HISTORICAL BACKGROUND

The town of Tayug got its unique name not

from the people who were once influential or
from names of saints but from a very tall tree
that once grew in the heart of the town. The
Bacayao tree was so tall that in Ilocano they
call it “Layug”. In view of the difficulty of the
people to pronounce the Letter “L” they change
it to Letter “T” by common usage. Hence, the
name TAYUG came about.

Historically, Tayug was established on February 4, 1817, as a

Municipality of the province of Nueva Ecija. Its first gobernadorcillo
was Don Lorenzo Bernardo.

On March 17, 1817, Fray Escobar officiated over the town’s first
religious festival. The patron saint from its foundation was St.
Patrick of Ireland.
Don Lorenzo
Bernardo was
Tayug’s teniente
absoluto from May
10, 1817 to 1819.
Under his
administration a
church was
established. On October 31, 1817, another Catholic missionary
order, the Dominican took over, with Father Mathias Pelaez as the
first parish priest.

Later in 1851, Tayug was taken back by Nueva Ecija as its town; not
until 1864 when Tayug finally became part of Pangasinan. In 1870,
after 53 years, the church of Tayug was completed together with its
convent, by forced labor. It is believed that the early settlers of the
town came from the neighboring province of Ilocos and the
Caraballo Mountains. The town was then grassland of cogon and
talahib, around the 18th century. Soon it was converted into an
agricultural community as the settlers were mostly farmers.

On November 11, 1899, the American Army came to Tayug. On May

10, 1901, Domingo T. Patajo became the first Municipal President
under the American Civil Government.

In 1927, Tayug was the venue of the first carnival and exposition in
the Province. In 1937, Tayug Town Plaza, then complete with a Zoo
and a Botanical Garden was adjudged as the Most Beautiful Town in
the Province and one of the Best Towns in the country. On January

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 10, 1931, the “Kolorum Uprising” led by Pedro Calusa broke out.
This was in protest of the abusive tenancy condition where the
landlords enslaved the tenants but with meager share, not even
enough to feed their growing families. The landlords became richer
at the expense of the poor tenants. Calusa and his followers

attacked the local Philippine Constabulary barracks killing

Commanding Officer Lt. Bachini and his Junior Officer Lt. San Pedro.
The “Kolorum” then

in control of the town, occupied the town hall and burned all land
records. To abate the situation, the Philippine Constabulary sent in
large contingent that assault the kolorum garrison at the Roman
Catholic Convent. The uprising was not so successful but it opened
the eyes of the authorities and paved the way to a better tenancy
sharing. A local film was produced based on this incident entitled –
“Tayug, Ang Bayang Api.”

From December 12 – 26, 1941, the seat of Pangasinan’s capital,

Lingayen, was transferred to Tayug. During the “liberation” in 1945,
Tayug was again Pangasinan’s capital, as the Battle of Lingayen
went on between the returning Americans and the Japanese. Earlier,
the Japanese garrison for eastern Pangasinan was located in Tayug,
where many Filipino guerillas were detained, imprisoned or
executed. During the Second World War, Tayug became the
retreat route of the Philippine Forces on their way to Bataan.
When World War II broke out, Tayug had its share of the Japanese
invasion when it was captured by the Japanese Army on December
25, 1941. On May 3, 1942, the Japanese counter attacked and
recaptured Tayug on May 11, 1942. On February 1, 1945, Tayug
was liberated from the Japanese imperialism by the 25 th Division of
the United States Army. On February 20, 1945, the American Civil
Government was re-established with Don Pedro F. Kagaoan as the
Municipal Mayor.

Today, Tayug has the distinction of being the

education center of eastern Pangasinan. It has one
College, one University and seven High Schools. It
is also the acknowledged commercial center of the
neighboring towns of Municipality of Natividad, San
Nicolas, San Quintin, Sta. Maria, and Umingan.
Thus, Tayug is already considered an urban center, although still of
a “minor” classification.
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 With agriculture as its chief industry, it produces corn, root crops,
and vegetables, making the town a successful agricultural
community capable of producing rice on a commercial scale. Tourist
attractions ar e the Catholic church, Allied Botanical Corporation
(the country’s pride for being the only 100% Filipino-owned seed
company to have. Its own research and breeding facility
ABC’s Research Station in Tayug, the newly – landscaped town
plaza, and various resorts
MEANING OF THE MUNICIPAL SEAL

The Municipal seal symbolizes the major features of

the town itself. The Municipal Hall signifies the

active participation of the Local Government in

maintaining peace and order, political and social

economic stability towards progress and development with the help

of other government agencies, while the Torch stands as the

symbol of education in the municipality, making Tayug the center of

education in Eastern Pangasinan. The Gear represents industry and

the promising progressive income generating ventures in the

municipality, agricultural farm lands which serves as the main

source of income of the townspeople is represented by the Green

Land inside the gear of the seal. The Philippine Flag represents

our Country, which the citizens of Tayug wholeheartedly support,

cherish, protect and defend from aggression of crisis.

The colors of the seal imply different traits that best describes the

citizens of the municipality, Red stands as bravery, Blue for

patriotism, White for purity, Green for hope abundance and

happiness and Yellow for life, light, cheerfulness and progress.

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 VISION - MISSION

V I S I O N

By the year 2030, Tayug shall have been the

leading economic growth center in Pangasinan
in a peaceful and ecologically-balanced
environment sustained by God-centered,
healthy and self-reliant Tayugenians under
competent, transparent and accountable
leadership.

M I S S I O N

To promote the general welfare of every

Tayugenian in a peaceful and ecologically-
balanced environment transforming the
Municipality into a leading economic growth
center in Pangasinan by the year 2030.
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Introduction

The Public Service Continuity Plan (PSCP) is an all hazard plan that aims to ensure continuous
delivery of service to the public amidst any disruption.

Purpose

This Public Service Continuity Plan provides guidance and direction to be undertaken by LGU
Tayug, Pangasinan to perform its function in response to wide range of emergencies or disasters for
the continuity of operations (COOP).

Policy Statements

We, the LGU-Tayug, Pangasinan, guided by our mandate, vision, mission and core values,
commit to deliver mission essential functions even during disruptive circumstances. We shall
embrace and sustain an effective public service continuity management system to ensure
organizational resilience, internally and externally.

We shall achieve prompt recovery of our services keeping in mind the welfare of our
employees, protection of our resources and the needs of the stakeholders. The LGU commits to the
attainment of the following public service continuity objectives:

• To safeguard human life;

• To respond to a disruptive event;

• To maintain delivery of mission essential functions during a disruptive event;

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• To enable effective decision-making an communication during incidents;

• To reduce dependency on a specific critical function-holder; and

• To ensure continual improvement of the organization through public service continuity

management.

Scope
This public service continuity plan shall apply to the of LGU Tayug, Pangasinan and any
person occupying their physical office at municipality, including contracted providers and guests.

Roles and Responsibilities

The Continuity Core Team shall be in-charge of the refinement, finalization, testing,
evaluation, packaging, updating and improvement of the PSCP under the supervision of the MPDC.

OFFICE OF THE MUNICIPAL MAYOR

Oversees the overall crafting of the PSCP.
Reviews, assesses and approves the accomplished PSCP.
Approves allocation of resources to ensure implementation of the plan.

MUNICIPAL PLANNING AND DEVELOPMENT COORDINATOR’s OFFICE

Ensures that PSCP is established, maintained, and reviewed periodically.
Approves allocation of resources to ensure implementation of the plan.
Implements continual Improvement of the PSCP.

ADMINISTRATIVE SECTION
Establishes guidelines and standards in compliance with the PSCP.
Ensures implementation of the PSCP by each department in the LGU
Continues improvement of the PSCP.

HUMAN RESOURCE MANAGEMENT OFFICE

Informs all Department, Section, and clients about the PSCP.
Consolidates and evaluates personnel needs required to ensure the continuity of services of
every department.
Monitor personnel compliance to the PSCP.

ACCOUNTING, BUDGET and TREASURY OFFICE

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 Monitors financial aspects and resource management process for the PSCP.

MUNICIPAL HEALTH OFFICE

Checks the health and safety of personnel assigned to carry out critical and high-risk tasks
under PSCP
Suggests measures of improvement based on determined and consolidated personnel needs
and local guidelines.
Monitors health condition of the personnel and clients.

ENGINEERING OFFICE
Guarantees proper structures and facilities are established in the LGU to mitigate effect of
disaster and emergencies

LOCAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE

Organizes consultation meetings with other line agencies and external stakeholders of
technical experts to provide input in the PSCP.
Facilitates the presentation, endorsement, and finalization of the PSCP to the authorities for
comments and approval.

Definition of Terms

Alert – formal notification that an incident has occurred which might develop into a Business
Continuity Management or Crisis Management invocation (BCI Glossary 2011)

Business Impact Analysis – the process of analyzing activities and the effect that a business
disruption might have upon them (ISO 22300)

Call Tree – a structured cascade process that enables a list of persons, roles and/or
organizations to be contacted as a part of information exchange or plan invocation
procedure (BCI Glossary 2011)

Continual Improvement – recurring activity to enhance performance (ISO 22300)

Continuity of Operations – the capability to continue essential program functions and to

preserve essential facilities, equipment, and records across a broad range of potential
emergencies (Emergency Management Standard 2007)

Crisis – an abnormal situation which threatens the operations, staff, customers or reputation
of an enterprise (BCI Glossary 2011)

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 Disruption – an event that interrupts normal business, functions, operations, or processes,
whether anticipated (e.g., hurricane, political unrest) or unanticipated (e.g., a blackout,
terror attack, technology failure, or earthquake) (BCI Glossary 2011)

Exercise – process to train for, assess, practice, and improve performance in an organization

NOTE 1: Exercises can be used for: validating policies, plans, procedures, training, equipment, and
inter-organizational agreements; clarifying and training personnel in roles and responsibilities;
improving inter-organizational coordination and communications; identifying gaps in resources;
improving individual performance; and identifying opportunities for improvement, and controlled
opportunity to practice improvisation.

NOTE 2: A test is a unique and particular type of exercise, which incorporates an expectation of a
pass or fail element within the goal or objectives of the exercise being planned. (ISO 22300)

Hot Site – a continuity facility that already has in place the computer, telecommunications,
other information technology, environmental infrastructure, and personnel required to
recover critical business functions of information systems (FEMA)

Incident – an event that has the capacity to lead to loss of or a disruption to an

organization’s operations, services, or functions – which, if not managed, can escalate into
an emergency, crisis, or disaster (BCI Glossary 2011)

Incident Management Team – a group of individuals responsible for developing and

implementing a comprehensive plan for responding to a disruptive incident (BCI Glossary
2011)

Mission Essential Functions – the limited set or organization-level government functions

that must be continued throughout, or resumed rapidly after, a disruption of normal
activities (FEMA)

Public Service Continuity – refers to business continuity for the public sector; refers to the
capability of the organization to continue delivery of products or services at acceptable
predefined levels following disruptive incident (ISO 22300)

Public Service Continuity Plan – refers to the business continuity plan for the public sector;
refers to the documented procedures that guide organizations to respond, recover, resume,
and restore to a pre-defined level of operation following disruption (ISO 22301)

Recovery – the implementation of prioritized actions required to return an organization’s

processes and support functions to operational stability following an interruption or disaster
(FEMA)

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 Recovery Time Objectives – the period of time following an incident within which: a)
product or service must be resumed; or b) activity must be resumed; or c) resources must be
recovered

Testing – refers to the procedure for evaluation; a means of determining the presence,
quality, or veracity of something (ISO 22300)

Alert – formal notification that an incident has occurred which might develop into a Business
Continuity Management or Crisis Management invocation (BCI Glossary 2011)

Business Impact Analysis – the process of analyzing activities and the effect that a business
disruption might have upon them (ISO 22300)

Call Tree – a structured cascade process that enables a list of persons, roles and/or
organizations to be contacted as a part of information exchange or plan invocation
procedure (BCI Glossary 2011)

Continual Improvement – recurring activity to enhance performance (ISO 22300)

Continuity of Operations – the capability to continue essential program functions and to

preserve essential facilities, equipment, and records across a broad range of potential
emergencies (Emergency Management Standard 2007)

Crisis – an abnormal situation which threatens the operations, staff, customers or reputation
of an enterprise (BCI Glossary 2011)

Disruption – an event that interrupts normal business, functions, operations, or processes,

whether anticipated (e.g., hurricane, political unrest) or unanticipated (e.g., a blackout,
terror attack, technology failure, or earthquake) (BCI Glossary 2011)

Exercise – process to train for, assess, practice, and improve performance in an organization

NOTE 1: Exercises can be used for: validating policies, plans, procedures, training, equipment, and
inter-organizational agreements; clarifying and training personnel in roles and responsibilities;
improving inter-organizational coordination and communications; identifying gaps in resources;
improving individual performance; and identifying opportunities for improvement, and controlled
opportunity to practice improvisation.

NOTE 2: A test is a unique and particular type of exercise, which incorporates an expectation of a
pass or fail element within the goal or objectives of the exercise being planned. (ISO 22300)

Hot Site – a continuity facility that already has in place the computer, telecommunications,
other information technology, environmental infrastructure, and personnel required to
recover critical business functions of information systems (FEMA)
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 Incident – an event that has the capacity to lead to loss of or a disruption to an
organization’s operations, services, or functions – which, if not managed, can escalate into
an emergency, crisis, or disaster (BCI Glossary 2011)

Incident Management Team – a group of individuals responsible for developing and

implementing a comprehensive plan for responding to a disruptive incident (BCI Glossary
2011)

Mission Essential Functions – the limited set or organization-level government functions

that must be continued throughout, or resumed rapidly after, a disruption of normal
activities (FEMA)

Public Service Continuity – refers to business continuity for the public sector; refers to the
capability of the organization to continue delivery of products or services at acceptable
predefined levels following disruptive incident (ISO 22300)

Public Service Continuity Plan – refers to the business continuity plan for the public sector;
refers to the documented procedures that guide organizations to respond, recover, resume,
and restore to a pre-defined level of operation following disruption (ISO 22301)

Recovery – the implementation of prioritized actions required to return an organization’s

processes and support functions to operational stability following an interruption or disaster
(FEMA)

Recovery Time Objectives – the period of time following an incident within which: a)
product or service must be resumed; or b) activity must be resumed; or c) resources must be
recovered

Testing – refers to the procedure for evaluation; a means of determining the presence,
quality, or veracity of something (ISO 22300)

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 Public Client: 4 5 20 Disseminate Highly effective Conduct of pre-
Client cannot Information regarding emptive or force
transact to the weather update and evacuation
office due to the condition
immediate effect
of the disaster
Tropical People: : 4 16 Suspension of work, Highly effective Disseminate
Cyclone/ Heavy Employees are 4 Convene DRRM Council, information to the
rainfall/ affected and Conduct Pre Disaster brgy. officials and to
Flash critical function and Risk Assessment, the public, to prepare
Flood/Dam holders will not be Prepositioning of goods and inform them on
Break
able to report for and resources the situation and
work possible conduct of
force evacuation if
needed.
Covid-19 People and the 5 5 25 Employees who are Highly effective Cancellation and/or
Pandemic Public: Infected are Isolated/ suspension of work
Employees and quarantined. Conduct and classes, conduct
the public are Contact of decontamination
affected and Tracing, Establish
critical function and possible granular
skeletal work force,
holders will not lockdown.
Provides all necessary
be able to report
information on public
for work and
health emergency for
transact in transparency,
government provision of food
offices packs and/or financial
benefits and
assistance to affected
individuals/household
s
HAZARD AND RISK
RISK EVALUATION AND CONTROL
IDENTIFICATION RISK ANALYSIS
THREAT RISK
Current Control Risk Mitigating
LIKELI IMPACT SCORE Effectiveness
measures in place Measures
HOOD
Earthquake People: 4 4 16 Participate and Fairly effective Provision for family
(Ground shaking) Employees are conduct controls in preparedness training
affected and Quarterly Earthquake place but needs ,Establish skeletal work
critical function Drill improvement force for
holders will not employees
be able to report
for work
Facility: The 4 4 16 Evacuation Plan, Fairly Effective Physical Inspection of
Municipal building retrofitting, controls in building structures,
Building will be annual Inspection of place but needs proper maintenance
improvement and
greatly affected public and private
inspection guided by
and rendered building, issuance of
National
inaccessible. building permit with
Building Code
plan and specification

Assumptions A
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 IMPACT ANALYSIS
Functional Mission Essential Function
Requirement(s) or Non or Non- category
Mission Essential
Organizational
Function(s)
Disseminates Information blast using all sorts of Mission Essential Mission
information and raise channel i e, text blast, mass media, Essential
awareness of all social media, utilize Barangay Function
concern Information System

Provision of fund Utilize the Quick Response Fund of the Mission Non- Deferrable
support to affected LDRRM Fund essential mission
offices

Provision of Tap the service/s of Tayug Mission Essential Mission

psychosocial first aid to Ministers Association and other Essential
all affected employees Psychosocial Counsellors Function
and clients.

Ensures major services Providing guidelines for skeletal Mission Essential Mission
are provided to clients’ workforce Essential
needs even in times of Function
disasters and
pandemic.

Enhance systems and Adapt work from home scheme or Mission Essential Mission
processes that will implement skeletal work force. Essential
provide continuity of Function
service.

Inventory of personnel Use any available communication system Mission Essential Mission
i e, text blast, phone calls, social media, Function
two way radio Essential

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 MISSION ESSENTIAL MEF MEF OUTPUTS IMPACT TO RECOVERY RESOURCES
FUNCTIONS INPUTS ORGANIZATION IF TIME REQUIREMENT
NOT PERFORMED OBJECTIVE
Disseminates Issuance of Executive Operational: 0-12 hours People:
information and raise Executive Orders Issued, Validation and update Human
awareness of all Orders, Incidents of situation to affected Resource
concerned. Press Press Reports from area may be delayed Management Office
Release, Situational Release, DRRMO or impeded.
Facility/Equipment:
Report text blast Issuance of Reputational:
Operation Center,
messages, Memorandum Delayed response
action and support Cell phone and
advisories, for Activation
may cause decrease Laptop
situational of
credibility and trust of Communications:
report Alert
public to the LGU in Network Signal, and
providing information availability of
internet connection
Regulatory:

Provides support fund Reporting, Clean up of the Operational: Damaged 24-72 hours People: Municipal
to affected validation office. facilities, equipment, Engineering Office,
department/ and Repair of supplies, needed for Local
offices inspection damaged operation will not be Finance, DRRMO
replaced or repaired.
facilities and and LGU personnel
replacement of Facility/Equipment:
damaged Cell phone,
equipment and laptop
supplies printer, facsimile
Communication:
Network Signal, and
availability of
internet connection

Provides Psycho Readiness of Operational: 72 hours People: Municipal

psychosocial first aid Social employees to Work productivity of and Health
to affected Counselling work distressed employees beyond Officer ,MSWDO and
resumptions is affected.
employees to affected Tayug Ministers
Referral of
employees gravely Association
affected Facility/Equipment:
personnel for Cell phone,
professional Laptop, Printer,
help and
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 learning materials
Communication:
Network signal and
availability of
internet connection
Ensures major Providing Clients’ Operational: 72 hours People: All
services are provided guidelines Satisfaction Delayed services and Departments.
to clients’ needs for skeletal will be met. Reputational: beyond Facility/Equipment:
even in times of workforce Delayed services will
disasters and Cell phone, office
decrease credibility
pandemic. and trust of public to supplies, computers,
the LGU. facsimile
Communication:
Regulatory: Network Signal and
Local Government availability of
Code internet connection.

Enhance systems and Adapt work Timely Operational: 0-72 hours People: Heads of
processes that will from home delivery of Delayed Transactions/ every department
provide continuity of scheme or major Services and staff
service. implement services Facility/Equipment:
Reputational: Cell Phone,
Computer and

Inventory of Use any Personnel well Operational: 0-12 hours People: Human
personnel available accounted for Work productivity Resource
communication will be impeded Management
n system i e, Department
text blast,
phone calls,
social media,
two way radio
Facility/Equipment:
Cell Phone,
computers, printers
Communication:
Network signal and
availability of
internet connection
printers, facsimile
Transportation:
Availability of
service vehicle and
driver

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Activation Criteria, Procedures and Authority

1. Activation
The approved Public Service Continuity Plan (PSCP) shall be activated through the authority of
the Municipal Mayor with the following considerations:

There is a disaster in the municipality of Tayug

Basic services are disrupted thus, hindering the LGU’s ability to deliver its Mission Essential
Functions
At least 3% of the personnel of the whole LGU is affected by disaster.
Critical facilities and equipment of the LGU are damaged or affected.
Activation of the PSCP is the sole responsibility of the Municipal Mayor or any authorized
personnel by the LGU.

2. Procedure

• Activation of PSCP by the Municipal Mayor or any authorized personnel.

• Dissemination of the communication to all personnel of the LGU through a memorandum,
text blasting, LGU official FB pages, group chats and other platforms.
• The command center will activate the Mission Essential Function to continue critical Mission
Essential Functions.
• Provides the need of personnel in the MEF.
• Deploy and assign additional personnel to assist MEF if needed.

3. Authority

Succession Planning:

 Municipal Mayor
 Municipal Vice Mayor
 Municipal Administrator
 Municipal Planning and Development Coordinator
 Municipal Accountant
 Municipal Engineer
 Municipal Health Officer
 ……
 ……
 …...

*This Organizational Chart will be used in case of disaster and emergenc

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 Continuity Strategies
1) Continuity Strategies

To continue public service of the LGU during calamities, disasters and emergency the continuity
strategies are focus on the impact areas that is critical to organization’s operation.

ELEMENTS CONTINUITY STRATEGIES

PEOPLE Maps all affected personnel. Office based personnel mapping will be done by the
HRMO. On field personnel like Solid Waste Management Team, MRF personnel
mapping will be done by the MENRO.
Uses all forms of communication to inform all personnel on the emergency.
Provides all necessary information on public health emergency for transparency.
Prepares and disseminates Alternative Work Arrangement (AWA) if necessary.
Release all financial benefits and assistance to all entitled personnel.
FACILITIES Crafts MOA/MOU between schools and LGU regarding schools to be used as
evacuation centers. Provides funds support through cash advances of clean up
and minor repair funds. Process immediately cash advances for temporary
replacement of damaged facilities. Mobilizes support of external partnerships.
Makes alternative power supply in case of long-term power service interruptions
caused by natural hazards. Identifies alternative office sites in case the
municipal building is badly damaged by a disaster.
Designating the vacant office space in the municipal gymnasium as an alternate
operation center.
VITAL RECORDS Provides records section storage that are safe and secured.
Release on-time advisories related to safe record keeping during emergencies.
Ensures backed up electronic copies of vital office records.

PUBLIC CLIENT Disseminates information to the public regarding changes on work status. Uses
online platform in every transaction.

PROCESS Procurement:
Enhances the process of procurement to immediately respond to any
emergency.
Uses all forms of communication to respond all matters pertaining to
procurement act RA 9184.
Identifies supplier that can deliver relevant materials, equipment, and supplies
during disasters and health emergencies.

Recovery Strategies:

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 Recovery strategies are anchored towards the goal of returning at the soonest possible time
with the least disruption of Public Service to the normal sate of operations of the facility and
maintaining the critical services of the LGU in the case of disruption caused by calamity, disaster or
health emergency.

Requires Accountant/Budget
 Officer/Supply officer to report in order to facilitate
immediate concerns on procurement.

Trainings and other Activities:

• Utilizes online and webinar method for trainings and
activities.
• Reschedules trainings during calamities, disasters and
health emergency.
SUPPLY CHAIN  Keeps safe materials, equipment, supplies needed for immediate
resumption of business and work.
ICT  Secures ICT equipment at a safe storage site.
 Maintain ICT equipment to ensure functionality.

I. Recovery of Affected Facility

Office personnel ensure that their offices are cleaned and organized after devastation of natural
hazards.
1. Engineering Office must immediately repair damaged critical office structure.
2. Administrative services together with the utility workers must ensure the whole building is
safe.
3. Administrative services must ensure availability of alternative power source in case of power
service interruption.
4. Supply Officer must provide adequate office equipment.

II. Reintegration to Work Place

1. Pre-establish work arrangements (alternative work arrangement) suitable for the situation
has been applied.
2. Ensure work place is safe for the reintegration.
3. Psychological First Aid must be conducted for distressed employees affected by the crisis.
4. Provision of health essentials supplementation to all employees.
5. Assessment of health status of employees due for reintegration by the MHO, private Doctors
and laboratories.

III. Conditions to Return to Normal Operations

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 The following conditions must be considered in returning to normal operations:
1. Resumption of 100% of basic services.
2. Lifting of state of calamity in the event of devastation caused by natural hazard.

Resource Requirements – this includes lists of materials, finances, equipment, human resources,
augmentation or other form of resources (of the agency) required to implement continuity
strategies.

Employees o All employees must be provided with vitamins and medicines

o Work from home employees must be provided with office
issued equipment while working offsite.
o Personnel must immediately report stolen or damaged IT
equipment.
Vital Records o Paper records must be backed up by electronic files using hard
drive, and cloud storage.
Equipment Requirements o Medical Supplies and Equipment
 Multivitamins
 Medicines
o ICT Equipment
 Broadband
 Laptops
 Communication and internet expenses
allocation

Communication Procedure –this outlines procedure for coordinating (internal and external)
information flow. This section will also describe how to relay information to the public and other
relevant stakeholders.

Call a Tree - In the event the Municipal Mayor is unavailable, Alternate/s will be responsible for
contacting the Department Heads. In the event a Department Head is unavailable, the member of
staff next in line will be responsible for implementing the phone tree to the team. Platforms of
communication will be through mobile phone call or social media.

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Municipal Mayor Atty. Tyrone D. Agabas

Municipal Vice Mayor Ms. Lorna P. Tacdol

Municipal Administrator Ms. Odessa Bayaca

HRMO Ms. Hyacinth C. Tapiz 0919-004-6358

Municipal Engineer / OIC Municipal Civil

Mr. Edson Tandoc III 0942-800-7495
Registrar

Municipal Accountant Mr. Joel C. Romero 0919-007-6584

Municipal Health officer Ms. Ria Adora Loresto Viado 0933-814-9429

Municipal Treasurer Ms. Bella S. Tiglao 0950-160-3346

Municipal Budget Officer Ms. Ana Villa A. Rupisan 0928-404-3350

Municipal Social Welfare Development Officer Ms. Klebshiela Marie Corpuz 0917-823-4827

Municipal Agriculturist Ms. Elvie S. Moreno 0966-792-4282

Municipal Assessor/ OIC MPDC Ms. Debbie F. Naoe

Market Administrator Mr. Bernadine R. Lomboy 0927-166-6129

Municipal Disaster Risk Reduction and

Mr. Wilfredo R. Calimlim Jr. 0950-685-1515
Management Officer

Municipal Environment and Natural Resources

Mr. Emmanuel N. Peros 0939-363-0266
Officer

SB Secretary Ms. Rostricia P.Orduna 0998-793-0479

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 Testing and Maintenance

Frequency of Testing of Plans

 Exercise Methods
 Table-top Exercise
Quarterly NSED (National Simultaneous Earthquake Drill)

 Relevant Authorities to conduct testing

EXERCISE METHOD PARTICIPANTS EXERCISE OBJECTIVE SCHEDULE
Table Top Method: All LGU personnel Orient all personnel on the LGU Public Service Quarterly
employees. Continuity Plan. Specially:
Webinar/Orientation on • Communicate the role of each
the LGU TAYUG personnel to the established.
Public Service • Convey to the staff the
Continuity Plan established
(PSCP) Chain of command in time
of emergency.
• Amend any provision that is not
in line with the LGUs mandate.

References

• RA 10121
• NDRRMC Memorandum No. 33 S. 2018
• CSC memorandum No. 2 S. 2021
• NDRRMP 2020-2030
• LDRRMP 2018-2023
• Executive Order No. 70,s2016 (Pre-emptive and Force Evacuation)

Appendices
a. Relevant Plans and Procedures:
1. Local Disaster Risk Reduction and Management Plan 2018-2023
2. Contingency Plan
b. Maps
1. Base Map
2. Flood Susceptibility Map

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 BASE MAP

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 FLOOD SUSCEPTIBILITY MAP

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 INCIDENT COMMAND SYSTEM STRUCTURE

 ICS Structure

 Interoperability

MDRRMC Chairperson

Communi Relief and Evacuati Medical Security Transpo SRR Engineerin

EOC cation Registratio
on rtation g&
n (MHO) (PNP ) Restoratio
and (BFP)
(MSWDO ) (MSWD (GSO ) n
Warning
O) (MEO )
(MDRRM
O (PIO)

Incident Commander (MDRRMO)

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