A Trainers Handbook in Tourism Circuit Planning CCA DRRM PDF

Training Workshop on Climate Change Adaptation and Disaster Risk
Reduction Management in Tourism Circuit Planning: A Trainers Handbook
1
message
Climate change is generally viewed as the single most important factor

shaping the type of plans, policies, and projects that all Philippine local
governments are and will be implementing. It affects communities and
industries, tests the capacities of provinces, cities, and municipalities
to keep people, livelihoods, and property out of harm and address their
exposure to disaster risks.
The Department of the Interior and Local Government (DILG) has been at
the forefront in enabling local governments to adapt to climate change and
manage disaster risks. It works with local stakeholders in raising the level of
disaster preparedness n each community at all times.
Through its partners, DILG has trained local chief executives (LCEs) and
officers across the country in climate change adaptation and disaster
risk reduction and management (CCA-DRRM). It also rallied national
government agencies and development partners to work closely together
in harmonizing CCA-DRRM assistance for LGUs. The Department created
the necessary mechanisms and policies enabling CCA-DRRM mainstreaming
local governance.
In addition, DILG has developed tools such as manuals, guidebooks, and

journals that LCEs and CCA-DRRM officers to guide LGUs in becoming
disaster-resilient and climate change-adaptive. These tools encompass
CCA-DRRM planning, journaling disaster preparations, are recovery and
rehabilitation protocols, including building back better communities,
among others.
One of the tools is the CCA-DRRM Management in Tourism Circuit
Planning: A Trainers Handbook, a publication developed with support from
Government of Canada through the Local Governance Support Program for
Local Economic Development (LGSP-LED). Tourism is among the drivers of
local economic growth and this Handbook guide LGUs in making Filipino
communities and livelihoods safe and resilient in the tourism sector.
This Handbook is a tool for local trainers and planners to use innovative
approaches; provide more accurate and relevant advice to their chief
executives and policy makers; and, mainstream CCA-DRRM in LGU policies,
plans, and programs in the local tourism industry.
We express our appreciation to the Government of Canada for their support

as well as the Canadian Urban Institute (CUI) and Colleges and Institutes
Canada for their expertise contributing to the substance and practicality of
this Handbook.
Mabuhay ang Pamahalaang Lokal!
Department of the Interior and Local Government

A Trainers Handbook Reduction Management in Tourism Circuit Planning:
message
When typhoon Yolanda hit the Philippines in November 2013, Canada was
already putting in place the pieces that made possible a rapid, life-saving,
whole-of-government response in support of the Philippine Government.
Canada was one of the first countries to respond to the crisis, providing
emergency relief items and deploying the Canadian Armed Forces' Disaster
Assistance Response Team (DART) to support relief efforts in the region,
distributing clean water, medical assistance and logistical support on Panay
Island. Through its Strategic Partnership with the Canadian Red Cross,
Canada supported the deployment of its field hospital based in Ormoc (Leyte
Province). In total, more than CAN$90 million was announced in response
to Typhoon Yolanda.
Beyond responding to natural disasters, the Government of Canada also

views reducing the impact of natural disasters as an integral component
of poverty reduction and sustainable development. Disasters threaten
livelihoods as well as international and national efforts to advance
development and eradicate poverty. Much can be done to build capacities
to reduce countries vulnerabilities to natural hazards so that hazards dont
turn into natural disasters, and damages and loss of life are minimized.
In the Philippines, Canadas development program aims to achieve

sustainable economic growth by improving the investment climate and
increasing the economic opportunities of poor women and men. An
important component of this program includes working with national and
local level of government to reduce the vulnerabilities to natural hazards and
incorporate disaster risk reduction (DRR) into national and local economic
development strategies. Such is the case with the Local Governance Support
Program for Local Economic Development (LGSP-LED), our collaborative
program with the Department of the Interior and Local Government (DILG),
which works to develop, harmonize and implement policies and programs
that will support the efforts of Local Government Units (LGUs) in their effort
to spur sustainable local economic development, attract investments and
create employment.
Since 2008, LGSP-LED has partnered with 134 LGUs (17 Provinces, 17
Cities, 100 Municipalities) to mainstream DRR-CCA in their economic
policies, plans, and programs, particularly for the tourism and agribusiness
industries. Canadian CCA-DRRM practitioners conducted planning missions
with selected LGSP-LED partner-LGUs. The results of these undertakings
contributed, among others, to the content and practicality of this CCA-DRRM
Management in Tourism Circuit Planning: A Trainers Handbook.
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 Trainers Handbook, the first local governance
publication to apply CCA-DRR in tourism development.
The handbook features three (3) modules: The first of which focuses on
how to mainstream CCA-DRRM in the LGUs Comprehensive Development
and Land-Use Plans. The second module provides case studies on how local
tourism industries are responding to climate change. A complete, step-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 Trainers 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 Davidsons 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 1

Target participants 1
Training overview 2
Session Guides 3
TRAINING CONTENT 22
Module 1: CCA/DRRM in Local Planning 25

Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP 25
Module 2: Tourism and LED in the Face of Climate Change 30

Session 1: Tourism, climate change, and LED 30
Session 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 43

Session 1: Step 1, Get started 44
Session 2: Step 2, Analyze how local climate will change 47
Session 3: Step 3, Scope potential impacts 50
Session 4: Step 4, Assess risks and opportunities 56
Session 5: Step 5, Prepare adaptation plan 61
Session 6: Step 6 Adopt, implement, monitor and
review adaptation strategy 65
Introduction
Planning for climate change adaptation (CCA) and disaster risk reduction
management (DRRM) are among the most important functions of local
governments. CCA and DRRM impact on various sectors such as agriculture,
infrastructure, and health, and can put the lives of people in peril. Planning
for CCA and DRRM is only one of many strategies that LGUs are mandated to
do. Given the risks that climate change and disasters pose to communities,
it is important that planning is done efficiently and effectively as possible.
This handbook provides a recommended process of developing plans for

CCA and DRRM in the context of pursuing through tourism. This process can
actually be followed to develop an overall CCA/DRRM plan for the whole
LGU, but for this particular training, we are applying the process to tourism.
The process consists of six key steps that should be undertaken with local
stakeholders.
Training using this handbook takes four days, although completing the entire
CCA/DRRM planning process can take within 12-18 months. This time frame
allows for important steps such as getting the support of local champions,
gathering relevant information, and securing the participation of the
grassroots communities.
The expected results of following the process can be used in integrating CCA
and DRRM in key LGU plans such as the Comprehensive Development Plan
(CDP) and Comprehensive Land Use Plan (CLUP).
Training Design
Objectives of the training workshop
To provide an overview of CC adaptation planning, including risk
assessment
To offer a practical and participatory process that local planners
can follow in developing for tourism circuit plan
To provide guidelines in integrating CCA/DRRM into tourism circuit
planning
Target participants
This handbook is intended for training or those who will be tasked to facilitate
the local tourism development. It is a companion/supplement piece of the
LED for LGUs Course, developed for training its local government partners.
1
Training overview
The training curriculum has three main modules. The first module lays
the groundwork for the need for CCA/DRRM and mainstreaming it in local
development plans, including those for specific sectors such as tourism. The
second module discusses key tourism concepts and the importance of CCA/
DRRM in tourism planning. Lastly, the third module takes the participants
through the six steps of the planning process using a learning and doing
approach.
Opening Session/Preliminaries
Module 1: CCA/DRRM in local planning

Session 1: Mainstreaming CCA-DRRM in the CLUP and CDP
Workshops 1 and 2
DAY 1
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
DAY 2-3
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 4
Closing Session/Wrap-up Workshop
2
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.
3
MODULE 1: CCA/DRRM In Local Planning

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 Group participants according to geographic (e.g. by province/

participants region) or thematic (e.g. by type of tourism offerings) criteria.
Number of groups will depend on the total number of
(10 minutes) 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 Conduct Workshop 1: Current Reality
(40 minutes) 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 LGUs plans.
3. Ask the groups to write their answers in meta cards and

choose a representative to report their groups 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 pointsa DILG resource
person may be tapped to provide feedback.
4
Workshop Conduct Workshop 2: The Blind Side
(40 minutes) 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 groups 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/ Deliver the session presentation Mainstreaming CCA/DRRM in

Presentation Local Planning. Point out to the participants that this training
workshop aims to offer a practical and action-oriented tool to
(1 hour) generate CCA/DRRM strategies that LGUs can then use/main-
stream in their local plans.
Allow some time for questions after the presentation.
5
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/ Deliver the session presentation Tourism, Climate

Presentation 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/ Deliver the session presentation Responding to Climate

Presentation 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 Ask a pre-identified participant or resource person to share

their LGUs tourism planning and development efforts (15
(30 minutes) minutes). In plenary, facilitate a short discussion on possible
ways by which the tourism planning efforts can be enhanced
using the CCA/DRRM lens.
6
Input/ End the days sessions by delivering the introductory slides

Presentation of Module 2 (The Language of Climate Change, The Six Steps
of CCA Planning). These slides ensure that the group agrees
(30 minutes) 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.
Risks Consequences
Climate
Change Impacts
Opportunities Prospects
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.
7
Workshop Conduct Workshop 1.1.
Purpose: Getting started
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
groups 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.
2. Ask the groups to write their answers in meta
cards and choose a representative to report their
groups discussions to the plenary.
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 workshops duration.
8
MODULE 3: The CCA/DRRM Planning Process As Applied In Tourism
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.
2. Ask the groups to write their answers in meta cards

and choose a representative to report their groups
discussions to the plenary.
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
9
PROCESS
Input/ Deliver the slides provided for Step 3, emphasizing the

Presentation concepts/definitions of climate change impacts, risks,
opportunities, consequences, and prospects. Go back to the
(30 minutes) Language of Climate Change slides if necessary.
Workshop Conduct Workshop 3.1
(1.5 hours) Purpose: Identify climate change impacts and associated

risks/opportunities
Identify expected CC impacts on the tourism sites in

the LGU
Identify all of the risks/opportunities for the
identified CC impacts
discussions to the plenary. Meta cards should stay
displayed or kept, because they will still be used in
succeeding steps.
3. Allow 60 minutes for discussion in groups and 30

minutes for sharing.
Example:
Table 1. Climate Change Risks and Opportunities
Climate Change Risks Opportunities

Impact
1. Extreme weather a. flooding a. Monsoon
events b. Property damage tourism
c. Landslide
2. Sea level rise a. Wave uprush a. More
damage harbour
b. Increased shore draught
flooding
3. Increase in summer a. More evaporation

temperature
10
(1 hour) Purpose: Identify consequences 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
succeeding steps.

Example:
Table 2. Climate Change Risks and Consequences
Climate Change Risk Consequences
1. Flooding a. Washed out roads

b. Property destruction in flood
plain
c. Weakening of bridge
embankments
2. Increased in shore a. Damage to harbour facilities
flooding b. Destruction of cottages/resort
facilities
c. Loss of beaches
3. a.
b.
c.
11
(45 minutes) Purpose: Identify prospects of climate change opportunities
List as many prospects as possible for the two most

important CC opportunities for tourism in the LGU

succeeding steps.

Example:
Table 3. Climate Change Opportunities and Prospects
Climate Change Opportunities Prospects
1. More harbour draught a. larger boats can land

b. Improved shipping contracts
c. Reduced transportation costs
2. Monsoon tourism a. Higher hotel occupancy
b. More work for tour guides
3. a.
b.
c.
12
Wrapping up Go through the rest of the slides provided for Step 3,

which revisits the climate change terms/concepts that the
(15 minutes) 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/ Deliver the slides provided for Step 4, which explain the
Presentation importance of risk assessment. Often, DRRM efforts are
focused on emergency response, but assessing risks and
(15 minutes) opportunities is also very important to minimize cost of
damage and response.
13
(1 hour, 15 Purpose: Risk assessment of consequences

minutes)
Assess all the consequences of the LGUs 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:
Table 5. Risk Assessment
Risk Consequence Frequency Damage Adaptaion

Cost
Flooding Washed out M H M
roads
Flooding Basement H H L
flooding from
sewer back-up
Flooding Property H H H
destruction in
flood plain
Flooding Weakening L M H
of bridge
embankments
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
sufficient time).

14
(45 minutes) Purpose: Assessment of prospects
Assess all the prospects of the LGUs 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 Ease of

Value Implementation
More Larger boats can H L

harbour land
draught
Increased site M M
accessibility
Reduced H H
transportation
costs
15
(45 minutes) Purpose: Setting priorities for CC consequences and prospects
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 communitys
priorities are different from the LGU teams priorities.
Example:
16
(1 hour) Purpose: Evaluation of adaptive capacity
1. Using the slide provided, explain the various factors by

which an LGUs 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 LGUs tourism sites
DURATION 4 hours
PROCESS
Input/ Deliver the slides provided for Step 5, which provide an

Presentation overview of all the tasks involved in preparing the CCA/DRRM
strategy.
(15 minutes)
(45 minutes) Purpose: Establish CCA/DRRM adaptation planning principles
1. In their respective groups, ask participants to
Compile a list of adaptation planning principles for

the LGUs CCA/DRRM strategy for its tourism sites

17
18
(2 hours) Purpose: Develop recommended adaptation policies and

actions for the LGUs tourism sites
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-agency collaboration, cost-
sharing)
19
Example:
Table 8. STEP 5 - Prepare Adaptation Strategy
Priority Item Policy/Action Who should Time Frame

Description Recommended implement Short,
the policy/ Medium, Long
action? Term
CONSEQUENCES
Priority #1
Priority #2
PROSPECTS
Priority #1
Priority #2
(45 minutes) Purpose: Setting priorities for CCA/DRRM policies and actions
for LGU tourism sites
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 communitys
priorities are different from the LGU teams priorities.
20
Example:
Wrapping up Go through the last slide for Step 5, which discusses the
components of the CCA/DRRM strategy document that the
(15 minutes) LGU team will develop based on the results of the previous
steps and community feedback. At the end of Step 5, the LGU
team will have developed a CCA/DRRM strategy which can be
recommended for implementation.
21
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/ Go through the slides provided for Step 6, which discuss the
Presentation 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.
22
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: Identification of critical next steps in

mainstreaming 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.
23
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
24
Training Content
This section contains more detailed discussions on the content of the
training modules. For easy reference, highlights of these discussions can also
be seen in the slide notes of the trainings Powerpoint presentations. Some
slides from the presentation will appear or will be referred to throughout
this section.
Module 1: CCA/DRRM in Local Planning
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 challengingcausing

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.
25
Integrated into Include in the Translate into Provide the

Existing Planning Reviewable Necessary
Database Structure Documents Authority Levers
and Processes
The Creation of Creation of Adoption of

Rationalized Planning Review and enabling
Local Planning Sub-groups Monitoring legislations
Data Set for each systems for
thematic Thematic Long term
Introduction of concern Plans investment
theme-specific programming
tools and Harmonize or
methodologies Integrate Budget
Thematic Plans Linkage from
into the CDP external
and the CLUP sources
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.
26
Providing the necessary authority levers
o Adoption of CCA-DRR sensitive Tourism Development Plan

o Prioritize DRRM-CCA programs and projects into the LDIP and AIP
o Prepare project briefs that will be included in the LDIP.
o Allocate funds for PPAs
o 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 LGUs 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/Devt Planning
Implementation
Monitoring & evaluation
27
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.
28
In all of these stages, entry points may be found for CCA/DRRM. In situation
analysis, for example, there should be climate change technical capability
within the planning team, or access of the team to technical assistance in
activities such as climate data/ projections, geohazard mapping, and risk
or vulnerability analysis. If this technical capacity is lacking, the planning
process should be able to recognize the situation and provide solutions.
Partnering with universities, working with nongovernment organizations,
and hiring consultants are some options that may be considered.
In this training, you will be going through a six-step process to develop a

CCA/DRRM plan. You will learn the factors to be considered and analyses
to be done to help you develop effective tourism circuit development plans
that adequately reflect CCA/DRRM concerns.
These steps help ensure that the specific climate change concerns of your
LGU are identified and analyzed, thereby allowing the formulation as well as
prioritization of specific CCA/DRRM activities. The results can then be used
as the main basis, guide, or framework in mainstreaming or including CCA/
DRRM in other development plans of your LGU such as CLUP and CDP.
Facilitators Notes
Workshops for Module 1:

Workshop 1 The Current Reality
Workshop 2 The Blind Side
29
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 persons 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.
30
For example, the famous Taal Volcano is located in Batangas, but currently
most of the tourist activities and tourism sites are in Cavite. Batangas needs
to develop more tourist services, activities, and products so it can gain more
benefits from Taal Volcano.
Developing sustainable tourism involves building or creating attractive places

(destinations and sites) for travellers to experience, while simultaneously
nurturing and supporting tourism enterprises to ensure that travellers will
have the necessary infrastructure, facilities, and services they need.
Tourism is an experience-based industry; it goes beyond physical

development of the space or site of the tourist attraction itself. For tourism
to happen there should be industries or enterprises operating on or using
that space and its resources, and providing the experiences that tourists
will want to pay for. This space becomes a platform for a tourism industry
to flourishwhere investments and jobs are created, and driving the local
economy.
Tourism circuits
Developing tourism circuits is an approach to tourism development for local

economic development. A tourism circuit is like another interpretation of
a tourism cluster. It shows the location of attraction sites, tourism service
centers, and the transportation connections into and within the area.
Tourism service centers are the areas (usually in urbanized areas) where
there is a concentration of hotels, restaurants, and other basic facilities and
services tourists will need. For example, in the Metro Iloilo-Guimaras tourism
circuit, the tourism service center is Iloilo City because that is where the
hotels, restaurants, shops, and transportation terminals are concentrated.
It is the hub where tourists will go and use as a base in travelling to the
different tourist sites within the circuit.
The tourism circuit maps the TDA and identifies the places (i.e. geographic
focal points) for the LED activities and initiatives of the stakeholders. Below
are examples of the applications of using the tourism circuit concept.
Provides tour operators with the basis for developing tour packages,
or bundles of tourist services (e.g. lodging, transportation, guides,
activities, etc. marketed as an integrated product for tourists to
experience the destination).
31
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 to

promote investments and employment along the tourism circuits.
LED-ENABLING POLICIES, PROGRAMS, STRUCTURES,

and SYSTEMS
The tourist is asking: where do I go? How do I get there? What should I do
after? Where else can I go? Tourism circuit development seeks to address
those questions in a way that generates local employment and contributes
to the local economy.
32
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.
33
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
34
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.
35
Session 2: Responding to climate change in the tourism sector

Adaptation 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.
36
37
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.
38
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.
39
Promoting the wider use of electric vehicles, especially in mass transport,

contributes to lessening air pollution and greenhouse gas emissions.
40
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
Climate
Impacts
Change
41
In following the planning process, you will be moving from the general to
the specific, and planning not for the current situation, but for the future.
Being specific is important because strategic CCA planning can only be done
around specific events or infrastructure.
The table below further shows some examples of climate change impacts,
the risks/opportunities that they bring about, and the consequences/
prospects that may arise from the risks/opportunities.
In countries like the Philippines, climate change impacts predominantly

bring more risks and consequences than opportunities and consequences.
CC Risk /
CC Impacts Consequence / Prospect
Opportunity
Higher Drought Crop failure (-)
temperatures
Increase in pest & diseases (-)
Increase incidence of dengue,

malaria and other vector-borne
diseases (-)
Increased Flooding Damage to infrastructure (-)
intensity of
typhoons Damage to agriculture (-)
Increase incidence of leptospirosis

(-)
Storm surge Damage to infrastructure (-)
Deaths (-)
Sea level rise Salt water Decline in the quality of water

intrusion sources for domestic and agricul-
tural uses (-)
Inundation of Damage to infrastructure and
coastal areas homes (-)
Increased area of Expansion of aquaculture (+)

wetlands
42
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.
The Six Steps of Climate Change Adaptation Planning

1.1 Build public, political, and staff awareness Distribute
1
1.2 Identity champion copies of this
1.3 Create interdepartmental team illustration to
1.4 Determine stakeholders and engagement process all participants,
1.5 Get LGU commitment and/or print
Get Started 1.6 Notify departments and agencies a poster-
size copy
and display
2
2.1 Gather scientific knowledge prominently
2.2 Obtain community knowledge throughout the
2.3 Build climate change scenarios workshop
Analyze how local climate will change
3.1 Develop inventory of climate change impacts
3
3.2 Document consequences and prospects
3.3 Review inventory with community
3.4 Revise inventory
Scope potential impacts
4.1 Assess risks
4
4.2 Assess opportunities
4.3 Prioritize risks and opportunities
4.4 Evaluate municipalitys adaptive capacity
Assess risks and opportunities

5.1 Establish adaptation planning principles
5.2 Specify adaptation policies and actions
5
5.3 Prioritize policies and actions
5.4 Prepare program gap analysis
5.5 Assign responsibility to act
5.6 Draft climate change action plan
Prepare adaptation plan
6.1 Obtain council approval of climate change action plan
6
6.2 Develop implementation strategy
6.3 Incorporate adaptation in plans, policies, and budgets
6.4 Establish key indicators and milestones
6.5 Review climate change action plan
Adopt, Implement, monitor, and review adaptation plan
43
Session 1: Step 1, Get started
1
1.1 Build public, political, and staff awareness
1.2 Identity champion
1.3 Create interdepartmental team
1.4 Determine stakeholders and engagement process
1.5 Get LGU commitment
1.6 Notify departments and agencies
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 localitys current CCA/DRRM efforts, communicating the gaps, and
reiterating the need for strategic action to address urgent concerns. The
bottom line goal of the awareness raising efforts is to get their involvement
in and support to the CCA/DRRM planning process.
(Note: If the chosen awareness raising activities include opportunities for

interaction like meetings and events, feedback from community members
on the climate change impacts that they have observed or experienced may
also be solicited. This information will be used in Step 2.)
44
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 mayors support. However, since the mayor will
likely not have time to personally shepherd the process, another active
champion should also be involved. A champion is critical in pushing the
process along or eliminating certain hindrances. The champion may be a
local politician, official, or a respected member of the community. He/
She can be the face of the process, someone who can provide guidance,
or someone who can exert influence or mobilize resources to enable the
process to move along.
1.3 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
45
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.
Facilitators Notes
Workshops for Session 1 (Step 1):

Workshop 1.1 Identify the CCA/DRRM/tourism champion(s),
stakeholders, planning team
Workshop 1.2 List tourism sites, service centers, developments
in the pipeline
46
Session 2: Step 2, Analyze how local climate will change
2
2.1 Gather scientific knowledge
2.2 Obtain community knowledge
2.3 Build climate change scenarios
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, DOSTs Project NOAH (Nationwide Operational
Assessment of Hazards) is also working to generate more extensive data
47
that can be used for CCA/DRRM purposes. For example, Project NOAH is
completing a system that will use LIDAR technology to provide detailed
storm surge inundation maps to communities (http://www.rappler.com/
move-ph/44644-storm-surge-warning-system-project-noah).
PHIVOLCS (Philippine Institute of Volcanology and Seismology), which is also

under DOST, is in charge of monitoring and providing information on hazards
like earthquakes, tsunamis, and volcanic eruptions. On the other hand, the
Mines and Geosciences Bureau (MGB) of the Department of Environment
and Natural Resources (DENR) is in charge of assessing geohazards like
landslides and floods and is also working to provide detailed geohazard
maps to LGUs nationwide.
PAGASAs website (www.pagasa.dost.gov.ph) provides an overview of

climate trends and projections for the Philippines:
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.
Figure 1. Mean Temperatures, PAGASA Projections
48
PAGASA developed the Philippines 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 0.9C
to 1.1C in 2020 and by 1.8C 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
35C) 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.
Facilitators Notes
Workshops for Step 2:

Workshop 2 Develop climate change scenarios for the LGU
"The warnings about global warming have been extremely clear for a long
time. We are facing a global climate crisis. It is deepening.
We are entering a period of consequences.
- Al Gore
49
Session 3: Step 3, Scope potential impacts
3
3.1 Develop inventory of climate change impacts
3.3 Review inventory with community
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
50
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.
Risks
Climate
Change Impacts
Opportunities
Involved in this step are the members of the CCA/DRRM council or team,
the identified local champion/s, key community informants/leaders, and
partners from the scientific community (which may be government scientists,
academic partners, or civil society partners). The template provided in Table
1 may be used in drawing up risks and opportunities.
Table 1. Climate Change Risks and Opportunities

Climate Change Risks Opportunities
Impact
1. Extreme weather a. flooding a.
events b. Property damage b.
c. Landslide c.
d.
d.
4. Sea level rise a. Wave uprush damage a. More harbor draught
b. Increased shore flooding b.
c. c.
d. d.
3. Increase in summer a. More evaporation a. Longer growing season
temperature b. b.
c. c.
d. d.
51
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.
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
Climate
Impacts
Change
52
Table 2. Climate Change Risks and Consequences

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
embankments
e.
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 3. Climate Change Opportunities and Prospects

Climate Change Opportunities Prospects
1. Longer growing season a. Expanded range of crops

b. Introduce market gardening
c. Longer harvesting season
d. Reduced healing and drying cost
2. More harbour draught a. Larger boats can land

b. Improved shipping contracts
c. Reduced transportation costs
d.
e.
3. a.
b.
c.
d.
e.
53
3.3 Review inventory with the community
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.
54
Facilitators Notes:
Before proceeding to Activity 5 and the discussion on Step 4, walk the

participants through the results of the previous four workshops, reviewing
the key concepts as you go along. Workshop 2 involved the development
of CC scenarios (how will the climate change). Workshop 3.1 identified the
impacts of climate change on the LGU, as well as their associated risks and
opportunities. In Workshop 3.2, participants examined the identified risks
one by one and determined their specific consequences to the community/
LGU. Similarly, in Workshop 3.3, the identified opportunities were examined
to determine if there are prospects that may be worth pursuing.
W-2 W-3.1 W-3.1 W-3.2 & 3.3

Risks Consequences
Climate Impacts
Change
In Step 4, the risks and opportunities will further be analyzed to determine

just how they would affect the LGU.
Facilitators Notes

Workshop 3.1 Identify expected climate change impacts on the
tourism sites and associated risks/opportunities.
Workshop 3.2 Identify consequences of climate change risks
Workshop 3.3 Identify prospects of climate change opportunities
55
Session 4: Step 4, Assess risks and opportunities
4
4.1 Assess risks
Assess risks and opportunities
Step 4 is the risk assessment portion of the

process, which is a key part of DRRM. It involves In the Philippines,
evaluating or assessing the risks-consequences partly because of
and opportunities-prospects developed in Step inadequate planning
and partly because
4 in terms of risks --the extent to which they are
of the frequency of
likely to affect the area or municipalityand of disasters experienced,
opportunities --the economic values they are likely DRRM tends to focus
to deliver. This step also involves identifying the on disaster response,
risks that will be prioritized for which adaptation even though the DRRM
Act itself states the
strategies will be developed in Step 5.
importance of risk
reduction as a matter
There are various approaches to risk assessment, of policy. Paying
some of which present assessments as a complex adequate attention
set of mathematical tables. This approach makes to the process of risk
assessment helps us
the assessments appear more precise than it
anticipate future risks
actually is; in reality, assessments are based on a and reduce/adapt to
series of value judgments and assumptions. them, avoiding getting
trapped only in
Assumptions, values and priorities are subjective disaster response.
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.
56
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 4. Risk Assessment Template

Risk Consequence Frequency Damage Adaptaion Cost
Name of risk Name of High - H High - H High - H
consequence Medium - M Medium - M Medium - M
Low - L Low - L Low - L
Table 5. Risk Assessment

Risk Consequence Frequency Damage Adaptaion Cost
Flooding Washed out M H M
roads
Flooding Basement H H L
flooding from
sewer back-up
Flooding Property H H H
destruction in
flood plain
Flooding Weakening L M H
of bridge
embankments
57
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 6. Opportunity Assessment Template

Opportunity Prospect Economic Ease of Implementation
Value
Name of Name of High - H High - H
Opportunity prospects Medium - M Medium - M
Low - L Low - L
Table 7. Opportunity Assessment

Opportunity Prospect Economic Ease of
Value Implementation
Longer Expanded range M L
growing crops
season
Longer Introduce market H L
growing gardening
season
Longer Longer harvesting M H
growing season
season
Longer Reduced heating and H H
growing drying costs
season
58
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 communitys 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.
59
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 municipalitys 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 municipalitys 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.
Facilitators Notes

Workshop 4.1 Assess and prioritize the consequences of the LGUs
top CC risk to the tourism circuit
Workshop 4.2 Assess and prioritize the prospects of the LGUs top CC
opportunity to the tourism circuit
Workshop 4.3 Prioritize the CC consequences and prospects for
tourism circuit development
Workshop 4.3 Evaluate the adaptive capacity of the LGU
60
Session 5: Step 5, Prepare adaptation plan
5
5.4 Prepare program gap analysis
5.6 Draft climate change action plan
Prepare adaptation plan
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 LGUs 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
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.
61
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.
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.
62
Table 8. STEP 5 - Prepare Adaptation Strategy

Priority Item Policy/Action Who should Time Frame
Description Recommended implement Short, Medium,
the policy/ Long Term
action?
CONSEQUENCES
Priority #1
Priority #2
PROSPECTS
Priority #1
Priority #2
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

municipalitys programs are, and how the identified adaptation actions can
further promote climate proofing.
63
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)
Appendices
o Membership of inter-LGU team
o Community engagement process
o List of key stakeholders
o Inventory of risks and opportunities
o Inventory of consequences and prospects
o 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.
Facilitators Notes

Workshop 5.1 Compile a list of adaptation planning principles
Workshop 5.2 Develop CCA/DRRM policies and actions
Workshop 5.3 Prioritize CCA/DRRM policies and actions
64
Session 6: Step 6 Adopt, implement, monitor and review adaptation strategy
6.1 Obtain council approval of climate change action plan
6
6.3 Incorporate adaptation in plans, policies, and budgets
6.5 Review climate change action plan
Adopt, Implement, monitor, and review adaptation plan
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 LGUs 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 LGUs official approval will ensure that
the plan is endorsed as the main framework or guide in mainstreaming CCA/
DRRM concerns in other development plans.
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
65
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 budgets

The 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 LGUs 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.
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 policies

o policies adopted
o policies incorporated into appropriate document
o policies communicated to the public
66
Key indicators for actions

o project plans finalized
o contractor hired
o 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.
67
References/Suggested Readings:
Bowron, Beate, and Gary Davidson. 2011. Climate Change Adaptation
Planning: A Handbook for Small Canadian Communities. Canadian Institute
of Planners.
Climate Change Adaptation: Best Practices in the Philippines, Corazon PB.

Claudio, Editor. Manila, Philippines: Department of Environment and Natural
Resources. 2012.
Climate Change and Tourism Responding to Global Challenges. World

Tourism Organization and the United Nations Environment Programme
Climate Change in the Philippines. 2011. Philippine Atmospheric,

Geophysical and Astronomical Services Administration. http://kidlat.pagasa.
dost.gov.ph/cab/climate_change/Climate%20change%20in%20the%20
Philippines%20-%20August%2025%202011.pdf.
CLUP Guidebook: A Guide to Comprehensive Land Use Plan Preparation

Volume 1. Housing and Land Use Regulatory Board. http://hlurb.gov.ph/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, Snke, David Eckstein, Lisa Junghans, Candice Kerestan and Ursula
Hagen. 2014. Global Climate Risk Index 2015 Who Suffers Most from
Extreme Weather Events? Weather-Related Loss Events in 2013 and 1994
to 2013. Germanwatch e.V. https://germanwatch.org/en/download/10333.
pdf.
69
Parry, M.L., O.F. Canziani, J.P. Palutikof, P.J. van der Linden, and C.E. Hanson,
ed. Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution
of Working Group II to the Fourth Assessment Report of the Intergovernmental
Panel on Climate Change. Cambridge, United Kingdom and New York, NY, USA:
Cambridge University Press. http://www.ipcc-wg2.gov/publications/AR4/index.
html.
Simpson, M.C., Gssling, S., Scott, D., Hall, C.M. and Gladin, E. (2008) Climate
Change Adaptation and Mitigation in the Tourism Sector: Frameworks, Tools and
Practices. UNEP, University of Oxford, UNWTO, WMO: Paris, France.
70
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Training Workshop on Climate Change Adaptation and Disaster Risk

Reduction Management in Tourism Circuit Planning: A Trainers Handbook

Climate change is generally viewed as the single most important factor

In addition, DILG has developed tools such as manuals, guidebooks, and

We express our appreciation to the Government of Canada for their support

Mabuhay ang Pamahalaang Lokal!

Department of the Interior and Local Government

Beyond responding to natural disasters, the Government of Canada also

In the Philippines, Canadas development program aims to achieve

Local Government experiences may differ but Climate Change remains

The local Government Academy (LGA) contributed to this paradigm shift

This Handbook is part of a range of publications that came from the

Finally, we express our gratitude to LGDP-LED of the Government of Canada

Local Government Academy

Many individuals were involved in developing and completing this training

Our long-standing partners, the Department of Interior and Local Government,

We would also like to thank LGSP-LED Environment Specialist Noela Lasmarias

Lastly, we acknowledge the efforts of the Technical Working Group composed of

Objectives of the training workshop 1

Module 1: CCA/DRRM in Local Planning 25

Module 2: Tourism and LED in the Face of Climate Change 30

Module 3: CCA/DRRM Planning Process 41

Introduction: The language of climate change 41

The six steps of CCA planning 43

This handbook provides a recommended process of developing plans for

Module 1: CCA/DRRM in local planning

Module 3: The CCA/DRRM planning process as applied in tourism

to the Tourism Circuit

Closing Session/Wrap-up Workshop

The training workshop slides provided with this handbook

MODULE 1: CCA/DRRM In Local Planning

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

Workshops 1 and 2 will serve to give a sense of the general

Grouping of Group participants according to geographic (e.g. by province/

Workshop Conduct Workshop 1: Current Reality

In your role as CCA-DRR managers, how would you

2. Participants should answer the question by identifying

3. Ask the groups to write their answers in meta cards and

4. In plenary, discuss and note the identified strong points,

Workshop Conduct Workshop 2: The Blind Side

(40 minutes) 1. In their respective groups, ask participants to discuss the

In planning for Tourism Circuit Development with CCA-

2. Ask the groups to write their answers in meta cards and

3. In plenary, discuss the answers and emphasize the points

Throughout all activities use meta cards on manila paper, so

Input/ Deliver the session presentation Mainstreaming CCA/DRRM in

Allow some time for questions after the presentation.

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

Session 1: Tourism, Climate Change, and LED

Input/ Deliver the session presentation Tourism, Climate

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

Session 2: Responding to Climate Change in the Tourism Sector

Input/ Deliver the session presentation Responding to Climate

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

Session 3: CCA/DRRM in Tourism Circuit Planning

Case study Ask a pre-identified participant or resource person to share

Input/ End the days sessions by delivering the introductory slides

It might also be helpful to print a large copy of this diagram

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

Session 1: Step 1, Getting Started

Input/Presentation Discuss the various sub-steps in carrying out Step 1,

Workshop Conduct Workshop 1.1.