Don Mariano Marcos Memorial State

University South La Union Campus

COLLEGE OF COMMUNITY HEALTH AND ALLIED MEDICAL SCIENCES
Agoo, La Union

DISASTER NURSING
(NUPC 122)

ELENA LUISA P. PRE

DENVER M. OFICIAR
SALVADOR P. LLAVORE
Second Semester SY 2023-2024

Disaster Nursing NUPC 122

 MODULE VI

Lesson 1 : Documentation in
Disaster Management

Lesson 2 : Personnel Roles and

Functions for Disaster
Preparedness and
Responses Plan
 MODULE V
DISASTER NURSING

INTRODUCTION
The concept of Disaster Management integrates isolated attempts on the part of
different actors, government and nongovernment, towards vulnerability reduction or disaster
mitigation, within the enveloping domain of disaster management, as phases occurring in
different time periods in disaster management continuum. This has facilitated a planned
approach to disaster management in that post- disaster recovery and pre -disaster mitigation
planning are perceived as integrated/related activities.

LEARNING
OUTCOMES
After studying the module, you should be able to:

 Document client’s response/ nursing care services rendered and processes/ outcomes
of the nurse client working relationship.
 Ensure completeness, integrity, safety, accessibility and security of information.
 Adherence to protocol and principles of confidentiality in safekeeping and releasing of
records and other information.
 Ensure intra-agency, inter-agency, multidisciplinary and sectoral collaboration in the
delivery of healthcare.
 Implement strategies/ approaches to enhance/ support the capability of the client and
care providers to participate in decision making by the inter-professional team.
 Maintain a harmonious and collegial relationship among members of the health team
for effective, efficient and safe client care.
 Coordinate the tasks/ functions of the other nursing personnel (midwife, BHW and
utility worker).
 Collaborate with other members of the health team in the implementation of
programs and services.
 Apply principles of partnership and collaboration to improve delivery of health
services.
 Collaborate with GOs, NGOs and other socio- civic agencies to improve health care
services, support environment protection policies and strategies, and safety and
security mechanisms in the community.
 Participate as a member of a quality team in implementing the appropriate
quality improvement process on identified improvement opportunities.

DIRECTIONS/ MODULE ORGANIZER

There are lessons in the module. Read each lesson carefully then answer the
exercises/activities to find out how much you have benefited from it. Work on these exercises
carefully and submit your output through my email account sllavore@dmmmsu.edu.ph. Essays
will be graded using the rubrics provided in the preliminaries of this module.
In case you encounter difficulty, we can discuss this during the virtual meeting.
Good luck and happy reading!!!
Lesson 1

Documentation in Disaster
Management

Disaster or emergency management documentation can take place in many forms.

Some companies use hand held devices to record emergency observations from on-site field
locations, while others depend on a central emergency operations center. Regardless of the
communication method, or centralized or decentralized location, vital detailed information
that incites emergency procedures must be documented as soon as practical during or
immediately after an emergency incident.

Ideally, documentation should begin immediately upon notification of an emergency and

continue until post incident reviews have been completed. This includes compiling notes and
applicable documentation from all employees and members of the response team. The
following are recommended documentation guidelines:

 Record only facts, not speculation. If participant does not know a particular fact, do
not allow speculation or elaboration
 Do not criticize other people's efforts and/or methods
 Do not speculate on the cause of the emergency
 Do not relate unqualified opinions

Disaster documentation must be specific to the incident; however, the following topics
can provide guidance as to necessary documented information:

 When/where did incident take place?

 Was an evacuation called for, and if so, how much time was required to evacuate all
personnel?
 Did the designated alarms function properly?
 Were assembly areas acceptable?
 Were communication methods effective?
 Were all employees accounted for?
 Did on-site equipment satisfy equipment needs? If not, what additional equipment was
brought to the site?
 Were procedures implemented as described in the Emergency Plan?
 Were there any areas for improvement identified during the incident? List specifics.
 Did local jurisdictions assist in the emergency response? If so, did they
offer suggestions for improvement?
 Do changes need to be made to the Emergency Plan?

Documentation of an emergency incident is a critical part of an emergency plan. Visual,

audio, and written recordings should be made, detailing each step of the emergency response
in order to provide a clear understanding of the events that occurred. Information and lessons
learned from previous incidents can be used to prepare a more functional emergency plan for
the future.
A. Disaster and Risk Management Plan
The National Disaster Risk Reduction and Management Plan (NDRRMP) fulfill the
requirement of RA No. 10121 of 2010, which provides the legal basis for policies, plans
and programs to deal with disasters. The NDRRMP covers four thematic areas, namely, (1)
Disaster Prevention and Mitigation; (2) Disaster Preparedness; (3) Disaster Response; and
(4) Disaster Rehabilitation and Recovery, which correspond to the structure of the
National Disaster Risk Reduction and Management Council (NDRRMC).
By law, the Office of Civil Defense formulates and implements the NDRRMP and
ensures that the physical framework, social, economic and environmental plans of
communities, cities, municipalities and provinces are consistent with such plan. The
NDRRMP is consistent with the National Disaster Risk Reduction and Management
Framework (NDRRMF), which serves as “the principal guide to disaster risk reduction and
management (DRRM) efforts to the country….”
The Framework envisions a country of “safer, adaptive and disaster resilient Filipino
communities toward sustainable development.” It conveys a paradigm shift from reactive
to proactive DRRM wherein men and women have increased their awareness and
understanding of DRRM, with the end in view of increasing people’s resilience and
decreasing their vulnerabilities. National Disaster Risk Reduction and Management Plan
2011-2028. The NDRRMP sets down the expected outcomes, outputs, key activities,
indicators, lead agencies, implementing partners and timelines under each of the four
distinct yet mutually reinforcing thematic areas. The goals of each thematic area lead to
the attainment of the country’s overall DRRM vision, as graphically shown below.

1. Incident Response Team (IRT)

The Incident Response Team will be involved in the management of an incident
if there is a need to call out the emergency services and/or evacuate one or more
buildings. Their responsibilities fall mainly in the first few hours after an incident.
Once the incident is stabilized, and once it is established that the staff and anyone
else who is affected (e.g. customers and public) are safe, then at that point they will
hand over the situation to the Incident Management Team.
 2. IRT Roles and Responsibilities

The First Person On-Scene

The first person on-scene will typically serve the role of Incident Commander (IC) for the
emergency response team, until relieved by a more senior person. Responsibilities for the
first person on-scene may include:

 Taking appropriate personal protective measures

 Notifying Supervisory Personnel and/or Incident Commander of the incident
 Advising personnel in the area of any potential threat and/or initiate evacuation
procedures
 Eliminate potential ignition sources

Supervisory Personnel responsibilities may include:

 Initiate initial response actions if they are the first person on the scene (see above)
 Restrict access to the incident scene and surrounding area as the situation demands
Take any other steps necessary to minimize any threat to health and safety
 Request medical assistance, if necessary
 Verify substance released and obtain Safety Data Sheets, as necessary
 Identify and isolate source to minimize product loss
 Coordinate further response actions with Incident Commander and local responders

Incident Commanders

ERT Incident Commander responsibilities may include:

 Activate the Emergency Response team

 Activate additional response contractors and local resources
 Evaluate the Severity, Potential Impact, Safety Concerns, and Response Requirements
based on the initial information provided by the First Person On-Scene
 Confirm safety aspects at site, including need for personal protective equipment,
sources of ignition, and potential need for evacuation
 Communicate and provide incident briefings to company superiors, as appropriate
 Coordinate/complete additional internal and external notifications
 Communicate with Emergency Response Team, as the situation demands
 Direct response an cleanup operations

The number of personnel required to staff the Emergency Response Team will depend on
the size and complexity of the incident. The duties of each position may be performed by the
Incident Commander directly or delegated as the situation demands.

PRIORITIES

Priorities of an incident commander should include, but are not limited to the following:

Swift evaluation and cyclical incident updates: With early evaluation and continual progress
assessments, the IC can utilize current conditions to establish the necessary responses to
counteract the circumstances. The consideration of responder safety should be incorporated
into every evaluation and response measure.
Effective communications: The ability to receive and transmit information, maintain
situational awareness, and communicate with all components within the incident organization
is essential to ensure effective supervision, directives, and response controls.

Strategic decisions: The response team’s risk level may be driven by the extent of the
incident and site-specific response strategy.

 A defensive strategy removes members from high-risk activities and interior response
positions. The defensive approach is utilized to minimize incident escalations until
properly trained responders arrive at the scene.
 An offensive strategy places members in interior positions where they are likely to
have direct contact with the incident or hazard. Utilizing an offensive strategy
requires specialized training. While an offensive strategy may result in a more timely
response, the IC must ensure the team’s training level coincides with this type of
approach.

Tactical-level management: Tactical response management centers around the tactics used
to implement the required strategy. The IC may utilize tactical-level management from
within the facility or from an off-site command center.

ERT TACTICAL RESPONSE TEAM MEMBERS

Tactical emergency response team members may include:

 operational
 communications
 safety manager
 liaison officers
 and/or other managing supervisors.

However, the IC is responsible for directing the response activities and should assume
responsibility of all the primary positions until the duties are delegated.

The emergency response team should monitor incident communications and provide the
necessary support per assigned responsibilities. However, it is the responsibility of the IC to
ensure tactical objectives are completed effectively.

The more knowledgeable individuals are of their roles and responsibilities during an
emergency event, the better prepared a team can be to implement a streamlined response.

B. Disaster Recovery Activity Summary

Disaster rehabilitation and recovery is one of the four thematic areas of disaster risk
reduction and management system. This thematic area covers measures that will ensure the
return to normalcy of localities and communities that were affected by disasters through
restoration, reconstruction, improvement, and development activities within the principle of
build forward better. It also covers measures intending to reduce post disaster impact through
disaster preparedness and mitigation activities.
The National Economic and Development Authority (NEDA) is the government’s
socioeconomic development planning and policy coordinating body. It is a member of the
National Disaster Risk Reduction and Management Council (NDRRMC) and the Regional Disaster
Risk Reduction and Management Councils (RDRRMCs), as provided for in Republic Act 10121
(RA10121), or the Philippine Disaster Risk Reduction and Management Act of 2010. Under said
law, NEDA is also designated as the Vice Chair for Disaster Rehabilitation and Recovery of the
National and Regional DRRMC (except in ARMM and NCR where there are no NEDA Regional
Offices). It is for this reason that NEDA initiated the formulation of this Rehabilitation and
Recovery Planning Guide which was initially drafted through a technical assistance from
World Bank.
Informed by the country’s learnings from previous disasters, this Guide provides the
basis procedures in rehabilitation and recovery planning of affected areas. Learnings from
Typhoon Yolanda (IN: Haiyan) experience have the biggest contribution in the formulation of
the Guide’s over-all framework and recommended mechanisms for pre and post disaster
rehabilitation and recovery.
Recovery decision-makers, planners and implementers face immense task of assessing,
strategizing, and delivering services to affected communities. Resources has to be laid down
to tap them effectively when the need arises. Hence, pre-disaster recovery planning should
be conducted by the national, regional and local DRRM Councils. At the minimum science
based scenarios, risk assessment, baseline information, recovery strategies and sources of
financing recovery should be included in the pre disaster recovery activities. Capacity building
for local recovery leadership, project management for long term recovery and policy
formulation may come. This way, post disaster recovery planning will only need to re-adjust
according to the Post Disaster Needs Assessment, scale up social services, activate planned
strategies for livelihood and infrastructure, institutional arrangements and financing of
activities, and integrate sustainability in the recovery and community’s vision for
development.

For the complete discussion on the following topics please refer to the attached pdf file.

1. Population Groups Involving Multiple Regions Requiring Special Attention

2. Outbreak Surveillance Report
3. Disaster Risk Reduction and Management Team Report
Lesson 2

Personnel Roles and

Functions for Disaster
Preparedness and
Responses Plan
Principles and Features of Incident Command System

Common Terminology

Use clear text (plain language).

Do not use radio codes, agency- specific codes, acronyms, or other jargons.

Modular Organization

“Form follows function”

Only functions/ positions necessary for the incident will be activated.

Span of Control

Ideal span of control for any supervisor: 3 to 7 subordinates

Chain of Command and Unity of Command

There should be an orderly line of authority.

Accountability
When on-scene, always “check-in.”

Incident Action Plan

Response goals, objectives and support activities are indicated in the Incident Action Plan.

ICS Forms and Tools

ICS has a variety of tools, including forms, to help standardize procedures and
documentation.

A. Responsible Official (RO): Person vested with overall decision-making authority such as:
 Local Chief Executive
 Department Secretary
 Head of Agency/ Organization / Office
 Chairperson of DRRMC
Roles:
 Provides overall policy direction, guidance and priorities
 Serves as link to other higher authorities
 Delegates authority to Incident Commander

B. Incident Commander
• Receives authority from the RO
• Sets incident objectives
• Leads the tactical incident response
• Note: First responder is automatically the IC.

Functional Responsibilities:
 IC performs all ICS functions until additional positions are filled.

C. Public Information Officer (PIO)

• Focal person for information dissemination

• Works closely with other PIOs and the media

D. Liaison Officer (LOFR)

Contact point for representatives of assisting and cooperating agencies

E. Safety Officer (SOFR)

• Anticipates, detects, and corrects unsafe situations

• Has emergency authority to stop unsafe operations

F. General Staff

a. Operations Section

• Directs execution of all tactical operations

• Usually the first organization assigned to the incident
• Headed by Operations Section Chief (OSC)

b. Planning Section

• Collects, evaluates and processes information

 • Develops Incident Action Plan
• Maintains situation and resource status
• Headed by Planning Section Chief (PSC)

c. Logistics Section

• Provides resources and all other services to support the responders

• Headed by Logistics Section Chief (LSC)

d. Finance/ Administration Section

• Monitors incident costs

• Maintains financial records
• Administers procurement contracts
• Performs time recording
• Headed by Finance/Admin Section Chief (FSC)