Professional Documents
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A Trainers Handbook
A Trainers Handbook
message
Climate change is generally viewed as the single most important factor
shaping the type of plans, policies, and projects that all Philippine local
governments are and will be implementing. It affects communities and
industries, tests the capacities of provinces, cities, and municipalities
to keep people, livelihoods, and property out of harm and address their
exposure to disaster risks.
The Department of the Interior and Local Government (DILG) has been at
the forefront in enabling local governments to adapt to climate change and
manage disaster risks. It works with local stakeholders in raising the level of
disaster preparedness n each community at all times.
Through its partners, DILG has trained local chief executives (LCEs) and
officers across the country in climate change adaptation and disaster
risk reduction and management (CCA-DRRM). It also rallied national
government agencies and development partners to work closely together
in harmonizing CCA-DRRM assistance for LGUs. The Department created
the necessary mechanisms and policies enabling CCA-DRRM mainstreaming
local governance.
In addition, DILG has developed tools such as manuals, guidebooks, and
journals that LCEs and CCA-DRRM officers to guide LGUs in becoming
disaster-resilient and climate change-adaptive. These tools encompass
CCA-DRRM planning, journaling disaster preparations, are recovery and
rehabilitation protocols, including building back better communities,
among others.
One of the tools is the CCA-DRRM Management in Tourism Circuit
Planning: A Trainers Handbook, a publication developed with support from
Government of Canada through the Local Governance Support Program for
Local Economic Development (LGSP-LED). Tourism is among the drivers of
local economic growth and this Handbook guide LGUs in making Filipino
communities and livelihoods safe and resilient in the tourism sector.
This Handbook is a tool for local trainers and planners to use innovative
approaches; provide more accurate and relevant advice to their chief
executives and policy makers; and, mainstream CCA-DRRM in LGU policies,
plans, and programs in the local tourism industry.
We express our appreciation to the Government of Canada for their support
as well as the Canadian Urban Institute (CUI) and Colleges and Institutes
Canada for their expertise contributing to the substance and practicality of
this Handbook.
Mabuhay ang Pamahalaang Lokal!
Department of the Interior and Local Government
A Trainers Handbook
message
When typhoon Yolanda hit the Philippines in November 2013, Canada was
already putting in place the pieces that made possible a rapid, life-saving,
whole-of-government response in support of the Philippine Government.
Canada was one of the first countries to respond to the crisis, providing
emergency relief items and deploying the Canadian Armed Forces' Disaster
Assistance Response Team (DART) to support relief efforts in the region,
distributing clean water, medical assistance and logistical support on Panay
Island. Through its Strategic Partnership with the Canadian Red Cross,
Canada supported the deployment of its field hospital based in Ormoc (Leyte
Province). In total, more than CAN$90 million was announced in response
to Typhoon Yolanda.
Beyond responding to natural disasters, the Government of Canada also
views reducing the impact of natural disasters as an integral component
of poverty reduction and sustainable development. Disasters threaten
livelihoods as well as international and national efforts to advance
development and eradicate poverty. Much can be done to build capacities
to reduce countries vulnerabilities to natural hazards so that hazards dont
turn into natural disasters, and damages and loss of life are minimized.
In the Philippines, Canadas development program aims to achieve
sustainable economic growth by improving the investment climate and
increasing the economic opportunities of poor women and men. An
important component of this program includes working with national and
local level of government to reduce the vulnerabilities to natural hazards and
incorporate disaster risk reduction (DRR) into national and local economic
development strategies. Such is the case with the Local Governance Support
Program for Local Economic Development (LGSP-LED), our collaborative
program with the Department of the Interior and Local Government (DILG),
which works to develop, harmonize and implement policies and programs
that will support the efforts of Local Government Units (LGUs) in their effort
to spur sustainable local economic development, attract investments and
create employment.
Since 2008, LGSP-LED has partnered with 134 LGUs (17 Provinces, 17
Cities, 100 Municipalities) to mainstream DRR-CCA in their economic
policies, plans, and programs, particularly for the tourism and agribusiness
industries. Canadian CCA-DRRM practitioners conducted planning missions
with selected LGSP-LED partner-LGUs. The results of these undertakings
contributed, among others, to the content and practicality of this CCA-DRRM
Management in Tourism Circuit Planning: A Trainers Handbook.
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We are very hopeful that LGUs across the Philippines using the Handbook
will significantly contribute to building more competitive and disasterresilient local tourism industries that provide sustainable livelihood and
business opportunities to communities, and contribute to local and national
development. We are thankful for our LGU partners, DILG, and LGA for their
collaborative spirit and continuous support.
Government of Canada
A Trainers Handbook
MESSAGE
Local Government experiences may differ but Climate Change remains
an urgent, crucial, and common issue across all LGUs in the Philippines.
Over the years, more and more local governments are integrating disaster
preparedness and risk reduction in their services, policies, and plans.
The local Government Academy (LGA) contributed to this paradigm shift
through the wide range of curricula and knowledge products developed
for local governments to become more climate change-adaptive and good
managers of growth and risks.
In line with this, the Academy is proud to present the CCA-DRR Management
in Tourism Circuit Planning: A Trainers Handbook, the first local governance
publication to apply CCA-DRR in tourism development.
The handbook features three (3) modules: The first of which focuses on
how to mainstream CCA-DRRM in the LGUs Comprehensive Development
and Land-Use Plans. The second module provides case studies on how local
tourism industries are responding to climate change. A complete, step-bystep process of the CCA-DRRM Planning Process is provided in the third
module, where workshop tools and examples can be seen.
This Handbook is part of a range of publications that came from the
experiences of LGA and the Local Governance Support Program for Local
Economic Development (LGSP-LED), a collaborative program between the
Government of Canada and the Philippines DILG, which has been helping
LGUs pursue economic growth using the CCA-DRRM lens, among other
crosscutting themes such as gender equality and poverty reduction.
We encourage all local trainers and planners to use the Handbook to help
provide relevant advice to chief executives and councilors in updating
development plans, and creating a tourism industry that benefits a larger
number of Filipinos and communities.
Finally, we express our gratitude to LGDP-LED of the Government of Canada
for their innovation and support, without which this Handbook would not
have been realized.
Local Government Academy
Training Workshop on
Climate Change Adaptation and
Disaster Risk Reduction Management in
Tourism Circuit Planning
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Acknowledgements
Many individuals were involved in developing and completing this training
manual. Their individual contributions helped to shape the final output and
we are grateful for their sharing of time, knowledge and perspective towards
completing this project.
More than 30 CCA/DRRM focal persons, LED focal persons, and officers from
various local governments across the country actively participated in a series
of consultations and workshops to enhance and test the effectiveness of these
modules. We would like to thank Ivan Fadri, Al Fabon, Roseless Buenconsejo,
May Isabel Rosal, Ma. Josefa Arndt, Antonio Pasano, Clarence, Llorin, Eugene
Escobar, Christina Racelis, Giselle Gerial, Menchie Paniergo, Franco Anthony
Agudo, Ruth Prado, Broderick Train, Galo Ibardolaza, Ma. Lina Sanogal, Ammie
Marie Generale, Willie Jean Cabanag, Marvin Franics Apale, Nunilla Pinat, Mely
Labarehos, Bimbo Miraflor, Bleza Mae Omictin, Ma. Teresa Ortiz, Deogracias
Pernitez, Arvin Monge, Raoul Bacalla, Antonio Cinco, Edilberto Ranque, Nilda
Joyce Cirunay, Anita Juntilla, Ma. Theresa Bautista, Rogelio Acosta, Louie Pacardo,
and Julie Ann Amoroso.
Our long-standing partners, the Department of Interior and Local Government,
Local Government Academy, and Bureau of Local Government and DevelopmentDILG, have been consistent in their support and backing for these efforts to
strengthen CCA planning in tourism among LGUs.
We have been fortunate to work with two leading planning experts from Canada,
Beate Bowron and Gary Davidson, who provided insight and guidance as resource
persons for our workshops. Beate Bowron is a Fellow of the Canadian Institute
of Planners with over 30 years of experience in municipal governance, urban
planning, climate change planning, sustainable development and community
economic development. Gary Davidsons career of more than 30 years has
focused on building sustainable and resilient communities through communitybased planning approaches.
We would also like to thank LGSP-LED Environment Specialist Noela Lasmarias
who provided technical advice throughout the entire process; Corina De Alban
for consolidating results from our different workshops; and Roselyn Quintana
and Evan Arias who served as resource persons.
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The staff of Local Government Academy (LGA), and of the Bureau of Local
Governance and Development of the Department of Interior and Local
Government (BLGD-DILG) deserve mention for their contributions to the manual.
Our thanks go to Alfonso Maralli, Elmo Dimaano, and Karl Abalos of LGA; and
Luzviminda Fortaleza, Edward Templonuevo, and Angela Mamuyac from BLGDDILG.
Lastly, we acknowledge the efforts of the Technical Working Group composed of
Francis Gentoral, Randi Alamplay, Gladys Gopez, and Katrina Abella who were
responsible for orchestrating this whole endeavor and overseeing its completion.
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list of acronyms
AIP
AWS
CC
Climate Change
CCA
CCAP
CDP
CLUP
CUI
DENR
DFATD
DILG
DOST
DRRM
IPCC
LCCAP
LDIP
LED
LGA
LGSP-LED
LGU
M&E
MGB
NGO
Non-Government Organization
NTDP
PAGASA
PHILVOLCS
PPAs
Project NOAH
TDA
UN
United Nations
UNEP-WTO
UNWTO
WMO
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Contents
INTRODUCTION 1
TRAINING DESIGN 1
Objectives of the training workshop
1
Target participants
1
Training overview 2
Session Guides
3
TRAINING CONTENT 22
Module 1:
Session 1:
25
25
Module 2:
Session 1:
Session 2:
30
30
Module 3:
41
41
43
44
47
50
56
61
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Introduction
Planning for climate change adaptation (CCA) and disaster risk reduction
management (DRRM) are among the most important functions of local
governments. CCA and DRRM impact on various sectors such as agriculture,
infrastructure, and health, and can put the lives of people in peril. Planning
for CCA and DRRM is only one of many strategies that LGUs are mandated to
do. Given the risks that climate change and disasters pose to communities,
it is important that planning is done efficiently and effectively as possible.
This handbook provides a recommended process of developing plans for
CCA and DRRM in the context of pursuing through tourism. This process can
actually be followed to develop an overall CCA/DRRM plan for the whole
LGU, but for this particular training, we are applying the process to tourism.
The process consists of six key steps that should be undertaken with local
stakeholders.
Training using this handbook takes four days, although completing the entire
CCA/DRRM planning process can take within 12-18 months. This time frame
allows for important steps such as getting the support of local champions,
gathering relevant information, and securing the participation of the
grassroots communities.
The expected results of following the process can be used in integrating CCA
and DRRM in key LGU plans such as the Comprehensive Development Plan
(CDP) and Comprehensive Land Use Plan (CLUP).
Training Design
Objectives of the training workshop
To provide an overview of CC adaptation planning, including risk
assessment
To offer a practical and participatory process that local planners
can follow in developing for tourism circuit plan
To provide guidelines in integrating CCA/DRRM into tourism circuit
planning
Target participants
This handbook is intended for training or those who will be tasked to facilitate
the local tourism development. It is a companion/supplement piece of the
LED for LGUs Course, developed for training its local government partners.
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Training overview
The training curriculum has three main modules. The first module lays
the groundwork for the need for CCA/DRRM and mainstreaming it in local
development plans, including those for specific sectors such as tourism. The
second module discusses key tourism concepts and the importance of CCA/
DRRM in tourism planning. Lastly, the third module takes the participants
through the six steps of the planning process using a learning and doing
approach.
Opening Session/Preliminaries
DAY 1
DAY 2-3
DAY 4
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Session Guides
The session guides indicate the length or duration for each session, which
will add up to three-and-a-half days of training. This schedule is ideal for
a class size divided into three to four workshop groups. If there are more
than four workshop groups, it is suggested that the schedule be adjusted to
allocate more time for reporting of workshop results. Suggested ideal size
per workshop group is six to eight participants.
Throughout the training, meta cards, pens, and ample display space will be
needed.
OPENING SESSION/PRELIMINARIES
DESCRIPTION This session will formally open the training workshop. It will
also provide participants with an overview of the training
objectives and what they can expect over the next four days.
DURATION 1 hour
PROCESS Depending on the preference of the overall facilitator or
organizers, the Opening Session can consist of the following:
o Prayer
o Opening Message/s
o Introduction of Participants
o House Rules
o Leveling of Training Expectations
o Overview of the Training Workshop Flow/Schedule
The training workshop slides provided with this handbook
include some basic mechanics that can be used in the
introduction of participants, as well as some training
principles that encourage participants to keep an open mind
and be willing to hear new ideas as well as share their own
knowledge and insights.
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1. Ask participants to join their respective groups and discuss this focus question:
In your role as CCA-DRR managers, how would you
assess the plans (DRRM and LCCAP) that have been
formulated for your LGU?
2. Participants should answer the question by identifying
strong points and weak points of their LGUs plans.
3. Ask the groups to write their answers in meta cards and
choose a representative to report their groups discussions to the plenary.
4. In plenary, discuss and note the identified strong points,
which may be useful to the participants. Discuss possible
ways of addressing the weak pointsa DILG resource
person may be tapped to provide feedback.
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Impacts
Risks
Consequences
Opportunities
Prospects
Day 2
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2.
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PROCESS
Input/ Deliver the slides provided for Step 3, emphasizing the
Presentation concepts/definitions of climate change impacts, risks,
opportunities, consequences, and prospects. Go back to the
(30 minutes) Language of Climate Change slides if necessary.
Workshop Conduct Workshop 3.1
(1.5 hours) Purpose: Identify climate change impacts and associated
risks/opportunities
1. In their respective groups, ask participants to:
Identify expected CC impacts on the tourism sites in
the LGU
Identify all of the risks/opportunities for the
identified CC impacts
2. Ask the groups to write their answers in meta cards
and choose a representative to report their groups
discussions to the plenary. Meta cards should stay
displayed or kept, because they will still be used in
succeeding steps.
3. Allow 60 minutes for discussion in groups and 30
minutes for sharing.
Example:
Table 1. Climate Change Risks and Opportunities
Climate Change
Impact
10
Risks
Opportunities
1. Extreme weather
events
a. flooding
b. Property damage
c. Landslide
a. Monsoon
tourism
a. Wave uprush
damage
b. Increased shore
flooding
a. More
harbour
draught
3. Increase in summer
temperature
a. More evaporation
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Consequences
1. Flooding
2. Increased in shore
flooding
3.
a.
b.
c.
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Prospects
2. Monsoon tourism
3.
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a.
b.
c.
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Day 3
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Consequence
Frequency
Damage
Adaptaion
Cost
Flooding
Washed out
roads
Flooding
Basement
flooding from
sewer back-up
Flooding
Property
destruction in
flood plain
Flooding
Weakening
of bridge
embankments
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2.
Example:
Table 7. Opportunity Assessment
Opportunity
Prospect
Economic
Value
Ease of
Implementation
More
harbour
draught
Increased site
accessibility
Reduced
transportation
costs
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Example:
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2.
3.
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Example:
Table 8. STEP 5 - Prepare Adaptation Strategy
Priority Item
Description
Policy/Action
Recommended
Who should
implement
the policy/
action?
Time Frame
Short,
Medium, Long
Term
CONSEQUENCES
Priority #1
Priority #2
PROSPECTS
Priority #1
Priority #2
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Example:
Wrapping up Go through the last slide for Step 5, which discusses the
components of the CCA/DRRM strategy document that the
(15 minutes) LGU team will develop based on the results of the previous
steps and community feedback. At the end of Step 5, the LGU
team will have developed a CCA/DRRM strategy which can be
recommended for implementation.
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Day 4
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o Awarding of certificates
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Training Content
This section contains more detailed discussions on the content of the
training modules. For easy reference, highlights of these discussions can also
be seen in the slide notes of the trainings Powerpoint presentations. Some
slides from the presentation will appear or will be referred to throughout
this section.
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Integrated into
Existing
Database
The
Rationalized
Local Planning
Data Set
Introduction of
theme-specific
tools and
methodologies
Include in the
Planning
Structure
and Processes
Creation of
Planning
Sub-groups
for each
thematic
concern
Translate into
Reviewable
Documents
Provide the
Necessary
Authority Levers
Creation of
Review and
Monitoring
systems for
Thematic
Plans
Adoption of
enabling
legislations
Harmonize or
Integrate
Thematic Plans
into the CDP
and the CLUP
Long term
investment
programming
Budget
Linkage from
external
sources
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The Climate Change Act and DRRM Act both recognize that LGUs are the first
line of defense or frontliners in CCA/DRRM. The sooner that CCA/DRRM is
mainstreamed in local development, the better off the LGUs constituents
will be in this era of climate change consequences.
Situation Analysis
Action/Devt Planning
Implementation
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In all of these stages, entry points may be found for CCA/DRRM. In situation
analysis, for example, there should be climate change technical capability
within the planning team, or access of the team to technical assistance in
activities such as climate data/ projections, geohazard mapping, and risk
or vulnerability analysis. If this technical capacity is lacking, the planning
process should be able to recognize the situation and provide solutions.
Partnering with universities, working with nongovernment organizations,
and hiring consultants are some options that may be considered.
In this training, you will be going through a six-step process to develop a
CCA/DRRM plan. You will learn the factors to be considered and analyses
to be done to help you develop effective tourism circuit development plans
that adequately reflect CCA/DRRM concerns.
These steps help ensure that the specific climate change concerns of your
LGU are identified and analyzed, thereby allowing the formulation as well as
prioritization of specific CCA/DRRM activities. The results can then be used
as the main basis, guide, or framework in mainstreaming or including CCA/
DRRM in other development plans of your LGU such as CLUP and CDP.
Facilitators Notes
Workshops for Module 1:
Workshop 1
Workshop 2
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For example, the famous Taal Volcano is located in Batangas, but currently
most of the tourist activities and tourism sites are in Cavite. Batangas needs
to develop more tourist services, activities, and products so it can gain more
benefits from Taal Volcano.
Developing sustainable tourism involves building or creating attractive places
(destinations and sites) for travellers to experience, while simultaneously
nurturing and supporting tourism enterprises to ensure that travellers will
have the necessary infrastructure, facilities, and services they need.
Tourism is an experience-based industry; it goes beyond physical
development of the space or site of the tourist attraction itself. For tourism
to happen there should be industries or enterprises operating on or using
that space and its resources, and providing the experiences that tourists
will want to pay for. This space becomes a platform for a tourism industry
to flourishwhere investments and jobs are created, and driving the local
economy.
Tourism circuits
Developing tourism circuits is an approach to tourism development for local
economic development. A tourism circuit is like another interpretation of
a tourism cluster. It shows the location of attraction sites, tourism service
centers, and the transportation connections into and within the area.
Tourism service centers are the areas (usually in urbanized areas) where
there is a concentration of hotels, restaurants, and other basic facilities and
services tourists will need. For example, in the Metro Iloilo-Guimaras tourism
circuit, the tourism service center is Iloilo City because that is where the
hotels, restaurants, shops, and transportation terminals are concentrated.
It is the hub where tourists will go and use as a base in travelling to the
different tourist sites within the circuit.
The tourism circuit maps the TDA and identifies the places (i.e. geographic
focal points) for the LED activities and initiatives of the stakeholders. Below
are examples of the applications of using the tourism circuit concept.
Provides tour operators with the basis for developing tour packages,
or bundles of tourist services (e.g. lodging, transportation, guides,
activities, etc. marketed as an integrated product for tourists to
experience the destination).
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The tourist is asking: where do I go? How do I get there? What should I do
after? Where else can I go? Tourism circuit development seeks to address
those questions in a way that generates local employment and contributes
to the local economy.
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A spa resort in Tagaytay City has made it its business to operate with
environmental sustainability in mind, implementing various sustainable
practices in areas such as waste management, water management, and
purchasing, as well as in the services that they offer to clients.
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Climate
Change
Risks
Consequences
Impacts
Opportunities
Prospects
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In following the planning process, you will be moving from the general to
the specific, and planning not for the current situation, but for the future.
Being specific is important because strategic CCA planning can only be done
around specific events or infrastructure.
The table below further shows some examples of climate change impacts,
the risks/opportunities that they bring about, and the consequences/
prospects that may arise from the risks/opportunities.
In countries like the Philippines, climate change impacts predominantly
bring more risks and consequences than opportunities and consequences.
CC Impacts
Higher
temperatures
CC Risk /
Opportunity
Drought
Consequence / Prospect
Crop failure (-)
Increase in pest & diseases (-)
Increase incidence of dengue,
malaria and other vector-borne
diseases (-)
Increased
intensity of
typhoons
Flooding
Storm surge
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Salt water
intrusion
Inundation of
coastal areas
Increased area of
wetlands
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1.1
1.2
1.3
1.4
1.5
1.6
3.1
3.2
3.3
3.4
Get Started
Distribute
copies of this
illustration to
all participants,
and/or print
a postersize copy
and display
prominently
throughout the
workshop
4.1
4.2
4.3
4.4
Assess risks
Assess opportunities
Prioritize risks and opportunities
Evaluate municipalitys adaptive capacity
5.1
5.2
5.3
5.4
5.5
5.6
6.1
6.2
6.3
6.4
6.5
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Get Started
1.1
1.2
1.3
1.4
1.5
1.6
This step consists of gathering the essential players of the planning process
and ensuring that they are ready and committed to the process. It also
involves getting consensus on the process to be followed.
1.1
It may be safe to assume that LGU officials and members of the community
are already aware of climate change issues, especially in light of recent
disasters. It is also likely that your LGU has ongoing initiatives on climate
change. However, some form of message reinforcement may still be
necessary, especially among priority target audiences/stakeholders. It may
be useful to do a broad scan of the various CC initiatives already being done
or already done in the municipality, and identify ways by which you can build
on those efforts.
Your awareness raising efforts can also be more efficient if you first identify
priority target audiences/stakeholders and ranking them according to
their importance. These priority audiences may include barangay officials,
community leaders, religious leaders, communities in the most at-risk areas,
etc.
Aside from the general concepts of climate change and its impacts,
awareness raising efforts for these groups could include providing updates
on the localitys current CCA/DRRM efforts, communicating the gaps, and
reiterating the need for strategic action to address urgent concerns. The
bottom line goal of the awareness raising efforts is to get their involvement
in and support to the CCA/DRRM planning process.
(Note: If the chosen awareness raising activities include opportunities for
interaction like meetings and events, feedback from community members
on the climate change impacts that they have observed or experienced may
also be solicited. This information will be used in Step 2.)
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Identify Champion
Ideally, the mayor himself/herself should be the primary champion for the
planning process. It should be clear that CCA/DRRM is a priority and that the
planning process has the mayors support. However, since the mayor will
likely not have time to personally shepherd the process, another active
champion should also be involved. A champion is critical in pushing the
process along or eliminating certain hindrances. The champion may be a
local politician, official, or a respected member of the community. He/
She can be the face of the process, someone who can provide guidance,
or someone who can exert influence or mobilize resources to enable the
process to move along.
1.3
1.4
The Local Government Code, DRRM Act, and Climate Change Act all
emphasize the importance of multi-sectoral engagement in planning, as
well as provide for the involvement of the various sectors and LGU offices
through local development councils or local DRRM councils. It is also possible
to convene a planning team dedicated to CCA/DRRM, or a dedicated team
to look into CCA/DRRM in specific sectors like tourism. This team should
include representatives from the various LGU offices as well as from the
private sector, nongovernment organizations, peoples organizations, and
other concerned sectors. It is important to ensure that the sectors that stand
to be affected most by climate change are represented in the entire process.
For example, a CCA/DRRM council of a coastal municipality has to include
groups like fisherfolk organizations or resort owners associations.
The council should agree on a work plan or process to be followed in
developing the CCA/DRRM plan, including an indicative timeline and
assignment of tasks. A technical working group may also be formed, who
will be tasked to do coordination legwork, research, or other needs.
1.5
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1.6
Facilitators Notes
Workshops for Session 1 (Step 1):
Workshop 1.1 Identify the CCA/DRRM/tourism champion(s),
stakeholders, planning team
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that can be used for CCA/DRRM purposes. For example, Project NOAH is
completing a system that will use LIDAR technology to provide detailed
storm surge inundation maps to communities (http://www.rappler.com/
move-ph/44644-storm-surge-warning-system-project-noah).
PHIVOLCS (Philippine Institute of Volcanology and Seismology), which is also
under DOST, is in charge of monitoring and providing information on hazards
like earthquakes, tsunamis, and volcanic eruptions. On the other hand, the
Mines and Geosciences Bureau (MGB) of the Department of Environment
and Natural Resources (DENR) is in charge of assessing geohazards like
landslides and floods and is also working to provide detailed geohazard
maps to LGUs nationwide.
PAGASAs website (www.pagasa.dost.gov.ph) provides an overview of
climate trends and projections for the Philippines:
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Facilitators Notes
Workshops for Step 2:
Workshop 2
"The warnings about global warming have been extremely clear for a long
time. We are facing a global climate crisis. It is deepening.
We are entering a period of consequences.
- Al Gore
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3.1
3.2
3.3
3.4
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These are just some of the climate change risks anticipated on a broad,
national level. However, for the purposes of local CCA/DRRM planning,
impacts, risks, and consequences at the local level also need to be identified.
The impacts and extent of risks/consequences involved will also depend
on local conditions, e.g., type of ecosystems, infrastructure, and land uses
prevailing in the area.
3.1 Develop inventory of climate change impacts, their risks and
opportunities
In this step, the climate change scenarios drawn up in Step 2 are used to
determine the potential impacts that will be experienced in the municipality.
These impacts are then assessed to see if they pose risks or opportunities
to the community, or both. On the whole, however, it is likely that risks will
outweigh opportunities.
Climate
Change
Impacts
Risks
Opportunities
Involved in this step are the members of the CCA/DRRM council or team,
the identified local champion/s, key community informants/leaders, and
partners from the scientific community (which may be government scientists,
academic partners, or civil society partners). The template provided in Table
1 may be used in drawing up risks and opportunities.
Table 1. Climate Change Risks and Opportunities
Climate Change
Impact
Risks
Opportunities
1. Extreme weather
events
a. flooding
b. Property damage
c. Landslide
d.
a.
b.
c.
d.
3. Increase in summer
temperature
a. More evaporation
b.
c.
d.
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Climate
Change
Risks
Impacts
Opportunities
52
Consequences
Prospects
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Consequences
a. Washed out roads
b. Basement flooding from sewer
back-ups
c. Property destruction in flood
plain
d. Weakening of bridge
embankments
e.
3.
a.
b.
c.
Prospects
3.
a.
b.
c.
d.
e.
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Facilitators Notes:
Before proceeding to Activity 5 and the discussion on Step 4, walk the
participants through the results of the previous four workshops, reviewing
the key concepts as you go along. Workshop 2 involved the development
of CC scenarios (how will the climate change). Workshop 3.1 identified the
impacts of climate change on the LGU, as well as their associated risks and
opportunities. In Workshop 3.2, participants examined the identified risks
one by one and determined their specific consequences to the community/
LGU. Similarly, in Workshop 3.3, the identified opportunities were examined
to determine if there are prospects that may be worth pursuing.
W-2 W-3.1
Climate
Change
W-3.1
Risks
Consequences
Impacts
Opportunities
Prospects
Facilitators Notes
Workshops for Step 3:
Workshop 3.1
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4.1
4.2
4.3
4.4
Assess risks
Assess opportunities
Prioritize risks and opportunities
Evaluate municipalitys adaptive capacity
In the Philippines,
partly because of
inadequate planning
and partly because
of the frequency of
disasters experienced,
DRRM tends to focus
on disaster response,
even though the DRRM
Act itself states the
importance of risk
reduction as a matter
of policy. Paying
adequate attention
to the process of risk
assessment helps us
anticipate future risks
and reduce/adapt to
them, avoiding getting
trapped only in
disaster response.
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Consequence
Frequency
Damage
Adaptaion Cost
Name of
consequence
High - H
Medium - M
Low - L
High - H
Medium - M
Low - L
High - H
Medium - M
Low - L
Consequence
Frequency
Damage
Adaptaion Cost
Flooding
Washed out
roads
Flooding
Basement
flooding from
sewer back-up
Flooding
Property
destruction in
flood plain
Flooding
Weakening
of bridge
embankments
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Prospect
Economic
Value
Ease of Implementation
Name of
Opportunity
Name of
prospects
High - H
Medium - M
Low - L
High - H
Medium - M
Low - L
58
Opportunity
Prospect
Economic
Value
Ease of
Implementation
Longer
growing
season
Expanded range
crops
Longer
growing
season
Introduce market
gardening
Longer
growing
season
Longer harvesting
season
Longer
growing
season
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Facilitators Notes
Workshops for Step 4:
Workshop 4.1 Assess and prioritize the consequences of the LGUs
top CC risk to the tourism circuit
Workshop 4.2 Assess and prioritize the prospects of the LGUs top CC
opportunity to the tourism circuit
Workshop 4.3 Prioritize the CC consequences and prospects for
tourism circuit development
Workshop 4.3 Evaluate the adaptive capacity of the LGU
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5.1
5.2
5.3
5.4
5.5
5.6
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Policy/Action
Recommended
Who should
implement
the policy/
action?
Time Frame
Short, Medium,
Long Term
CONSEQUENCES
Priority #1
Priority #2
PROSPECTS
Priority #1
Priority #2
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Facilitators Notes
Workshops for Step 5:
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Workshop 5.1
Workshop 5.2
Workshop 5.3
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6.1
6.2
6.3
6.4
6.5
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References/Suggested Readings:
Bowron, Beate, and Gary Davidson. 2011. Climate Change Adaptation
Planning: A Handbook for Small Canadian Communities. Canadian Institute
of Planners.
Climate Change Adaptation: Best Practices in the Philippines, Corazon PB.
Claudio, Editor. Manila, Philippines: Department of Environment and Natural
Resources. 2012.
Climate Change and Tourism Responding to Global Challenges. World
Tourism Organization and the United Nations Environment Programme
Climate Change in the Philippines. 2011. Philippine Atmospheric,
Geophysical and Astronomical Services Administration. http://kidlat.pagasa.
dost.gov.ph/cab/climate_change/Climate%20change%20in%20the%20
Philippines%20-%20August%2025%202011.pdf.
CLUP Guidebook: A Guide to Comprehensive Land Use Plan Preparation
Volume 1. Housing and Land Use Regulatory Board. http://hlurb.gov.ph/wpcontent/uploads/services/lgu/full-text-vol1.pdf.
CLUP Resource Book: Integrating Climate Change Adaptation and Disaster
Risk Reduction and Management (Companion Resource Book to the HLURB
Guidebook on Comprehensive Land Use Planning). 2013. Climate Change
Commission/Housing and Land Use Regulatory Board.
Kirby, Alex, United Nations Environment Programme, and GRID--Arendal.
2009. Climate in Peril - A Popular Guide to the Latest IPCC Reports. Birkeland
Trykkeri, Norway: UNEP/Grid Arendal. http://www.grida.no/publications/
climate-in-peril/.
Kreft, Snke, David Eckstein, Lisa Junghans, Candice Kerestan and Ursula
Hagen. 2014. Global Climate Risk Index 2015 Who Suffers Most from
Extreme Weather Events? Weather-Related Loss Events in 2013 and 1994
to 2013. Germanwatch e.V. https://germanwatch.org/en/download/10333.
pdf.
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Parry, M.L., O.F. Canziani, J.P. Palutikof, P.J. van der Linden, and C.E. Hanson,
ed. Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution
of Working Group II to the Fourth Assessment Report of the Intergovernmental
Panel on Climate Change. Cambridge, United Kingdom and New York, NY, USA:
Cambridge University Press. http://www.ipcc-wg2.gov/publications/AR4/index.
html.
Simpson, M.C., Gssling, S., Scott, D., Hall, C.M. and Gladin, E. (2008) Climate
Change Adaptation and Mitigation in the Tourism Sector: Frameworks, Tools and
Practices. UNEP, University of Oxford, UNWTO, WMO: Paris, France.
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