a trainer's handbook

1

Training Workshop on Climate Change Adaptation and Disaster Risk Reduction Management in Tourism Circuit Planning: A Trainer’s 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 Trainer’s 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


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 don’t turn into natural disasters, and damages and loss of life are minimized.

In the Philippines, Canada’s 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 Trainer’s Handbook.


We are very hopeful that LGUs across the Philippines using the Handbook will significantly contribute to building more competitive and disaster-resilient 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


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 Trainer’s 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 LGU’s 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-by-step 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

A Trainer’s Handbook


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 Development-DILG, 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 Davidson’s career of more than 30 years has focused on building sustainable and resilient communities through community-based 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.


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 BLGD-DILG.

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.


list of acronyms

AIP Annual Investment Plan

AWS Automatic Weather Stations

CC Climate Change

CCA Climate Change Adaptation

CCAP Climate Change Adaptation Plans

CDP Comprehensive Development Plan

CLUP Comprehensive Land Use Plan

CUI Canadian Urban Institute

DENR Department of Environment and Natural Resources

DFATD Department of Foreign Affairs, Trade and Development

DILG Department of the Interior and Local Government

DOST Department of Science and Technology

DRRM Disaster Risk Reduction Management

IPCC Intergovernmental Panel on Climate Change

LCCAP Local Climate Change Adaptation Plan

LDIP Local Development Investment Plan

LED Local Economic Development

LGA Local Government Academy

LGSP-LED Local Governance Support Program for Local Economic Development

LGU Local Government Units

M & E Monitoring and Evaluation

MGB Mines and Geosciences Bureau

NGO Non-Government Organization

NTDP National Tourism Development Plan

PAGASA Philippine Atmospheric, Geophysical and Astronomical Services Administration

PHILVOLCS Philippine Institute of Volcanology and Seismology

PPAs Programs Plans and Activities

Project NOAH Nationwide Operational Assessment of Hazards

TDA Tourism Development Areas

UN United Nations

UNEP-WTO United Nations Environmental Plan- World Trade Organization

UNWTO United Nations World Tourism Organization

WMO World Meteorological Organization


Contents

INTRODUCTION 1

TRAINING DESIGN 1

Objectives of the training workshop 1Target participants 1Training overview 2Session Guides 3

TRAINING CONTENT 22

Module 1: CCA/DRRM in Local Planning 25Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP 25

Module 2: Tourism and LED in the Face of Climate Change 30Session 1: Tourism, climate change, and LED 30Session 2: Responding to climate change in the tourism sector 36

Module 3: CCA/DRRM Planning Process 41

Introduction: The language of climate change 41

The six steps of CCA planning 43Session 1: Step 1, Get started 44Session 2: Step 2, Analyze how local climate will change 47Session 3: Step 3, Scope potential impacts 50Session 4: Step 4, Assess risks and opportunities 56Session 5: Step 5, Prepare adaptation plan 61Session 6: Step 6 Adopt, implement, monitor and review adaptation strategy 65

1


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 participantsThis 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.

2


Training overviewThe 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.

Module 1: CCA/DRRM in local planning • Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP

◊ Workshops 1 and 2

Module 2: Tourism and LED in the face of climate change• Session 1: Tourism, Climate Change, and LED• Session 2: Responding to Climate Change in the Tourism Sector• Session 3: CCA/DRRM in Tourism Circuit Planning Case Study

Module 3: The CCA/DRRM planning process as applied in tourism• Session 1: Step 1, Getting Started

◊ Workshops 1.1 and 1.2• Session 2: Step 2-Analyze How Local Climate Will Change

◊ Workshop 2• Session 3: Step 3, Scoping Potential CC Impacts to the Tourism Circuit

◊ Workshops 3.1-3.3• Session 4: Step 4, Assessing Risks and Opportunities

◊ Workshop 4.1-4.4• Session 5: Step 5, Preparing Adaptation Plan and Strategy

◊ Workshop 5.1-5.3• Session 6: Step 6, Adopt, Implement, Monitor and Review

Adaptation Plan

DAY 1

DAY 2-3

DAY 4

Opening Session/Preliminaries

Closing Session/Wrap-up Workshop

3


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.

4


MODULE 1: CCA/DRRM In Local Planning

Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP

DESCRIPTION This session provides context and general guidelines in mainstreaming CCA/DRRM in local planning processes. It also emphasizes that the eventual goal in a CCA/DRRM planning exercise is to mainstream or incorporate the plan in local development plans, especially the Comprehensive Development Plan and Comprehensive Land Use Plan.

Workshops 1 and 2 will serve to give a sense of the general state of CCA/DRRM planning of the LGUs that the participants represent and help set the tone of the discussions for the rest of the training workshop.

DURATION 2.5 hours

PROCESS

Grouping of participants

(10 minutes)

Group participants according to geographic (e.g. by province/region) or thematic (e.g. by type of tourism offerings) criteria. Number of groups will depend on the total number of participants, but each group should ideally have at least five participants.

Ask all the groups to sit together because these are the groupings that will be followed for the rest of the training.

Workshop

(40 minutes)

Conduct Workshop 1: Current Reality

1. Ask participants to join their respective groups and dis-cuss 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 LGU’s plans.

3. Ask the groups to write their answers in meta cards and choose a representative to report their group’s discus-sions 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 points—a DILG resource person may be tapped to provide feedback.

5


Workshop

(40 minutes)

Conduct Workshop 2: The Blind Side

1. In their respective groups, ask participants to discuss the focus question:

“In planning for Tourism Circuit Development with CCA-DRRM lens, what areas of concern should we address, and why?”

2. Ask the groups to write their answers in meta cards and choose a representative to report their group’s discus-sions to the plenary.

3. In plenary, discuss the answers and emphasize the points that would be significant in tourism planning. Discuss that these considerations have their place in the various plans of the LGU, and finding entry points for CCA/DRRM in these plans will be part of the next presentation.

Throughout all activities use meta cards on manila paper, so that results can be kept for future reference.

Input/ Presentation

(1 hour)

Deliver the session presentation Mainstreaming CCA/DRRM in Local Planning. Point out to the participants that this training workshop aims to offer a practical and action-oriented tool to generate CCA/DRRM strategies that LGUs can then use/main-stream in their local plans.

Allow some time for questions after the presentation.

6


MODULE 2: Tourism And LED In The Face Of Climate Change

Session 1: Tourism, Climate Change, and LED

DESCRIPTION This session introduces the context and connections of tourism, climate change, and local economic development. It underscores the importance of CCA/DRRM planning in the tourism sector, which is highly vulnerable to climate change.

DURATION 2 hours

PROCESS

Input/ Presentation

Deliver the session presentation “Tourism, Climate Change, and LED.” Allow some time for questions after the presentation.


Session 2: Responding to Climate Change in the Tourism Sector

DESCRIPTION This session discusses possible adaptation and mitigation measures in different tourism contexts.

DURATION 1 hour

PROCESS

Input/ Presentation

Deliver the session presentation “Responding to Climate Change in Tourism.” Allow some time for questions after the presentation.


Session 3: CCA/DRRM in Tourism Circuit Planning

DESCRIPTION This session allows participants to discuss an actual example of local tourism circuit planning and analyze it using the CCA/DRRM lens.

DURATION 1.5 hours

PROCESS

Case study

(30 minutes)

Ask a pre-identified participant or resource person to share their LGU’s tourism planning and development efforts (15 minutes). In plenary, facilitate a short discussion on possible ways by which the tourism planning efforts can be enhanced using the CCA/DRRM lens.

7


Input/ Presentation

(30 minutes)

End the day’s sessions by delivering the introductory slides of Module 2 (The Language of Climate Change, The Six Steps of CCA Planning). These slides ensure that the group agrees on a common set of terms that will be used throughout the training (climate change impacts; risks and opportunities; consequences and prospects) and provide an overview of the six-step planning process that they will undergo in the next three days.

It might also be helpful to print a large copy of this diagram and display it prominently in the training area so it can be easily referred to throughout the workshop.

Day 2

MODULE 3: The CCA/DRRM Planning Process As Applied In Tourism

Session 1: Step 1, Getting Started

DESCRIPTION The first step of the six step of the CCA/DRRM process that the training will follow is the gathering of the essential players of the planning process and ensuring that they are ready and committed to the process.

DURATION 2 hours

PROCESS

Input/Presentation Discuss the various sub-steps in carrying out Step 1, as reflected in the training slides.

Climate Change Impacts

Risks Consequences

ProspectsOpportunities

8


Workshop Conduct Workshop 1.1.

Purpose:Gettingstarted

1. In their respective groups, ask participants to:

• Identify the CCA/DRRM champion(s) in the LGU who will guide the tourism circuit project

• Select the members of the LGU team who will guide the project

2. Ask the groups to write their answers in meta cards and choose a representative to report their group’s discussions to the plenary.

Workshop Conduct Workshop 1.1.

Purpose: Drawing up the tourism circuit


• Select ONE specific LGU that their group will focus on throughout the training. They should select the LGU that most of the group members are familiar with. The LGU should preferably also have a number of different types of tourism sites/products.

• List tourism sites, service centers, gateways, developments in the pipeline

• If maps can be produced or drawn, mark the tourism sites, service centers, etc. on the map and display prominently for the remainder of the workshop.


3. Explain to the participants that they will have to put themselves in the role of a member of the tourism planning team of their selected LGU for most of the workshop’s duration.

9



Session 2: Step 2, Analyze How Local Climate Will Change

DESCRIPTION In Step 2, participants will get to practice drawing up of climate change scenarios for their LGUs. Information on the type and extent of climate change expected in the area is the essential foundation towards knowing what type of actions can be done to address them.

DURATION 2 hours

PROCESS

Input/Presentation Deliver the slides provided for Step 2, which discuss the importance of getting information to develop climate change scenarios and show some general projections on climate change impacts in the Philippines

Workshop Conduct Workshop 2

Purpose: Develop climate change scenarios


• Develop climate change scenarios for their selected LGU for 2050.


After Step 2, participants will now be in the position to identify possible impacts of climate change to their LGU, which is what they will be doing in Step 3.


Session 3: Step 3, Scoping Potential CC Impacts to the Tourism Circuit

DESCRIPTION Using the climate change scenarios developed in Step 2, Step 3 “scopes” the potential climate change impacts by identifying risks and opportunities and consequences and prospects.

DURATION 4 hours

10


PROCESS

Input/ Presentation

(30 minutes)

Deliver the slides provided for Step 3, emphasizing the concepts/definitions of climate change impacts, risks, opportunities, consequences, and prospects. Go back to the Language of Climate Change slides if necessary.

Workshop

(1.5 hours)

Conduct Workshop 3.1

Purpose:Identifyclimatechangeimpactsandassociatedrisks/opportunities


• 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 group’s 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:

Climate Change Impact

Risks Opportunities

1. Extreme weather events

a. floodingb. Property damagec. Landslide

a. Monsoon tourism

2. Sea level rise a. Wave uprush damage

b. Increased shore flooding

a. More harbour draught

3. Increase in summer temperature

a. More evaporation

Table1.ClimateChangeRisksandOpportunities

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Workshop

(1 hour)


Purpose:Identifyconsequences of climate change risks


• List as many specific consequences as possible for the two most important CC risks to the tourism sites in the LGU

• Emphasize that the consequences HAVE to be specific; one should be able to go to a map and locate the spot where the consequence will occur



Example:

Climate Change Risk Consequences

1. Flooding a. Washed out roadsb. Property destruction in flood

plainc. Weakening of bridge embankments

2. Increased in shore flooding

a. Damage to harbour facilitiesb. Destruction of cottages/resort

facilitiesc. Loss of beaches

3. a.b.c.

Table 2. Climate Change Risks and Consequences

12


Workshop

(45 minutes)


Purpose:Identifyprospectsofclimatechangeopportunities


• List as many prospects as possible for the two most important CC opportunities for tourism in the LGU



Example:

Climate Change Opportunities Prospects

1. More harbour draught a. larger boats can landb. Improved shipping contractsc. Reduced transportation costs

2. Monsoon tourism a. Higher hotel occupancy

b. More work for tour guides

3. a.b.c.

Table3.ClimateChangeOpportunitiesandProspects

13


Wrapping up

(15 minutes)

Go through the rest of the slides provided for Step 3, which revisits the climate change terms/concepts that the participants have worked with, and the process they have just undergone:

• Development of CC scenarios (how will the climate change)

• Identifying CC impacts and risks/opportunities

• List of consequences of the two most important risks to tourism sites

• List of prospects of the two most important opportunities for tourism sites

At this point in the planning process, the community should be involved to get their feedback on the risks, opportunities, consequences, and prospects drawn up by the LGU team, especially in terms of the locations that may be affected.

Day 3


Session 4: Step 4, Assessing Risks and Opportunities

DESCRIPTION Step 5 involves evaluating or assessing the risks-consequences and opportunities-prospects developed. This provides the basis for prioritizing proposed adaptation actions. It is important to go through the entire process and all the steps in CCA/DRRM planning to show that it is evidence-based, accountable and transparent, especially later when funding is requested for the action plans.

DURATION 5 hours

PROCESS

Input/Presentation

(15 minutes)

Deliver the slides provided for Step 4, which explain the importance of risk assessment. Often, DRRM efforts are focused on emergency response, but assessing risks and opportunities is also very important to minimize cost of damage and response.

14


Workshop

(1 hour, 15 minutes)


Purpose: Risk assessment of consequences


• Assess all the consequences of the LGU’s top CC risk to its tourism sites (identified in Workshop 3.2) in terms of frequency, damage, and adaptation cost. Use the meta cards from Workshop 3.2, picking out all the consequences for the most important risk.

• Groups should put additional meta card beside the consequences with their ranking of whether the frequency, damage, and adaptation cost is high (H), medium (M) or low (L).

• Prioritize the consequences based on your risk assessment. Rearrange the meta cards according to the highest prioritized prospects.

Example:

2. Stress that for the purposes of this workshop, they are only dealing with the consequences of the most important risk (or two if it is deemed that there is sufficienttime).


Table 5. Risk Assessment

Risk Consequence Frequency Damage Adaptaion Cost

Flooding Washed out roads

M H M

Flooding Basement flooding from sewer back-up

H H L

Flooding Property destruction in flood plain

H H H

Flooding Weakening of bridge embankments

L M H

15


Workshop

(45 minutes)


Purpose: Assessment of prospects


• Assess all the prospects of the LGU’s top CC opportunity for its tourism sites (identified in Workshop 3.3) in terms of economic value and ease of implementation. Use the meta cards from Workshop 3.2, picking out all the prospects for the most important opportunity.

• Groups should put additional meta card beside the prospects with their ranking of whether the economic value and ease of implementation is high (H), medium (M), or low (L).

• Remind participants that in the case of Ease of Implementation, a High ranking is a good thing because it means that it is easy to implement.

• Prioritize the prospects based on the assessment. For example, if economic value and ease of implementation of a prospect are both High, then it should be prioritized. Rearrange the meta cards according to the highest prioritized prospects.


Example:

Table 7. Opportunity Assessment

Opportunity Prospect Economic Value

Ease of Implementation

More harbour draught

Larger boats can land

H L

Increased site accessibility

M M

Reduced transportation costs

H H

16


Workshop

(45 minutes)


Purpose:SettingprioritiesforCCconsequencesandprospects

1. Through a process called “dotmocracy,” this workshop stimulates community participation in prioritizing CC consequences and prospects. Participants receive 24 “sticky dots” each, which they can put beside the consequences and prospects they value the highest. There is no limit on how many dots can be put beside any consequence/prospect.

2. Participants are to play the role of the community, go around the room, view all the other groups’ outputs, and use their dots to “vote” on the consequences and prospects that they deem important.

3. After the voting, ask the groups to tally and present the results of the dotmocracy, noting if the “community’s” priorities are different from the LGU team’s priorities.

Example:

17


Workshop

(1 hour)


Purpose:Evaluationofadaptivecapacity

1. Using the slide provided, explain the various factors by which an LGU’s adaptive capacity may be assessed (e.g. current plans and programs, design standards).

2. In their respective groups, ask participants to evaluate the adaptive capacity of the LGU of their chosen tourism circuit and provide an overall ranking of high, moderate, or low.

3. Allow 15 minutes for discussion and 15 minutes for sharing.


Session 5: Step 5, Preparing Adaptation Plan and Strategy

DESCRIPTION The completion of Step 4 has resulted in a priority list of consequences and prospects for LED for which adaptation action can be developed. Step 5 is the preparation of a CCA/DRRM strategy for the LGU’s tourism sites

DURATION 4 hours

PROCESS

Input/ Presentation

(15 minutes)

Deliver the slides provided for Step 5, which provide an overview of all the tasks involved in preparing the CCA/DRRM strategy.

Workshop

(45 minutes)


Purpose:EstablishCCA/DRRMadaptationplanningprinciples

1. In their respective groups, ask participants to

• Compile a list of adaptation planning principles for the LGU’s CCA/DRRM strategy for its tourism sites


18


19


Workshop

(2 hours)


Purpose:DeveloprecommendedadaptationpoliciesandactionsfortheLGU’stourismsites

1. In their respective groups, ask participants to the top two consequences and prospects identified and:

• Develop the CCA/DRRM policies and actions the LGU should adopt or engage in

• Assign a time frame for implementation, e.g. short-, medium- and long-term (short term: 1-3 years, medium term: 3-5 years, long-term: more than 5 years)

• Decide who should be responsible for implementing these policies and actions

2. Participants should reflect their outputs on meta cards, like in all activities

3. Stress that for the purposes of this workshop, participants should only work on the two most important consequences and prospects

4. In plenary reporting, discuss the possible advantages and disadvantages of the proposed policies/actions and point out possible problem areas (e.g., vague actions because of vaguely identified consequences, time frames that may not be feasible) as well as possible improvements (e.g.,inter-agencycollaboration,cost-sharing)

20


Example:

Workshop

(45 minutes)


Purpose:SettingprioritiesforCCA/DRRMpoliciesandactionsforLGUtourismsites

1. Discuss the overview slide provided for Workshop 5.3, which discuss community involvement to gather feedback on the proposed policies/actions.

2. Through another “dotmocracy” process, distribute 18 “sticky dots” to each participant, which they can put beside the policies/actions they value the highest. There is no limit on how many dots can be put beside any policy/action.

3. Participants are to play the role of the community, go around the room, view all the other groups’ outputs, and use their dots to “vote” on the policies/actions that they deem important.

4. After the voting, ask the groups to tally and present the results of the dotmocracy, noting if the “community’s” priorities are different from the LGU team’s priorities.

Table8.STEP5-PrepareAdaptationStrategy

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

21


Example:

Wrapping up

(15 minutes)

Go through the last slide for Step 5, which discusses the components of the CCA/DRRM strategy document that the 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


Session 6: Step 6, Adopt, Implement, Monitor and Review Adaptation Plan

DESCRIPTION Step 6 involves completing the CCA/DRRM plan and facilitating its implementation and incorporation into other relevant plans.

DURATION 1 hour

PROCESS

Input/Presentation

Go through the slides provided for Step 6, which discuss the main actions and considerations in getting the CCA/DRRM strategy approved and incorporated into relevant plans. This portion also discusses the importance of identifying indicators and milestones to be used in monitoring and evaluating implementation progress.

Briefly review the six-step process and discuss the key messages provided.

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CLOSING SESSION/WRAP-UP WORKSHOP

DESCRIPTION This session will ask participants to consider what they have learned in the training and draw up initial plans to apply their learnings when they return to their respective jurisdictions.

DURATION 2 hours

PROCESS

Workshop Conduct the wrap-up workshop

Purpose:Identificationofcriticalnextstepsinmainstreaming CCA/DRRM

1. In their respective groups, ask the participants to identify issues and barriers that they anticipate in mainstreaming CCA/DRRM in planning for tourism sites, considering what they have learned in the training.

2. Individually, ask the participants to prepare a simple six-month workplan on CCA/DRRM mainstreaming, identifying key activities and steps to address issues and barriers based on their present job.

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3. Ask group representatives to report the output of their group work, and a few participants to report their individual outputs.

Closing Session Depending on the preference of the overall facilitator or organizers, the Closing Session can consist of the following:

o Closing remarks

o Awarding of certificates

o Training workshop evaluation

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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 training’s Powerpoint presentations. Some slides from the presentation will appear or will be referred to throughout this section.

Module 1: CCA/DRRM in Local Planning

Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP

The Philippines will always be prone to natural disasters because of its location in the Pacific Ring of Fire and typhoon belt. Furthermore, climate change is making the risks greater. The Global Climate Risk Index has identified the Philippines as among the top 5 countries most affected by extreme weather events for the period 1994-2013. For the specific year of 2013, the year of Typhoon Haiyan (Yolanda), the Philippines landed on top of the list.

With this ever-present and increasing threat of climate-related disasters, it is imperative that local development planning should now be done using the additional lenses of CCA/DRRM. National laws also mandate mainstreaming climate change planning in all LGU plans, from major plans such as Comprehensive Land Use Development Plan (CLUP) and Comprehensive Development Plan (CDP), down to sectoral plans such as tourism. Local development investment plans should also factor in CCA/DRRM to ensure that funding is earmarked for its proper implementation.

Developing new plans and executing them can be challenging—causing delays to projects and even driving up existing budgets. However, planning proactively for climate change will pay off in the long run.

The figure below shows the recommended approach of the DILG Bureau of Local Development in mainstreaming thematic concerns like climate change. It identifies key work areas or processes where mainstreaming should take place.

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Applying this to climate change planning can mean the following:

Integrating into the existing database

o Aside from the minimum requirements set by various guidelines, the Ecological Profile should include local weather data, results of vulnerability assessments, hazard assessments, hazard maps, climate change projections, and other pertinent information that would help in situation analysis. It should also include sensitivity analysis, exposure analysis and adaptive capacity analysis of the LGUs to CCA/DRRM.

Including the planning structure and processes

o LGUs may organize relevant sectoral committees or a multi-secto-ral functional committee, that should include a scientific advisor to help in the understanding of the science of climate change, pro-jected regional impacts, etc.

Translating into reviewable documents

o LGUs located in highly vulnerable areas or are considered at risk should all the more include M & E as a component of planning.

Integrated intoExisting

Database

•The Rationalized Local PlanningData Set

• Introduction of theme-specifictools andmethodologies

•Creation ofPlanningSub-groupsfor eachthematic concern

•Harmonize orIntegrateThematic Plansinto the CDPand the CLUP

•Creation ofReview andMonitoringsystems forThematic Plans

•Adoption ofenablinglegislations

•Long terminvestmentprogramming

•BudgetLinkage fromexternalsources

Include in the Planning Structure

and Processes

Translate intoReviewableDocuments

Provide the Necessary

Authority Levers

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Providing the necessary authority levers

o Adoption of CCA-DRR sensitive Tourism Development Plano Prioritize DRRM-CCA programs and projects into the LDIP and AIPo Prepare project briefs that will be included in the LDIP. o Allocate funds for PPAso Provide sufficient budgetary allocation for DRRM programs and

projects listed in the LDIP and AIP

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 LGU’s constituents will be in this era of climate change consequences.

Basic Planning Process

Different national agencies have issued their own guidelines on CCA, DRRM, tourism, and local planning. The purpose of this training is not to duplicate or reinvent these guidelines, but to familiarize participants on the key concepts and principles (e.g. assessing risks and consequences, devising adaptation strategies) that are essential to developing effective local plans.

Local plans should adequately reflect climate change considerations through inclusion of adaptation strategies in key programs or activities; rather than merely paying it lip service in a specific section of the plan.

A typical planning process is characterized by the following stages:

Preparatory Stage

Situation Analysis

Action/Dev’t Planning

Implementation

Monitoring & evaluation

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Plans follow a cyclical process, as they get implemented, evaluated, reviewed, and subsequently revised.

Looking at the officially prescribed procedures in formulating CLUPs and CDPs, we can see that even though the specific steps may vary, they also follow the same general planning flow.

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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.

Workshops for Module 1:

Workshop 1 The Current Reality

Workshop 2 The Blind Side

Facilitator’s Notes

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Module 2: Tourism and LED in the Face of Climate Change

Session 1: Tourism, climate change, and LED

Some key tourism terms

The United Nations World Tourism Organization (UNWTO) defines tourism as the act of "...travelling to and staying in places outside a person’s usual environment for not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited.”

Tourism development is primarily about DESTINATION development— making the tourist site a place that tourists want to stay in, visit, and engage in activities that will make them want to spend and make an impact on the local economy. This work also includes destination marketing, transportation and accessibility.

The “destination” is the central concept of the National Tourism Development Plan (NTDP). Destinations may be described, analyzed, or planned for in the following ways:

• Tourism Sites are the specific places that contain existing natural or man-made attractions, or areas for potential development or enhancement for tourism. The tourism site is the smallest and most basic tourism development planning unit.

• Tourism Development Areas (TDA) consist of one or more tourism sites, located close enough to each other that they may be planned, developed, and marketed collectively as a destination (you are encouraging the people to go to the TDA – the TDA becomes the destination)

• Tourism Destination Cluster (TDC) is made up of one or more TDAs associated with a common regional gateway (airport).

When does a place become a “tourism site?”

Places with natural, cultural, and historic attractions become tourist sites and destinations only when they are developed and made available for the use and enjoyment of visitors. Tourism development focuses on building or improving sites so that tourists can best experience the attractions of a place.

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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 flourish—where 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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• Can be used to guide private investors in identifying sites within the destination where there is likely demand for hotels, restaurants, souvenir shops, convention facilities, etc. and other tourist enterprises.

• Allows the industry value chain to be mapped out, and shows the current and potential locations of various tourism enterprises in the area. In turn, these help in identifying the human resource development needs and priorities of the sector.

• Directs LGUs and national government agencies to specific sites, communities and routes where their programs and services are most needed and can be most effective.

• Allows stakeholders to identify and map out the opportunities and constraints for women and the poor to participate in tourism employment, entrepreneurship, and governance.

• Helps guide local land use and infrastructure planning in identifying development priorities that will ensure that the local tourism industry has the necessary roads, ports, power, water, and other infrastructure requirements.

• Facilitates the identification of tourism sites that are vulnerable to disaster and climate change.

The main components of the LGSP-LED local projects are designed topromote investments and employment along the tourism circuits.

The tourist is asking: where do I go? How do I get there? What should I do after?Whereelsecan Igo?Tourismcircuitdevelopmentseeks toaddressthosequestionsinawaythatgenerateslocalemploymentandcontributesto the local economy.

LED-ENABLING POLICIES, PROGRAMS, STRUCTURES, and SYSTEMS

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Climate change and tourism

At the Second International Conference on Climate Change and Tourism in Davos, Switzerland organized by United Nations (UN) World Tourism Organization (WTO), UN Environmental Programme and the World Meteorological Organization (WMO), among the major agreements were:

• CLIMATE is a key resource for tourism and the sector is highly sensitive to the impacts of climate change. It is also estimated to contribute some 5% of global CO2 emissions;

• TOURISM will continue to be a vital component of the global economy, an important contributor to the Millennium Development Goals and an integral, positive element in our society

Climate change impacts will affect tourism in many ways.

Coastal/island destinations are highly vulnerable to impacts of climate change because most of the infrastructure is located within a short distance from the coastline.

Another major factor is the strong seasonality of beach tourism, which means that the peak tourist season coincides with low water supply during dry seasons. Water management and environmental issues are aggravated.

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Nature-based destinations will also be affected, as mountain landscapes and ecosystems are very vulnerable to climate change.

However, in some places, there may be opportunities for outdoor activities if summer or dry seasons lengthen. As such, there may be adaptation options for developing alternative activities in natural areas.

It is also important to recognize that the tourism industry also contributes to greenhouse gas emissions.

“In 2005 transport generated the largest proportion of CO2 emissions (75%) from global tourism, with approximately 40% of the total being caused by air transport alone. Emissions from accommodation and activities were estimated to be substantially lower than transport emissions, but emissions from the accommodation sub-sector are also not negligible.”

Climate Change and Tourism: Responding to Global Challenges, UNEP-WTO, 2008

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Tourism industry musts

To prepare and adapt to anticipated climate change impacts, the tourism industry in general as well as tourist destinations in particular must implement concrete measures to:

• mitigate climate change throughout the tourism value chain • reduce risk to travellers, operators and infrastructure due to dynamic

climate variability and shift• promote investments to reduce the carbon footprint of the entire

tourism sector• integrate tourism in the formulation and implementation of regional,

national and local level adaptation/mitigation strategies and plans • strive to conserve biodiversity, natural ecosystems and landscapes

in ways which strengthen climate resilience and ensure a long-term sustainable use of environmental resources of tourism, particularly:

o ‘Earth lungs’ or carbon sinks that sequester greenhouse gas emissions

o resources that protect coastlines (e.g., mangroves and coral reefs)

• seek increasingly carbon-free environments by diminishing pollution• implement climate-focused product diversification, to reposition

destinations as well as to foster all-season supply and demand.• raise awareness among customers and staff on climate change

impacts and response processes.

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Session 2: Responding to climate change in the tourism sectorAdaptation and mitigation

When talking about climate change planning, the two main directions/actions are climate change mitigation and climate change adaptation.

Mitigation activities: reduce the greenhouse gases in the atmosphere, so that the earth does not overheat; reduce the use of fossil fuels; reduce emissions from landfill; promote land use changes to save energy

Adaptation activities: reduce impacts of climate change already underway and expected; prepare for extreme weather conditions - heat and drought; prepare for changes in sea level

Both mitigation and adaptation are obviously needed. Many municipalities have made great inroads into mitigation, and saved some money in the process.

In recent years, attention on adaptation actions has been increasing, as the need to adapt increasingly becomes urgent. Climate change scientists are unequivocal on the fact that, even if we stopped emitting greenhouse gases into the atmosphere today, we would still have to adapt for the next 100 years.

Below are some mitigation and adaptation activities that may be done in the tourism industry.

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Some local experiences in adaptation

In some areas, mangrove protection/rehabilitation go hand-in-hand with tourism. Mangrove areas are developed for tourism purposes. This provides supplemental income for locals (as tour guides, boatmen, caterers, souvenir-makers, etc.) and adds motivation for communities to protect the mangroves.

A vulnerability assessment facilitated by Conservation International for the Verde Island Passage yielded information on the various ecological and human vulnerabilities of the area to climate change. The information was used in planning/identifying priority adaptation actions.

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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.

An architecture and master planning firm advocates designing and developing projects that respect the natural environment and adapt to climate change impacts.

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Promoting the wider use of electric vehicles, especially in mass transport, contributes to lessening air pollution and greenhouse gas emissions.

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Module 3: CCA/DRRM Planning Process

Introduction: The language of climate change

These are the most important terms/concepts that you will encounter throughout the planning process. It is important to understand the differences between the concepts and their relationship to each other to be able to go through the planning process effectively.

• Climate change: prolonged change in temperature, wind pattern or precipitation

• Climate change has impacts: more typhoons, sea level rise, heat• Impacts have risks or opportunities: salt water intrusion, drought,

floods, agriculture at higher elevations• Risks have consequences: damage to infrastructure, homelessness,

diseases• Opportunities have prospects: more diversified agricultural industry

There are many different terms used in the arena of climate change (e.g. climate change stressors or impacts; climate change vulnerabilities or risks). For our purposes, it is important to use a simple set of terms consistently. This training workshop uses one set of terms only to help people understand the risk assessment process.

[Example, graphic, to be fixed during layout]:Impact (Sea level rise) – Risk (saltwater intrusion) – Consequence (drinking water problems) Impact (heat) – Opportunity (agriculture at higher elevations) – Prospect (more diversified agriculture)


Risks Consequences


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CC Impacts CC Risk / Opportunity Consequence / Prospect

Higher temperatures

Drought Crop failure (-)

Increase in pest & diseases (-)

Increase incidence of dengue, malaria and other vector-borne diseases (-)

Increased intensity of typhoons

Flooding Damage to infrastructure (-)

Damage to agriculture (-)

Increase incidence of leptospirosis (-)

Storm surge Damage to infrastructure (-)

Deaths (-)

Sea level rise Salt water intrusion

Decline in the quality of water sources for domestic and agricul-tural uses (-)

Inundation of coastal areas

Damage to infrastructure and homes (-)

Increased area of wetlands

Expansion of aquaculture (+)

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.

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The six steps of CCA planning

It will take an LGU 12-18 months to develop a climate change strategy, following the six-step process of CCA planning. But depending on the current situation of the LGU, some of the steps may have already been done or partially done, thereby shortening the timeframe. In any case, you should keep in mind that the time spent on planning is an “investment” towards successful implementation of the plan. Getting political and community support, for example, can be a lengthy process, but well worth the time considering its importance.

Distribute copies of this illustration to all participants, and/or print a poster-size copy and display prominently throughout the workshop

6.1 Obtain council approval of climate change action plan6.2 Develop implementation strategy6.3 Incorporate adaptation in plans, policies, and budgets6.4 Establish key indicators and milestones6.5 Review climate change action plan

Adopt, Implement, monitor, and review adaptation plan

5.1 Establish adaptation planning principles5.2 Specify adaptation policies and actions5.3 Prioritize policies and actions5.4 Prepare program gap analysis5.5 Assign responsibility to act5.6 Draft climate change action plan

Prepare adaptation plan

4.1 Assess risks4.2 Assess opportunities4.3 Prioritize risks and opportunities4.4 Evaluate municipality’s adaptive capacity

Assess risks and opportunities

3.1 Develop inventory of climate change impacts3.2 Document consequences and prospects3.3 Review inventory with community3.4 Revise inventory

Scope potential impacts

2.1 Gather scientific knowledge2.2 Obtain community knowledge2.3 Build climate change scenarios

Analyze how local climate will change

The Six Steps of Climate Change Adaptation Planning

Get Started1

1.1 Build public, political, and staff awareness1.2 Identity champion1.3 Create interdepartmental team1.4 Determine stakeholders and engagement process1.5 Get LGU commitment1.6 Notify departments and agencies

2

3

4

5

6

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Session 1: Step 1, Get started

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 Build Public, Political and Staff Awareness

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 locality’s 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 forinteraction likemeetingsandevents, feedback fromcommunitymemberson the climate change impacts that they have observed or experienced may alsobesolicited.ThisinformationwillbeusedinStep2.)

Get Started1 1.1 Build public, political, and staff awareness

1.2 Identity champion1.3 Create interdepartmental team1.4 Determine stakeholders and engagement process1.5 Get LGU commitment1.6 Notify departments and agencies

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1.2 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 mayor’s 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 Create LGU team

1.4 Determine stakeholders and engagement process

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 Get LGU commitment

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1.6 Notify departments and agencies

The team should be formally convened and officially supported by the LGU, as it would be using up staff time, budget, and other resources of the local government. The agreed upon process, timeline, and responsibilities should be put on record and officially endorsed/declared, perhaps through a council resolution. The resolution should then be disseminated to all the LGU offices, pertinent regional offices of national agencies, civil society partners, and other relevant stakeholders.

Workshops for Session 1 (Step 1):

Workshop1.1 IdentifytheCCA/DRRM/tourismchampion(s), stakeholders, planning team

Workshop 1.2 List tourism sites, service centers, developments in the pipeline


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Session 2: Step 2, Analyze how local climate will change

2.1 Gather scientific knowledge

2.2 Obtain community knowledge

2.3 Build climate change scenarios

Information on the kind and extent of climate change expected in the area is the essential foundation towards knowing what type of actions can be done to address them. Knowledge can come from various sources.

Scientific knowledge can come from government reports, studies done by various local and international institutions, and research done by local universities, among others. These sources can supply information on past climate trends as well as projections for the future.

Community knowledge is also an important part of the body of knowledge needed for CCA/DRRM planning. Communities can relate climate changes they are already experiencing and may even identify specific areas where these changes are most felt. Recollections from the community elders will also give some perspective on the extent of the changes observed over time.

From the information gathered in Steps 2.1 and 2.2, climate change scenarios can be developed. Climate change scenarios are predictions about what the climate will be like, usually done in different timeframes (e.g., by 2020, 2050 and 2100).

In the Philippines, climate projections may be obtained from the Philippine Atmospheric, Geophysical, and Astronomical Services Administration (PAGASA) of the Department of Science and Technology (DOST). LGUs may coordinate with PAGASA for climate forecasts and outlooks for typhoons and storms, storm surges, typhoons and droughts. In addition to the regular services provided by PAGASA, DOST’s Project NOAH (Nationwide Operational Assessment of Hazards) is also working to generate more extensive data

2.1 Gather scientific knowledge2.2 Obtain community knowledge2.3 Build climate change scenarios

Analyze how local climate will change

2

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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.

PAGASA’s website (www.pagasa.dost.gov.ph) provides an overview of climate trends and projections for the Philippines:

• seasonal temperature change• seasonal rainfall change• extreme temperature events• extreme rainfall events

These projections are available on a nationwide and regional scale. However, for more detailed analysis and assistance in interpreting the information, LGUs can coordinate directly with PAGASA or seek the help of academic or scientific institutions. Some LGUs are also coordinating with PAGASA in installing automatic weather stations (AWS) in their localities to facilitate local weather data collection and analysis.

Figure1.MeanTemperatures,PAGASAProjections

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PAGASA developed the Philippine’s climate projections following the emissions scenarios of Intergovernmental Panel on Climate Change (IPCC). Some of the key findings are (“Climate Change in the Philippines” 2011):

• All areas of the Philippines will get warmer, more so in the relatively warmer summer months;

• Annual mean temperatures (average of maximum and minimum temperatures) in all areas in the country are expected to rise by 0.9°C to 1.1°C in 2020 and by 1.8°C to 2.2 °C in 2050;

• Substantial seasonal rainfall change are expected in some areas, making the dry seasons drier and the wet seasons wetter, thus increasing the likelihood of both droughts and floods;

• The northeast monsoon season rainfall is projected to increase, particularly for areas characterized by Type II climate with potential for flooding enhanced;

• During the southwest monsoon season, larger increases in rainfall is expected in provinces in Luzon (0.9% to 63%) and Visayas (2% to 22%) but generally decreasing trends in most of the provinces in Mindanao in 2050;

• However, projections for extreme events in 2020 and 2050 show that hot temperatures (days with maximum temperature greater than 35°C) will continue to become more frequent; number of dry days (days with less than 2.5mm of rain) will increase in all parts of the country, and heavy daily rainfall (exceeding 300mm) events will also continue to increase in number in Luzon and Visayas.

The body of knowledge that will be generated from this step can also be used in developing information materials, and in conducting climate change awareness activities.

Workshops for Step 2:

Workshop2 DevelopclimatechangescenariosfortheLGU


"The warnings about global warming have been extremely clear for a long time.Wearefacingaglobalclimatecrisis.Itisdeepening.We are entering a period of consequences.”- Al Gore

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Session 3: Step 3, Scope potential impacts

Knowing the climate change scenarios for a particular locality makes it possible to anticipate possible impacts across a range of systems or sectors in the area. Figure 2 shows an overview of anticipated climate change impacts around the world. Note that the Philippines is located within the areas identified as climate change hotspots, at risk of sea level rise and coral reef degradation. Virtually everything south of Manila is a climate change hotspot (dotted circle). Other identified effects of climate change are forest fires, increasing frequency or intensity of typhoons, impacts on fisheries, changes in ecosystems, and negative agricultural changes.

Figure 2. Climate in Peril, Asia

Source:UNEP,2009

3.1 Develop inventory of climate change impacts3.2 Document consequences and prospects3.3 Review inventory with community3.4 Revise inventory

Scope potential impacts

3

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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.

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.

Climate Change Impact

Risks Opportunities

1. Extreme weather events

a. floodingb. Property damagec. Landslided.

a.

b.

c.

d.

4. Sea level rise a. Wave uprush damageb. Increased shore floodingc.d.

a. More harbor draughtb.c.d.

3. Increase in summer temperature

a. More evaporation

b.

c.

d.

a. Longer growing season

b.

c.

d.

Table1.ClimateChangeRisksandOpportunities


Risks

Opportunities

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An important thing to remember here is that you are anticipating what the climate will be like in the future; you are NOT planning for the current situation. The risks and opportunities should be anticipated based on the climate projections obtained in Step 1, not on the impacts that have been experienced in the past or currently being experienced.

3.2 Document consequences and prospects

Now that you have determined the risks and opportunities posed by climate change impacts, the next step is to further fine-tune the analysis by identifying the specific consequences of the risks and the prospects that could arise from the opportunities.

For example, for the climate change impact of higher temperatures, one identified risk to the community may be droughts. In turn, the risk of drought may have several consequences, such as crop failure and increase in pests and diseases. On the other hand, longer drier seasons may be favorable to certain crop types, making it an opportunity rather than a risk and opening up some prospects for farming those particular crops.

In coastal tourism, the climate change impacts of sea level rise or increased rainfall could pose the risk of flooding, which in turn could lead to consequences such as damage to resorts and other tourism facilities.


Risks Consequences


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Climate Change Risk Consequences

1. Flooding a. Washed out roads

b. Basement flooding from sewer back-ups

c. Property destruction in flood plain

d. Weakening of bridge embankmentse.

2. Increased in shore flooding a. Damage to harbour facilities

b. Destruction of cottages/resort facilities

c. Loss of beaches

3. a.

b.

c.

Table 2. Climate Change Risks and Consequences

Climate Change Opportunities Prospects

1. Longer growing season a. Expanded range of cropsb. Introduce market gardeningc. Longer harvesting seasond. Reduced healing and drying cost

2. More harbour draught a. Larger boats can landb. Improved shipping contractsc. Reduced transportation costsd.e.

3. a.b.c.d.e.

Table3.ClimateChangeOpportunitiesandProspects

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3.3 Review inventory with the community

3.4 Revise inventory

When you have completed the risk-consequences and opportunities-prospects tables, these should be reported to the community in order to solicit their inputs. A series of barangay assemblies or stakeholder meetings could be organized for this purpose, especially in areas where the greatest risks and consequences were identified. If these assemblies are not feasible due to constraints in time and resources, the tables can be posted at public places or uploaded online to allow the community to give their feedback. (However, in Step 4, community meetings are very important and should be prioritized).

Feedback from the community can further pin down details like the specific location of the anticipated risks/consequences or the number of people who may be affected. Community stakeholders may also be able to contribute additional consequences or prospects.

Step 3 is a major part of the CCA/DRRM planning process, taking the general scenarios of climate change impacts and translating them into very relatable and relevant consequences that can be understood by people in the community. Results of this exercise will guide the directions and priorities of the adaptation actions that will be developed in Step 4.

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Facilitator’s 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.

In Step 4, the risks and opportunities will further be analyzed to determine just how they would affect the LGU.

Climate Change

ImpactsRisks Consequences


W-2 W-3.1 W-3.1 W-3.2 & 3.3


Workshop3.1 Identifyexpectedclimatechangeimpactsonthe tourismsitesandassociatedrisks/opportunities.

Workshop3.2 Identifyconsequencesofclimatechangerisks

Workshop3.3 Identifyprospectsofclimatechangeopportunities


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Session 4: Step 4, Assess risks and opportunities

Step 4 is the risk assessment portion of the process, which is a key part of DRRM. It involves evaluating or assessing the risks-consequences and opportunities-prospects developed in Step 4 in terms of risks --the extent to which they are likely to affect the area or municipality—and of opportunities --the economic values they are likely to deliver. This step also involves identifying the risks that will be prioritized for which adaptation strategies will be developed in Step 5.

There are various approaches to risk assessment, some of which present assessments as a complex set of mathematical tables. This approach makes the assessments appear more precise than it actually is; in reality, assessments are based on a series of value judgments and assumptions.

Assumptions, values and priorities are subjective and affect how individual people assess risks. Different people and communities have different priorities. For example, an engineer may be more concerned about how flooding will affect bridge supports, while residents may be concerned about how their homes will get flooded or their beach disappearing.

To promote efficient planning as well as community involvement and support, there is a need for a straightforward approach that can be applied at the community level. An understandable approach is needed, not one where numbers give the appearance of accuracy. The processes discussed in Steps 4.1 to 4.4 aim to provide such an approach. The assessments are done by the municipal CCA/DRRM team or council; then the results are presented to the community for feedback.

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.

4.1 Assess risks4.2 Assess opportunities4.3 Prioritize risks and opportunities4.4 Evaluate municipality’s adaptive capacity

Assess risks and opportunities

4

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4.1 Assess risks

Table 4 provides a template that may be used for this substep. Each consequence identified in Step 3 (and listed in Table 2) is assessed by assigning a rating of high (H), moderate (M), or low (L) based on its frequency, damage, and expected adaptation cost. Using H/M/L rankings instead of numerical values keeps the RA straightforward and avoids the perception of “high accuracy.”

Table 5 shows an example of a filled-up risk assessment table. The table would then be rearranged based on the results, with the consequences that are high in frequency and damage but low in adaptation cost placed at the top of the list; and the consequences that are low in frequency and damage but high in adaptation cost put at the bottom. The items topping the list indicate what should be prioritized by the municipality. However, decisions on final prioritization could still change during subsequent planning exercises and community consultations.

Table 5. Risk Assessment

Risk Consequence Frequency Damage Adaptaion Cost

Flooding Washed out roads

M H M

Flooding Basement flooding from sewer back-up

H H L

Flooding Property destruction in flood plain

H H H

Flooding Weakening of bridge embankments

L M H

Table 4. Risk Assessment TemplateRisk Consequence Frequency Damage Adaptaion Cost

Name of risk Name of consequence

High - HMedium - MLow - L



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4.2 Assess opportunities

Similar to the risks, the opportunities and corresponding prospects developed in Step 3 (and listed in Table 3) also need to be assessed. High, moderate, and low ranking scales are also used, but this time, the opportunities-prospects are assessed in terms of their economic value and ease of implementation. Rearranging the results of this table according to the rankings will reveal the prospects that are relatively easy to implement but deliver the greatest economic value. These are the opportunities and prospects that the municipality should consider pursuing. Tables 6 and 7 show the template and a sample opportunity assessment.

Table 7. Opportunity Assessment



Longer growing season

Expanded range crops

M L


Introduce market gardening

H L


Longer harvesting season

M H


Reduced heating and drying costs

H H

Table 6. Opportunity Assessment Template



Name of Opportunity

Name of prospects



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4.3 Prioritize risks and opportunities

This step involves priority-setting decisions which entails presenting and sharing the results of Steps 4.1 and 4.2 to the community and other stakeholders. Setting priorities is not only a technical exercise; it has to include community perceptions and values, aside from the opinions of officials and technical experts. This public process will also serve to get consensus and facilitate community understanding and support.

This is best done using a two-stage community workshop. In Stage 1, the participants review the risk assessment of the consequences and the assessment of the prospects. Participants are divided into groups and given separate sets of consequences and prospects to review. The groups will discuss the consequences and decide if the rankings assigned need to be revised. Their findings, including the proposed revisions, will be reported to the plenary.

Stage 2 is the priority setting exercise. This can be done through a process dubbed as “dotmocracy.” This is easily done and gives all the participants equal voice in the process. In dotmocracy, the revised tables of consequences and prospects are displayed prominently in the workshop area. Each participant is given a certain number of small sticker dots. Participants place dots next to the consequences and prospects that they think should be prioritized. They can choose to place multiple stickers in just one consequence, or distribute their votes across various consequences. Results are readily seen at the end of the exercise; it is easy to spot the items with the most number of dots. The order of consequences and prospects are then rearranged to reflect these results.

At the end of Step 4, the CCA/DRRM team/council would have a detailed inventory of climate change risks, consequences, and prospects that reflect both scientific and traditional/community knowledge, and give an indication of the community’s priorities. These results are not the final set of priorities, but they will be the basis for the actual CCA/DRRM planning that will be done in Step 5.

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4.4 Evaluate municipality’s adaptive capacity

The assessment of the consequences and prospects facing the municipality provided an initial prioritization of the most urgent or needed interventions that will address the municipality’s CCA/DRRM concerns. Consequently, the municipality would have to evaluate its internal capacity to implement these interventions.

Local governments have different capacities; their capacity affects their ability to carry out adaptation actions. It will not help to propose programs that your LGU cannot deliver on.

In evaluating your municipality’s adaptive capacity, these are a few helpful questions to consider:

• Do current plans and programs consider CCA and DRRM?• Have previous design standards included excess capacity?• What is the current capital budget?• Has LGU already acted to adapt to natural disasters?

This assessment is done by the municipal CCA/DRRM team/council.


Workshop4.1 AssessandprioritizetheconsequencesoftheLGU’s top CC risk to the tourism circuit

Workshop4.2 AssessandprioritizetheprospectsoftheLGU’stopCC opportunity to the tourism circuit

Workshop4.3 PrioritizetheCCconsequencesandprospectsfor tourism circuit development

Workshop4.3 EvaluatetheadaptivecapacityoftheLGU


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Session 5: Step 5, Prepare adaptation plan

5.1 Establish adaptation planning principles

A set of planning principles that has been approved by all stakeholders is useful in setting the tone and providing general guidelines to the planning process. Planning principles can also be guided by national policies or legislation as well as the LGU’s vision, mission, and goals.

In the specific context of CCA/DRRM, some useful planning principles can include:

• work in partnership with private sector and other community members

• focus on policies and actions for priority consequences and prospects• strive for actions with multiple benefits• phase implementation• avoid actions that “shift the problem” to other jurisdictions

5.2 Specify adaptation policies and actions

In this step, the planning group uses the lists of risks and opportunities developed in Steps 3 and 4 as basis for identifying the specific actions or policies needed to enable adaptation. These actions and policies are the core of the adaptation plan and will cut across various sectors, so it is important that all members of the multisectoral planning team are involved.

5.1 Establish adaptation planning principles5.2 Specify adaptation policies and actions5.3 Prioritize policies and actions5.4 Prepare program gap analysis5.5 Assign responsibility to act5.6 Draft climate change action plan

Prepare adaptation plan

5

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Adaptation can also take on a wide range of dimensions:• Can include “hard” (e.g., building flood control structures) and “soft”

(e.g., capacity building) measures.• Can include infrastructure or technology solutions (e.g., building

flood-control facilities) or ecosystem-based approaches (e.g., planting of mangroves or beach forest species)

• Can be reactive to address immediate risks or proactive to reduce long-term vulnerability

• Can range from large-scale projects implemented by the national government to small-scale initiatives done at the household or community level

Some adaptation measures may already be happening in the municipality, and only need to be enhanced, scaled up, or replicated in other areas. Extensive research or networking will be useful in identifying adaptation actions, as planners can use the experiences in other areas to assess the feasibility of various measures in their own municipality.

5.3 Assign responsibility to act

At this stage, it also becomes possible to assign responsibilities for implementing the identified programs. For some of the items in the list, it may simply be a matter of specifying which municipal office is in charge of implementation. More likely, however, many will require coordination between or among various offices, government agencies, barangays, communities, private sector, and other partners. In such cases, it is important to not only identify the focal office or person in-charge, but also to convene remaining players so everyone can agree on the commitment level, implementation timeframe, and specific roles and responsibilities.

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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

5.4 Prioritize policies and actions

In this step, the preliminary list of policies and actions drawn up by the planning team are presented at community workshops and other stakeholder meetings for feedback. Similar to the process followed in Step 4, community members can review the list of adaptation measures in the first stage of the workshop. The planning team should endeavor to present the list as comprehensively as possible to ensure that community members understand the reasons for selecting those particular options, as well as the pros and cons of the proposed measures.

During the second stage of the workshop, community stakeholders can select their priorities through the dotmocracy process.

5.5 Prepare program gap and analysis

This step, mostly done internally within the municipal CCA/DRR team, involves going through the prioritized adaptation actions and policies to see how they would fit into existing programs and how they can be funded or implemented. The team should conduct a scan of ongoing initiatives at the municipal, provincial, and local governments to identify opportunities for partnerships or funding. Funding can also come from the private sector.

This also becomes an opportunity to see how “climate-proof” the municipality’s programs are, and how the identified adaptation actions can further promote climate proofing.

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5.6 Draft CCA/DRRM Strategy

With the major components already completed, it is now possible to draft the actual CCA/DRRM strategy. This document typically contains the following:

• Local climate change scenario• Scoped local CC impacts• Prioritized list of consequences and prospects of risks and

opportunities• Map showing priorities• Adaptation planning principles• Table of recommended adaptation policies and actions in priority

order, with implementation responsibility, timeframe and fit with existing program(s) (if applicable)

• Appendiceso Membership of inter-LGU teamo Community engagement processo List of key stakeholderso Inventory of risks and opportunitieso Inventory of consequences and prospectso Gap analysis of programs useful for adaptation actions

The draft CCA/DRRM strategy should then go through a final round of consultation and validation with communities and other stakeholders, especially those who were part of the earlier processes. The plan should also be displayed prominently in public places and posted online for easy access and feedback. Given that each step of the process leading up to the strategy itself has been transparent and open to feedback, there should be very few changes to the draft at this stage.


Workshop5.1 Compilealistofadaptationplanningprinciples

Workshop5.2 DevelopCCA/DRRMpoliciesandactions

Workshop5.3 PrioritizeCCA/DRRMpoliciesandactions


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Session 6: Step 6 Adopt, implement, monitor and review adaptation strategy

Step 6 essentially involves shepherding the draft CCA/DRRM strategy as it goes through official approval, integration into local development/ sectoral plans, and actual implementation. Completing the plan was a major undertaking, but unless it is actually reflected in the LGU’s programs and implemented on the ground, it will remain a mere document.

6.1 Obtain formal approval of the CCA/DRRM plan

The plan should be endorsed for formal approval by the municipal council and submitted to the provincial government as well as national agencies like the Climate Change Commission. The LGU’s official approval will ensure that the plan is endorsed as the main framework or guide in mainstreaming CCA/DRRM concerns in other development plans.

6.2 Develop implementation strategy

Following the formal approval of the plan is the development of an implementation strategy. This will involve many departments or offices. Below are some of the considerations in developing the implementation plan:

• Funding for priority actions• Actions with quick results• Impacts on budgets and operations of various LGU departments• Role of other agencies and NGOs• Role of private sector• Gaps in program funding/new funding sources• Actions community can take• Timelines for various actions

6.1 Obtain council approval of climate change action plan6.2 Develop implementation strategy6.3 Incorporate adaptation in plans, policies, and budgets6.4 Establish key indicators and milestones6.5 Review climate change action plan

Adopt, Implement, monitor, and review adaptation plan

6

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The implementation strategy can have either a short-term or medium-term horizon, or carried out at either community or municipal level. There may be aspects of implementation that will still need to be approved or funded; but some, such as those involving communities or civil society partners, may proceed relatively quickly.

6.3 Incorporate adaptation in plans, policies and budgetsThe responsibility of implementing the CCA/DRRM plan does not rest with only one office or department, even if it was developed for a specific sector like tourism. This makes it necessary to incorporate the contents of the plan in other official documents such as the mandated annual DRRM plan, local development plans, land use plans, investment plans, and coastal resource management plans. It will also help guarantee that the programs and activities are funded, pursued and executed.

The CCA strategy should be integrated in the two major plans of the LGU, namely Comprehensive Development Plan (CDP) and Comprehensive Land Use Plan, in order that CCA concerns are reflected in the medium-term and long-term programs of the municipality. This will also pave the way for securing funding in the LGU’s annual investment plans.

It is in this stage that the effort to go through a collaborative and participatory planning process really starts to pay off. Because the relevant offices and stakeholders have been involved in the process, they have a sense of ownership of the plan and a good grasp of what it contains, as well as its implications to their own plans and budgets. Communities will also be more interested to participate if they have been part of the process.

6.4 Establish key indicators and milestones

Developing an implementation strategy involves determining key indicators and milestones. Indicators track the progress of the implementation, while milestones reflect the target dates for completion of key indicators. Some examples of indicators are:

• Key indicators for policieso policies adoptedo policies incorporated into appropriate documento policies communicated to the public

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• Key indicators for actionso project plans finalizedo contractor hiredo shovel in the ground

Indicators and milestones are essential in monitoring the progress of the plan, measuring impacts, and generating information for reports.

6.5 Review CCAP

A comprehensive and well-developed CCA plan can provide guidance in developing LGU plans for several years, but it is recommended that the plan be reviewed approximately every five years. Some of the factors that could prompt a review of the CCA plan are:

• new information could require review of cc impacts, risks/consequences and opportunities/prospects

• new government programs could help in implementation• implementation could move faster or slower than expected

Similar to the original planning process, the review process should be multisectoral, participatory, and guided by scientific and community knowledge.

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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%20Philippines%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/wp-content/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, Sönke, 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., Gössling, 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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