACTERIZED BY:

• Threats to - Life - Property - Reputations - Relationships - Operations• Demands Accurate and Risk Effective Action

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• Organizational Structure Different from Organizational Standard

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CRISIS NEEDS . . .

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• Management System that Facilitates Decision Making Process

CRISIS NEEDS . . .

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• Special Analysis, Planning, and Implementation of Crisis Response Plans and capabilities. .

CRISIS NEEDS . . .

CRISIS NEEDS

• Special and Specific Legal Considerations

• Special and Specific Response to Media, Public

• Special Emphasis of Identifying Victims– Actual– Perceived– Extended

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• Crisis Management Manual (Nov

2000)

• Police Operational Procedures• E.O. 309 Mandating NPOC to create

Crisis Management Committees (CMC) at all levels

• Sec. 116 R.A. 7160 LGC Creating local POCs

• E.O. 773 January 5, 2009 Further reorganizing the POC

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REFERENCES

• Terrorism as a Criminal Act

• Peaceful Means and other Options in the Resolution of a Crisis

• No Compromise with Terrorists

• Safety of Victims and Civilians

• Prompt Handling of a Crisis at the Lowest Level Possible

• Coordinated Government Response to a Crisis

• Respect for Human Rights

• Handling Hostage Situations

CRISIS MANAGEMENT POLICIES

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TWO TYPES OF CRISIS

1. MAN-MADE

2. NATURAL

FORTUITOUS EVENT ≠ FORCE MAJEURE

FORTUITOUS EVENT ≠ FORCE MAJEURE

CRISIS ≠ CRISESCRISIS ≠ CRISES

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1. Civil Disturbance2. Revolt3. Revolution4. Border Incident5. War6. Kidnapping7. Hijacking8. Hostage-Taking9. Terrorists Activities 10. Attacks/Raids on government

installations/ vital facilities.

MAN-MADE CRISIS/EMERGENCIES

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1. Fire2. Marine/Air Disasters3. Structural Collapse4. Hazardous Spills5. Utilities failure (Power, Water, Telephone)6. Nuclear Accidents7. Food scarcity/famine8. Fuel shortage9. Pestilence/epidemic10. Floods11. Volcanic Eruption12. Earthquake13. Typhoons14. Drought

NATURAL CRISIS/EMERGENCIES

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Organization of NPOC

Secretary DILGSecretary DNDSecretary DSWDSecretary DOJChief, PNPChief of Staff, AFPOther concerned cabinet members

The Director-General of the National Security Council (NSC) The Executive Secretary The Secretary of Foreign Affairs The Secretary of National Defense (SND) The Secretary of Justice The Secretary of Agriculture The Secretary of Agrarian Reform The Secretary of Public Works The Secretary of Social Welfare and Development The Secretary of Health The Secretary of Trade and Industry The Secretary of Transportation The Secretary of Education The Secretary of Environment and Natural Resources The Press Secretary The Chairman of the Dangerous Drugs Board The Chairman of the National Commission on Indigenous Peoples The Presidential Adviser on the Peace Process The Director-General, Presidential Management Staff The Director-General, Philippine Information Agency The Chairperson of the Presidential Anti-Graft Commission The Chief of Staff of the Armed Forces of the Philippines (CSAFP) The Chief of the Philippine National Police (PNP) The Director of the National Bureau of Investigation Three (3) Representatives from the private sector who shall be appointed by the President of the Philippines.

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FUNCTIONS of the Crisis Management Committee

• Formulate crisis management procedures• Integrate and orchestrate actions to

prevent and control crisis incidents• Address crisis situations arising from peace

and order and internal security concern

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PPOCCMC

C/MPOCCMC

RPOC

CMC

CMC Chairmanship and Vice Chairmanship

Appointed by the SILG

Provincial Governor

City/Municipal Mayor

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Composition of Lower Level CMC

• Lower level CMC is a replication of National CMC

• Lower level CMC is composed of - Political leadership- Military/Police- NGOs

MAN-MADE CRISIS/EMERGENCIES - Peace and Order Council (POC) at

the appropriate level shall primarily act on the crisis situation. NATURAL CRISIS/EMERGENCIES

- Crisis as a result of natural disasters or calamities, the National Disaster Coordinating Council (NDCC) and its subordinate entities shall primarily address the problem.

GENERAL TASKING:

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LOCAL CHIEF EXECUTIVES’ DUAL ROLE

Chairman of the local government Crisis Management Committees (CMCs)

Chairman of the Local Disaster Coordinating Councils (LDCCs)

• Prediction• Prevention• Preparation

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Four (4) P CRISIS MANAGEMENT MODEL

Proactive Phase – designed to predict or prevent the probability of occurrence of crises at the same time prepare to handle them when they occur

Reactive Phase – the actual execution or implementation of any contingency plan when a crisis situation occurs despite the pro-active measures

• Performance

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Foretelling the likelihood of crisis, through:

a. Continuous assessment of all possible threats

and threat groups.

b. Analysis of developing or reported events and incidents.

c. Updated inputs from intelligence reports

PREDICTION

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a. Institution of passive and active security measures

b. Remedy or solution of destabilizing factors or security flaws to such crisis or emergency

c. Vigilance and alertness to signs or manifestations of developing crisis or emergency

d. Establishment of alert systems

PREVENTION

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Pre-CRISIS actions and measures undertaken to avert or minimize loss of lives and properties:

a. Community organizing, b. Training, c. Planning, d. Stockpiling, e. Hazard mapping, f. Public information and education initiativesg. Simulated drills

PREPARATION

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a. Initial Action Securing the scene

Establishing perimeter security Evacuating innocent civilians Preventing escape of perpetrators

b. Action It begins as soon as the On-Scene Command Post (OSCP) is established and the Tactical Intervention, Service Support Units, Negotiation Team and Public Affairs personnel arrived and are deployed

c. Post Action Begins as soon as the perpetrators surrender, or when they are captured or neutralized and the crisis situation is deemed clear. Restore normalcy and bring responsible to court

PERFORM

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THREE-TIERED DEFENSE SYSTEM(Three Lines of Defense)

A. INTELLIGENCE

B. TARGET HARDENING

C. INCIDENTMANAGEMENT

“ To know the enemy and identify their potential targets ”

a. Identification of potential terrorist targetsb. Identification of terrorist organization/profilec. LGEs to organize their own intelligence collectord. Surveillance and records/document exploitatione. Pre-emptive strikes on lairsf. Manhunt and arrest of terroristsg. Establishment of communication linkages with

community h. Public awareness and Education on the Terrorist

and the Bombi. Intelligence sharing and fusion with other

agenciesj. Designation of Security Officerk. Monitoring of ports of entry and foreigners in the

countryl. Text messages, TELECOMS and Patrol 117

a. Enhance physical and personnel security measures thru:

Deployment of PNP/AFP scty personnelEnhancement of technological eqpmtConduct of scty survey and inspectionStrengthening of physical scty measuresDevelopment of security consciousness

b. Conduct rehearsals/drills/dry runsc. Convene the CMCd. Review and implement IA/CPSPe. Designation of Incident Manager and

organization of Crisis Mgmt teamf. Community partnership

Making it difficult to terrorist to succeed in their targets ”

Manage augmentation and assistance Traffic and crowd control Put out fires Trauma management

LGEs will take the lead role Activate Crisis Management Team Activate CMC Activate On-Scene Command Post

Secure and render safe the blast site Evacuate and provide first aid (MEDEVAC Plan) Investigate, gather evidence and arrest suspects Establish commo linkages Manage information (Media Relations)

“ To manage effectively the incident and mitigate the effects of the terror attack”

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Prediction

PreventionPreparatio

n

Perform

INTELLIGENCE

TARGET HARDENING

INCIDENTMANAGEMENT

4P CMM 3 TDS

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Important “During times of confusion and chaos, the first thing those people who were affected want to see is a quick government response that would bring back normalcy in the least possible time”

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More important

“A quick government response to critical incidents can only be attained if all those who are involve know and understand their role in the over-all plan”

PUBLIC AFFAIRSGROUP

TACTICAL ACTION/

INTERVENTIONELEMENTS

SECURITY ELEMENTS

OPERATIONGROUP

LIAISONTEAM

NEGOTIATION TEAM

NEGOTIATIONGROUP

SERVICE SUPPORT GROUP

PUBLIC INFOTEAM

MEDIA CONTROL TEAM

CIVIL RELATIONSTEAM

INVEST/LEGAL TEAMS

INTEL TEAM

MEDICAL TEAM

COMMEL TEAM

FIRE-FIGHTING

LOGISTICS TEAM

ADMIN TEAM

GROUND COMMANDER

UTILITIESLIAISON TEAM

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CMC

POC

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1. Who is in charge?

2. Where is the operations center located?

3. What will the method of communication be?

BASIC QUESTIONS THAT MUST BE ANSWERED AND KNOWN TO ALL

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1. Where should coordination be made?

2. Who has equipment available on short notice?

3. Who can contribute to resolution of the crisis?

DETERMINE LOGISTICS REQUIRED

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ACTIONS DURING CRISIS

1. CONTAIN the incident

2. ISOLATE the affected area

3. EVACUATE person at risk

4. APPROPRIATE POLICE ACTION5. RESTORE NORMALCY/REHAB

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• First response procedures• Identify & locate the incident• Identify immediate extent and

potential risk of the problem• Secure the scene & establishing

perimeter security• Monitoring the progress of the

incident• Establish an Operation Center • Establish On Scene Command Post

CONTAINMENT

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• Establish a security zone• Identify access for each CM

Components• Monitoring the progress of the

incident• Gathering of information • Clear areas for possible evacuation

ISOLATE THE IMPACT AREA

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• Evacuation procedures• Establish triage area• Management of Casualties• Identify temporary mortuary area

EVACUATION

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POLICE ACTION

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REHABILITATION

INCIDENT COMMAND POST PLANNING AND MOBILIZATION

THREE LEVELS OF COMMAND

STRATEGIC

OPERATIONAL

TACTICAL

COMMANDERS IN THREE LEVELS

CMC/OVER-ALL COMMANDER

GROUND COMMANDER

TACTICAL COMMANDER

CMC/Over-all

Command

(Strategic)

Senior individual in command who sets the strategic aim for dealing with the incident

ROLE

Ground Commander(Operational)

Attends the SceneFormulates OPERATIONS PLAN

To achieve the aims of CMC/Over-all Command

ROLE

Tactical Comdrs

Attends the SceneFormulates TACTICS To achieve the aims

of Ground Commander

ROLE

Strategic

Operational

TacticalScene Scene

Scene

CRISIS MANAGEMENT STRUCTURE KEY CONCEPTS

• Command and Control– Built into the structure to assure good

communication, decision making, as it relates to strategic vs. tactical decision

• Performance as a team– Individuals do not resolve critical incidents

• Speed in Decision Making– Reduction of administrative barriers– Eliminate layers– Improve information flow– Delegate authority to the lowest level

possible

• Flexibility– The critical incident environment is

one that is constantly changing

CRISIS MANAGEMENT STRUCTURE KEY CONCEPTS

1. Operations 2. Logistics3. Planning Finance4. Administration5. Command

Crisis Management Task Group Primary Functions:

All operations are directed from the Command Post There is only one Command Post per incident

Concept of Operation:

WHY DO WE ESTABLISH A COMMAND POST?

• To facilitate communications and decision making

• To track large volumes of information• To formulate strategy, tactics and

operations in response to a critical incident

WHEN DO WE ESTABLISH A COMMAND POST?

• When the scope of the incident requires a management process that exceeds the routine capabilities of the responding entity.

• When a multi-agency response is required.

SUCCESSFUL CRISIS MANAGEMENT

• Necessitates the application of a command/authority structure.

• Each component should be headed by a coordinator with the responsibility for that units’ success.

GUIDELINES FOR ESTABLISHING AN INCIDENT COMMAND POST

a. Position away from the general noise and confusion normally associated with the incident.

b. Position outside of the present and potential hazard zone.

b. Position within view of the incident.

c. Have the ability to provide security and control access to the ICP as necessary.

d. Identify location with the distinctive banner or sign.

HOW TO IMPROVE DECISION MAKING UNDER STRESS

a. Have a comprehensive crisis management plan.b. Have clearly defined objectives.c. Stay current on pertinent info.d. Include others in decision making process.d. Use action criteria.e. Conduct regular crisis simulation training.

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