PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, CESE/PESE 1 DISASTERS AND EMERGENCIES.
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Transcript of PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, CESE/PESE 1 DISASTERS AND EMERGENCIES.
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PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, CESE/PESE
1
DISASTERS AND EMERGENCIES
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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
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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”
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• Time Compression• Necessitates rapid response• Necessitates unexpected response• Normal activities carry on
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CRISIS ISCHARACTERIZED BY:
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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 . . .
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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
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• 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
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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)
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• 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
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“ 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
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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 ”
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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”
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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
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INCIDENT COMMAND POST PLANNING AND MOBILIZATION
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THREE LEVELS OF COMMAND
STRATEGIC
OPERATIONAL
TACTICAL
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COMMANDERS IN THREE LEVELS
CMC/OVER-ALL COMMANDER
GROUND COMMANDER
TACTICAL COMMANDER
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CMC/Over-all
Command
(Strategic)
Senior individual in command who sets the strategic aim for dealing with the incident
ROLE
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Ground Commander(Operational)
Attends the SceneFormulates OPERATIONS PLAN
To achieve the aims of CMC/Over-all Command
ROLE
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Tactical Comdrs
Attends the SceneFormulates TACTICS To achieve the aims
of Ground Commander
ROLE
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Strategic
Operational
TacticalScene Scene
Scene
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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
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• 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
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1. Operations 2. Logistics3. Planning Finance4. Administration5. Command
Crisis Management Task Group Primary Functions:
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All operations are directed from the Command Post There is only one Command Post per incident
Concept of Operation:
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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
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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.
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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.
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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.
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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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END