Copyright 2019

Bureau of Local Government Development

Department of the Interior and Local Government

All right reserved. Any part of this book may be used and reproduced,
provided proper acknowledgement is made.

Published by the Bureau of Local Government Development

Department of the Interior and Local Government
Australian Department of Foreign Affairs and Trade (DFAT) funded
United Nations Development Programme (UNDP) administered
Resilience and Preparedness toward Inclusive Development Program “RAPID”

Technical Assistance
Efraim D. Roxas, En.P.
Chair, Department of Community and Environment Resource Planning
College of Human Ecology
University of the Phillipines Los Baños

Contributor:
Priscella B. Mejillano, En.P. Christine Joyce B. Mendoza, En.P.
Ricardo M. Sandalo Almira G. Lumbres, En.P.
Sandra S. Samantela, En.P. Maria Juvel A. Velasco, En.P.

Technical Team:
Jenifer G. Galorport, En.P.
Maria Angela Monica Salud B. Mamuyac, En.P.
Kristine Carmen D. Diones, En.P.
Sir Jejomar B. Balaw-ing

Layout Design:
Creative Services Division
Public Affairs Communications Services
Department of the Interior and Local Government

For inquiries, please contact:

Local Development Planning Division

Bureau of Local Government Development
Department of the Interior and Local Government
25th Floor, DILG-NAPOLCOM Center, EDSA corner Quezon Avenue, Quezon City
Telephone numbers: (02) 8927-7852 / (02) 8929-9235
Email address: [email protected] / [email protected]
 MESSAGE FROM THE SECRETARY

My warmest appreciation to the Department of the Interior and Local

Government’s Bureau of Local Government Development (DILG-BLGD) for
coming up with the Guidelines on Mainstreaming Disaster Risk Reduction
and Climate Change Adaptation (DRR-CCA) in the Comprehensive
Development Plan (CDP) or the CDP+.

The CPD+ was developed to provide guidance to cities and

municipalities in integrating climate change and disaster risk concerns
as they formulate their own CDPs. This is in relation to the Resilience
and Preparedness toward Inclusive Development (RAPID) Program,
which aims to strengthen Typhoon Yolanda-affected LGUs in Region 8
to manage the risks and adapt to the overall impacts of climate change
through resilient and sustainable development.

In this way, the government ensures that parallel to the promotion of

sustainable development will be the establishment of resilient
communities and harmonization of actions in addressing the impacts of
disasters and climate change.

Thus, the DILG thanks the Australian Department of Foreign Affairs and Trade (DFAT), the United Nations
Development Programme (UNDP), and the University of the Philippines Los Baños College of Human Ecology
(UPLB-CHE) for extending the much-needed support for the RAPID Program.

As the Vice Chair for Disaster Preparedness, the Department encourages the DILG field offices to promote and
local planners to utilize the guidelines in formulating their own CDPs as they chart a determined path that reduces
community vulnerabilities and tread with confidence towards progress.

May these guidelines further our efforts for local development and strengthen LGU resiliency amid the threats
posed by disasters and climate change impacts.

I hope for the success of all current and future advancements in disaster resiliency and climate change adaptation
in the country.

Congratulations and best wishes to all of you!

EDUARDO M. AÑO
Secretary
 MESSAGE FROM THE UNDERSECRETARY

Tragedies in the past, including Typhoon Yolanda, made us realize the vulnerabilities
of our communities as well as our limitations in responding to these challenges.
However, these events also strengthened the resolve of local government
units (LGUs) and our communities to be more pro-active and better
prepared.

The Resilience and Preparedness toward Inclusive Development

(RAPID) Program provided opportunities for the twelve (12) LGUs in
Region VIII to enhance their capabilities to prepare for impending
impacts of climate change and disasters while continuing their
recovery efforts. Likewise, the program supported national
government agencies to harmonize efforts in order to further assist
local governments in formulating risk-informed long and medium-term
spatial and multi-sectoral development plans.

The development of the “Guidelines on Mainstreaming Disaster Risk

Reduction and Climate Change Adaptation (DRR-CCA) in the Comprehensive
Development Plan (CDP)” or CDP+ has not been without challenges – from the
series of consultation workshops to the
field-level and pilot-testing activities with the RAPID LGUs. Through the multi-stakeholder participatory
approaches adopted, the mainstreaming guidelines took on a broader perspective and was completed in
consideration of the varying risks, vulnerabilities and capacities of LGUs across the country.

We would like to acknowledge the University of the Philippines Los Baños – College of Human Ecology (UPLB-CHE)
for providing technical support under the project. We also recognize the invaluable participation of the twelve (12)
LGUs, namely Tacloban City, Palo, Tanauan, Tolosa, Dulag, Mayorga, MacArthur, and Abuyog in Leyte; Basey and
Marabut in Western Samar; and Lawaan and Balangiga in Eastern Samar as “laboratory” LGUs for CDP+ under the
project.

I commend the Bureau of Local Government Development (BLGD) for upholding the Department’s goal to help
build local capacities for disaster preparedness and climate resilience through partnerships with the Australian
Department of Foreign Affairs and Trade (DFAT) and the United Nations Development Programme (UNDP).

As we continuously innovate and improve our tools and approaches in local development planning, we encourage
local planners to consider the guidance and applicable recommendations set forth in the CDP+.

MARIVEL C. SACENDONCILLO, CESO III

Undersecretary for Local Government
 MESSAGE OF THE DIRECTOR

The “Guidelines on Mainstreaming Disaster Risk Reduction and Climate Change

Adaptation (DRR-CCA) in the Comprehensive Development Plan (CDP)” or CDP+
is for local government planners and other planning professionals to help them
integrate climate change and disaster risk concerns in their CDPs.

It is a supplemental guide to the existing CDP Illustrative Guide, CDP

Preparation Guide, and the Rationalized Planning System (RPS) with a
focus on providing information and guidance on mainstreaming DRR-
CCA in the CDP formulation process. This guide also complements the
“Supplemental Guidelines on Mainstreaming Climate Change and
Disaster Risks in the Comprehensive Land Use Plan (CLUP)” developed
by the Housing and Land Use Regulatory Board (HLURB) that
introduced the Climate Disaster Risk Assessment (CDRA) as a tool to
analyze hazards and vulnerabilities of the community and adaptive
capacities of the LGU. The formulation of CDP+ was pursued in response
to the clamor for guidance on the integration of Disaster Risk Reduction
and Climate Change Adaptation “DRR-CCA” analytics in the Comprehensive
Development Plans “CDP”.

I commend the Bureau’s Local Development Planning Division (LDPD) team for their
commitment and efforts in the completion of the CDP+.

On behalf of the Bureau of Local Government Development (BLGD), we extend our deep appreciation to the
Australian Department of Foreign Affairs and Trade (DFAT) and the United Nations Development Programme
(UNDP) for their support; the University of the Philippines Los Baños – College of Human Ecology (UPLB-CHE) for
the technical assistance; our DILG Regional Offices, Local Government Units “LGUs”, and national government
agencies that contributed in the development of the guidelines; and the target RAPID LGUs for their involvement
in the completion and application of the Guidelines in LGU planning processes.

We hope that this reference document can provide the much needed guidance in the utilization of risks and
vulnerability analytics to ensure responsive of interventions that can strengthen LGU resiliency and coping
capacities of communities.

ANNA LIZA F. BONAGUA, CESO III

Director, Bureau of Local Government Development
The Australian Government is pleased to support the Philippine Government’s
continued efforts in enhancing the resilience of local governments and
communities against the risks associated with natural hazards and climate
change.

Climate change is a challenge that Australians are very familiar with. Rising
temperatures and changing weather patterns have had wide-ranging impacts
on how Australians go about their daily lives. Australian government agencies
are integrating disaster and climate resilience in their policies, programs and
asset management. This is also reflected in Australia’s development
cooperation framework where building climate and disaster resilience is a key
objective including the Philippines.

Recognizing that supporting the development of policy and technical capacity

across government will go a long way towards developing a culture of
resilience, Australia has been supporting the Philippine government’s efforts to develop the framework and tools
towards integrating and mainstreaming disaster and climate considerations into planning and decision-making
processes at both national and subnational levels since 2006.

The Philippines consistently ranks as one of the most disaster-prone and climate-sensitive countries in the world.
Local governments play a lead role in the ongoing quest to enhance the resilience in their communities, keep
people safe, and protect their investments and development gains against disaster and climate impacts. Critical to
this role is the formulation and implementation of Comprehensive Development Plans that outline key sectoral
and cross-sectoral programs and projects in order to achieve the long-term development goals articulated in the
Comprehensive Land Use Plans.

The Australian Government commends the Department of the Interior and Local Government (DILG) for
spearheading the development of the Guidelines on Mainstreaming Disaster Risk Reduction and Climate Change
Adaptation into the Comprehensive Development Plan. The Guidelines are a product of years of collaboration
between DILG and local government partners in the provinces of Leyte, Samar, and Eastern Samar, other
Philippine Government agencies, the academe, and other stakeholders. We are pleased to have supported this
process and the Guidelines through the RAPID (Resilience and Preparedness toward Inclusive Development)
Program.

We look forward to the Department’s continued leadership and technical support to local governments as they
develop and implement risk-sensitive plans and programs, and support transparency and accountability through
monitoring and evaluation. We encourage DILG and other agencies to regularly review the Guidelines to ensure
that these remain relevant and in tune with the changing times. Rest assured that Australia is committed to
supporting the Philippine Government in its efforts to enhance disaster and climate resilience in the Philippines.

RICHARD SISSON
Deputy Head of Mission
 TABLE OF
CONTENTS
RATIONALE…………….…………………...……………………………………………. xvi

ABOUT THE GUIDE…………………..…....……………………………………………. xvii

CHAPTER 1: MAINTREAMING FRAMEWORK (Fundamental Concepts)…………… 1

Climate and Disaster Risk Assesment…………………………………………………… 1
Harmonization Framework……………………………………………………………… 3
Mainstreaming DRR and CCA in the CDP……..………………………………………… 4
CHAPTER 2:DEVELOPING A RISK-INFORMED COMPREHENSIVE
DEVELOPMENT PLAN……………………………………………………………...…… 10
1. Organize and Mobilize the Planning Team….………………………………………… 10
2. Revisit Existing Plans and Review LGU Vision…………………………………….… 12
3. Prepare Ecological Profile and Structured List of PPAs……………………………...… 15
3.1 Analyze the LGU Situation………………………………………………... 22
3.2 Formulate Sectoral Goals and Objectives / Targets……..…………………... 33
3.3 Prepare Structured List of PPAs……..…………………………………..... 35
4. Prepare Local Development Investment Program…………………………………...… 44
4.1 Pre-LDIP: Preparation of Project Brief……………………………………... 45
4.2 LDIP Stream 1: Screening and Prioritization of the Structured List of PPAs…..... 50
4.3 LDIP Stream 2: Determining the Investment Financing Potential ……..…….… 56
4.4 LDIP Stream 3: Formulating the Local Resource Mobilization Program and
Financing Plan………………………………………………………....... 58
5. Prepare Implementation Instruments of the CDP ………..…………………………..... 60
5.1 Prepare Annual Investment Program…………….………………….……... 61
5.2 Identify Priority Legislative Requirements……………………….………..... 61
5.3 Identify Capacity Development Interventions……..……………………....… 63
5.4 Monitor and Evaluate Strategy………………………..………………....... 67

CHAPTER 3: PARAMETERS FOR RISK-INFORMED CDP…………………….……… 72

ANNEX…………………………………………………………………………..………… 74

REFERENCES………………………………………………………………….………… 101

vii
viii
 LIST OF
Table 1
TABLES
CDP Preparation and Mainstreaming Given Different Scenarios…………………..… 4
Table 2 Mainstreaming DRR-CCA into the CDP Process…………………………………… 6
Table 3 Questions in Revisiting the LGU Vision…………………………………………… 13
Table 4 Sample descriptor and success indicators that can be included in the Vision……….… 14
Table 5 Sub-steps in Step 3 and Output Documents……………………………………….. 16
Table 6 Sample Social-Environmental Intersectoral Issue……………………………….…. 24
Table 7 Sample Vision Reality Gap Analysis……………………………………………… 28
Table 8 Sample VRG with CDRA indicators and results integrated in the analysis……………. 29
Table 9 Sample Issues Matrix from the CDRA of Opol, Misamis Oriental………………….…. 32
Table 10 Expanded Problem-Solution Finding Matrix……………………………………..… 33
Table 11 Risk-sensitive Goals and Objectives Derived from the VRG and EPSFM…………….. 35
Table 12 Risk-Sensitive Goals and Objectives (Environment Sector) Derived from the VRG……. 36
Table 13 Sample Land Use Policy Options for Flood Hazard Areas…………………………... 37
Table 14 LCCAP List of Options (Programs, projects, activities, legislations)…..……………… 38
Table 15 Sample PPAs from the LDRRMP………………………………………………… 39
Table 16 Program/project Classification based on Ownership……………………………..… 41
Table 17 Classification and structuring of PPAs……………………………….…………… 42
Table 18 CDP Preparation Template Form 2a. Structured List of PPAs per Sector (Long List).…. 43
Table 19 CDP Preparation Template Form 2b. Structured List of PPAs per Sector and
Development Indicator (Long List) ……………………………………………..… 44
Table 20 Sample Project Brief…………………………………………………………..… 50
Table 21 Sample Conflict-Compatibility-Complementarity Matrix…………………………...… 53
Table 22 Resource Impact Matrix……………………………………………………….… 54
Table 23 Urgency Test Matrix…………………………………………………………..… 56
Table 24 GAM Rating Scale……………………………………………………………… 57
Table 25 Sample GAM using LGU‟s Risk-sensitive Sectoral Goals…………………………… 58
Table 26 Summarized GAM Ratings…………………………………………………….… 58
Table 27 Ranked List of Projects using GAM…………………………………………….… 59
Table 28 New Development Investment Financing Potential 20XX to 20XX…………………… 60
Table 29 Sample Priority Legislative Requirements Summary Form (Form 5b)…………….….. 66
Table 30 Six Capacity Pillars……………………………………………………………… 67
Table 31 Sample Capacity Development Program(Form 5a) ……………………………...… 68
Table 32 Sample capacity development program reflecting the 6 capacity pillars…………….… 69
Table 33 Sample M & E Strategy………………………………………………………..… 72
Table 34 Sample Monitoring and Evaluation Indicators……………………………………… 73
Table 35 Review Parameters for Risk-informed CDP……………………………………..… 75

viii
ix
 LIST OF
FIGURES
Figure 1 Process of the CDP Preparation……………………………………………….… xv
Figure 2 Mainstreaming Matrix of Thematic Concerns into the Local Planning Process………… 1
Figure 3 Six-step CDRA Process………………………………………………………… 2
Figure 4 Harmonization Framework of CLUP, CDP and CDRA……………………………… 3
Figure 5 Mainstreaming DRR-CCA in the CDP Process…………………………………..… 5
Figure 6 Sample Climate and disaster risk information embedded into the Population and
Social Sector of the EP……..…………………………………………………… 18
Figure 7 Sample Ecological Profile, as part of the infrastructure development sector as
enhanced using CDRA results…………………………………………………… 19
Figure 8 Sample Ecological Profile as part of the environment development sector, and
enhanced using CDRA results…………………………………………………… 20
Figure 9 Sample Ecological Profile as part of the economic development sector, and
enhanced using CDRA results…………………………………………………… 21
Figure 10 Attributing CDRA Indicators to sectoral and sub-sectoral categories of the Ecological
Profile……………………………………………………………………….… 23
Figure 11 Inter-sectoral consultations, discussions and analysis……………………………… 23
Figure 12 Sample Issues common to all sectoral pairs……………………………………..… 25
Figure 13 Snapshot of RaPIDS DRR-CCA Indicators………………………………………… 27
Figure 14 Vision-reality Gap (VRG) Analysis, Las Piñas City CDP, 2018-2027……………….… 30
Figure 15 Fishbone Analysis…………………………………………………………….… 65
Figure 16 M & E Points in a 3-year Term of Office (Source: Rationalized Planning System,
2008) ……………………………………………………………………….… 70

ANNEXES
Annex A CDP+ Outline………………………………………………………………...… 77
Annex B Expanded Outline of the Ecological Profile………………………………………… 78
Annex C Sample Climate and Disaster Risk Information to be Integrated into the Risk-
Informed Ecological Profile…………………………………………………….… 82
Annex D CDRA Outputs Relevant to CDP Preparation……………………………………… 90
Annex E Sample Impact Chains for the Different Sectors………………………………….… 93
Annex F Vulnerability and Risk Indicators in the CDRA…………………………………...… 94
Annex G Possible Sources of International Financing……………………………………..… 95
Annex H Sources to Implement Risk-sensitive PPAs……………………………………...… 96
Annex I AIP Revised Form…………………………………………………………….… 99
Annex J Flowchart of the Different Scenarios of Mainstreaming DRR-CCA into the CDP………. 100
Annex K Development Sectors and Sub-Sectors…………………………………………… 101

x
xii
 LIST OF
ACRONYMS
ADB Asian Development Bank
AIP Annual Investment Program
AM Assistance to Municipalities
BDC Barangay Development Council
BDRRMC Barangay Disaster Risk Reduction and Management Council
CBMS Community-based Monitoring System
CCA Climate Change Adaptation
CCC Climate Change Commission
CCVA Climate Change Vulnerability Assessment
CDRA Climate and Disaster Risk Assessment
CDP Comprehensive Development Plan
CLUP Comprehensive Land Use Plan
CSO Civil Society Organizations
DILG Department of the Interior and Local Government
DRA Disaster Risk Assessment
DRR Disaster Risk Reduction
DRRMC Disaster Risk Reduction and Management Council
DRRMO Disaster Risk Reduction and Management Office
EP Ecological Profile
GDP Gross Domestic Product
GEF Global Environment Facility
HLURB Housing and Land Use Regulatory Board
IPCC Intergovernmental Panel on Climate Change
LCCAP Local Climate Change Action Plan
LDC Local Development Council
LDIP Local Development Investment Program
LDRRMF Local Disaster Risk Reduction and Management Fund
LDRRMP Local Disaster Risk Reduction and Management Plan
LGPMS Local Governance Performance Management System
LGU Local Government Unit
MENRO Municipal Environment and Natural Resources Office
MGB Mines and Geosciences Bureau
NCCAP National Climate Change Action Plan
NFSCC National Framework Strategy for Climate Change

xi
 LIST OF
ACRONYMS
PAGASA Philippine Atmospheric, Geophysical and Astronomical Services Administration
PDPFP Provincial Development and Physical Framework Plan
PHIVOLCS Philippine Institute of Volcanology and Seismology
PPAs Programs, Projects, and Activities
POs People‟s Organizations
PSF People‟s Survival Fund
RA Republic Act
RaPIDS Rationalized Planning Indicator and Data Set
SUCs State Universities and Colleges
TWG Technical Working Group

xii
 GLOSSARY
OF TERMS
Adaptive Capacity the ability of ecological, social or economic systems to adjust to climate
change including climate variability and extremes, to moderate or offset
potential damages and to take advantage of associated opportunities with
changes in climate or to cope with the consequences thereof
Descriptors broad and general adjectives which are limited in number and are used to
describe each vision element
Development impact a state of change arising from the implementation of a plan
(program/project) or on account of actions taken by agents outside the
control or influence of the planning system, or both
Ecological Profile document that contains information on an LGU‟s demographics, social
services, state of economy, state of natural and built environment and the
resources available to manage its development
Exposure the degree to which the elements at risk are likely to experience hazard
events of different magnitudes
Local Development an analytical tool that can be used by LGUs in monitoring and evaluating
Indicator System the local situation. The tool portrays information in three dimensions:
topical or sectoral, temporal and geographical or spatial. The indicators for
which can be sourced from RaPIDS
Objectives more specific statements of a short or medium-range desired outcome or
result. They are definite about the point to be reached or target to be
achieved given the constraints of resources and time
Policy Options / Policy broad classification of interventions to include regulatory measures and
Interventions legislations, programs, projects and activities
Program comprises the operational components of a long term plan which defines
priority needs of particular clientele and breaks down strategic decisions
in a plan into projects
Project consists of interrelated activities performed by various functional units and
specialists to achieve a well-defined objective over a specific period of
time
Project impact state of change over a reference point (baseline or time period) arising
from the production and utilization of project outputs. Project impacts may
be short term (as project outcomes/effects) or long-term (when related to
the achievement of project goals)

1
Climate Change Act of 2009
2
DILG CDP Illustrative Guide
3
Phiippine Disaster Risk Reduction and Management Act of 2010
4
CDP Guide

xiii
 Project outcomes effects of the utilization of the outputs produced

Project output project deliverables arising from the activities carried out with the use of
project inputs or resources
Rationalized Planning It is an organized compilation of indicators categorized by thematic area. It
Indicator and Data Set guides local planners in identifying indicators that specifically applies to LGU
(RaPIDS) needs and characteristics. RaPIDS serves as the “shopping basket” of
indicators that will apply to the LGU
Regulatory Measures or take the form of resolutions and ordinances enacted by the Sanggunian or
Legislations executive and administrative orders issued by the local chief executive
Resilience ability (of the community/LGU) to revisit, absorb, accommodate and recover
from the effects of a hazard in a timely and efficient manner
Risk the combination of the probability of an event and its negative
consequences
Sectoral Goals the desired end – results that are the same, or derived from, the particular
element of the vision statement that pertains to a specific sector
Sensitivity the degree to which a system is affected, either adversely or beneficially, by
climate-related stimuli
Success Indicator measure the extent of achievement of desired results. They are needed for
both goals and objectives and can be expressed either quantitatively or
qualitatively
Vision a desired state or scenario of the LGU and its people. It describes what the
LGU wants to become or where it wants to go
Vulnerability the degree to which a system is susceptible to, or unable to cope with,
adverse effects of climate change, including climate variability and extremes

5
Philippine Disaster Risk Reduction and Management Act of 2010
6
Philippine Disaster Risk Reduction and Management Act of 2010
7
CDP Guide

xiv
11
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

RATIONALE
The Philippines‟ mountainous and archipelagic geography as well as its location in the Pacific Ring of Fire
and Pacific typhoon belt defines the hazard potential of the country in the form of prevalent types of hydro-
meteorological hazards such as, but not limited to, floods, landslides, storm surges, sea-level rise, and
drought. Moreover, the country has 300 volcanoes, 22 of which are active and may produce volcanic
eruptions. There are also two major tectonic plates in the Philippine area (Philippine Plate and Eurasia),
making earthquakes a concern albeit in less frequency.

The Global Climate Risk Index 2019 ranked the Philippines as the fifth country most affected by impacts of
extreme weather events for the past 20 years (1997 to 2017).8 These extreme weather events and disasters
affect the state and pace of local development but impacts can be mitigated through careful planning. The
observation that extreme weather events will increase in intensity with climate change underscores the need
for local government units to mainstream climate change adaptation and disaster risk reduction in their
development plans.

Mainstreaming is the integration of policies and measures that address climate change into development
planning and sectoral decision-making.9 It entails different agencies, organization, and sectors integrate
disaster risk analysis and impacts into policies and plans.10 Mainstreaming also means recognizing that
disaster risk reduction and climate change adaptation (DRR-CCA) are part and parcel of the goal of
improving the general welfare of the people. It acknowledges that risk reduction is an essential investment in
sustainable development and that development planning should ensure that risks are avoided. It entails
assessing implications of disaster and climate change on all sectoral development initiatives such as
program/project design, implementation, monitoring and evaluation.11 Mainstreaming climate change
adaptation and disaster risk reduction initiatives will not only address issues of safety but will also reduce
underlying costs. In the Philippines, the ADB estimates that annual cost of disasters to the economy is
between 0.7% and 1% of the GDP.12 Storms are the dominant risk in the Philippines, with annual losses
valued at $151.3M, followed by floods (US$68.8M), earthquakes (US$33.2M), volcanic eruptions
(US$14.9M), droughts (US$14.7M), and landslides (US$1.5M).13

8
David Eckstein, Marie-Lena Hutfils and Maik Winges, Global Climate Risk Index 2019 (Berlin, Germanwatche.V., 2018), page 8
9
Climate Change Act of 2009 (RA 9729), Retrieved from https://www.lawphil.net/statutes/repacts/ra2009/ra_9729_2009.html
last February 2018
10
Philippine Disaster Risk Reduction and Management Act of 2010 (RA 10121), Retrieved from https://www.lawphil.net/
statutes/repacts/ra2010/ra_10121_2010.html last February 2018
11
Angelika Planitz, Mainstreaming Disaster Risk Reduction into Development in UNDP (UNDP, 2013) Retrieved from
https://www.brookings.edu/wp-content/uploads/2013/04/Presentation-by-Angelika-Planitz.pdf last April 2018
12
Government of the Philippines, National Disaster Coordination Council, ADB, UN. 2008. National Assessment on the State of
Disaster Risk Management in the Philippines. Final Report. October. Manila
13
United Nations International Strategy for Disaster Reduction. World Bank. 2010. ASEAN Disaster Risk Management Initiative.
Synthesis Report on Ten ASEAN Countries Disaster Risks Assessment. .Switzerland.

xvi
 Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

Legal Bases and Policy Mandate

 RA 7160: Local Government Code of 1991

 RA 9729: Climate Change Act of 2009 as ammended by RA 10174 or the People‟s Survival
Fund (PSF) Act of 2012

 RA 10121: Philippine Disaster Risk Reduction and Management Act of 2020

 HLURB Resolution No. 915 Series of 2014: Approving the Supplemental Guidelines for
Mainstreaming Climate Change Adaptation and Disaster Risk Reduction in the
Comprehensive Land Use Plan

 DILG Memorandun Circular (MC) No. 2015 – 77: Mainstreaming CCA and DRR in the Local
Development Planning

 DILG-NEDA-DBM-DOF JMC No. 1 Series of 2016: Updated Guidelines on the

Harmonization of Local Planning, Investment Programming, Resource Mobilization,
Budgeting, Expenditure Management, and Performance Monitoring and Coordination in
Fiscal Oversight

 DBM-DILG-CCC JMC No. 1 Series of 2015: Revised Guidelines for Tagging/Tracking

Climate Change Expenditure in the Local Budget (Amending JMC 2014-01, dated August
07, 2014)

ABOUT THE GUIDE

This CDP+ Guidelines is for local government planners and other planning professionals to help them
integrate climate change and disaster risk concerns in comprehensive development plans. It is also a
supplemental guide to the existing CDP Illustrative Guide, CDP Preparation Guide, and Rationalized
Planning System with a focus on providing information and steering the process of mainstreaming DRR-CCA
in the CDP. This guide complements the Supplemental Guidelines on CLUP of the Housing and Land Use
Regulatory Board (HLURB) and also follows the use of Climate Disaster Risk Assessment (CDRA) as a tool
that can be used for mainstreaming DRR-CCA into the CLUP and the CDP.

It is consistent with the five-step process of the CDP Illustrative Guide by DILG which includes (1) Organizing
and Mobilizing the Planning Team, (2) Reviewing Existing Plans and Revisiting the LGU Vision, (3) Preparing
the Ecological Profile and Structured List of PPAs, (4) Preparing the Local Development Investment
Program, and (5) Preparing the Implementation Instruments. The specific sub-steps of this five-step process
are shown in Figure 1.

This guide discusses the context and framework of planning in the Philippines including a harmonization
framework for the CLUP and CDP mainstreaming of DRR-CCA.

xvii
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

Figure 1. Process of the CDP Preparation

xviii
 Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

CHAPTER I: Fundamental Concepts for Mainstreaming

1.1 CDP Mainstreaming Framework

Mainstreaming DRR-CCA in the CDP follows the general framework on mainstreaming different thematic
concerns into the local planning process (Figure 2). This guidelines provides how DRR-CCA can be
mainstreamed into the planning database, (e.g. ecological profile and LDIS), inclusion of knowledgeable
DRR-CCA focal persons in the planning structure, how DRR-CCA considerations are included in the entire
planning process, documents that would indicate integration of DRR-CCA, and the authority levers to ensure
that DRR-CCA measures are implemented. Mainstreaming actions specific for DRR-CCA will be discussed
later in this chapter.

Figure 2. Mainstreaming Matrix of Thematic Concerns into the Local Planning Process

1.2 Climate and Disaster Risk Assessment14

CDRA is a six-step process that is used as a tool in analyzing the risks and vulnerabilities of exposed
elements. These exposed elements pertain to population, urban areas, natural resource-based production
areas, critical point facilities, and lifeline utilities.

This assessment tool provides LGUs the additional planning information for DRR-CCA mainstreaming to the
CDP. It seeks to establish a deeper understanding of natural hazards (frequency of occurrence and
magnitude) and climate change impacts that may affect the local territory; the vulnerabilities of the various
exposed elements; and the magnitude of risk involved in order to identify the pressing development
challenges and issues. The analysis of risks and vulnerabilities is needed to identify the appropriate
mitigation and adaptation actions to be integrated into the CDP.

14
Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risk in the Comprehensive
Land Use Plan (Quezon City: HLURB, 2014).

1
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

Figure 3. Six-step CDRA Process

The first step of CDRA uses data from DOST-PAGASA to project changes in climate variables such as
temperature and precipitation, as well as extreme weather events. Collection of hazard information like
records of previous disasters that contain information on the hazard events, affected barangays, casualties,
damages to houses and properties, which are used to characterize and analyze the trends of disasters, is
also part of Step 1.

Step 2 identifies the impacts of the projected changes in climate to the ecosystems of the locality and
illustrates the relationships between the different scenarios caused by the changes in climate. The Step 3 of
the CDRA process is gathering of data to complete the needed attribute data and baseline map on the
exposure, sensitivity, and adaptive capacity of the exposure elements. This information will complete the
exposure database that will be used in Step 4: CCCVA and Step 5: DRA. These are the most critical steps of
the CDRA process for they generate the most essential results.

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CCVA follows the IPCC Framework and assesses climate change vulnerability by looking at different
indicators of exposure, sensitivity, and adaptive capacity. It provides qualitative analysis of current and
potential impacts of climate change to the different exposure units that are very useful in adaptation planning.
DRA follows the UN Risk Framework and measures risks by looking at the severity of consequence and
probability of occurrence of specific hazards. Step 6 summarizes the results of both of these assessments
and analyses, and proposes measures on how to address them.

To better understand the concept of risk and vulnerability in the context of DRR-CCA, it is advised to refer to
the Annex Section of the HLURB Supplemental Guidelines on Mainstreaming DRR-CCA in the CLUP.

1.3 Harmonization Framework

The Harmonization Framework (Figure 4) shows the relationship between CLUP-CDP and the use of CDRA
as the assessment tool to understand vulnerabilities and risks of the planning area. The results of this
assessment are critical in mainstreaming DRR-CCA in both plans. It emphasizes that the LGU can use
CDRA for both CLUP and CD
P as well as other local plans such as LCCAP and LDRRMP. The framework shows that LCCAP and
LDRRMP can either be a derivative plan or as stand-alone thematic plans that can be integrated into the
CDP and CLUP. The initial steps in both the CLUP and CDP process can be harmonized in the workplan.

Figure 4. plans

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1.4 Mainstreaming DRR and CCA in the CDP

Before proceeding with the mainstreaming, the LGU first needs to situate itself vis-à-vis the status of its plans
(CLUP and CDP) and this guide. This guide can be used in mainstreaming DRR-CCA in the CDP given any
of the following scenario (see Annex J for guide question on scenario):

Table 1. CDP Preparation and Mainstreaming Given Different Cases

Note: Parallel preparation of CLUP and CDP means that the conduct of visioning exercise up to situational
analysis is harmonized, the outputs of which would feed into both plans following the succeeding steps of
CLUP and CDP processes

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General Process: CDRA-enhanced CLUP and CDP

Scenario 1 and Scenario 2: LGUs who find themselves under Scenario 1 and Scenario 2 should conduct
CDRA using the HLURB Supplemental Guidelines. The CDRA results should be used to enhance CLUP and
CDP. Chapter II of this guide provides the mainstreaming process for the CDP.

Scenario 3: In cases where there are already enhanced CLUP, LGU should take advantage of, and use the
Ecological Profile and the sectoral studies and ecosystem analysis done during CLUP preparation. Additional
analysis for Institutional Sector and activities such as Sectoral Impact Chain can be done as necessary. The
enhanced CLUP and CDRA results can be used to identify DRR-CCA measures and develop a risk-informed
CDP (Chapter II, Steps 3-5). LGUs in Scenario 3 can already proceed to Step 3-5 of this guide after
remobilizing the planning team.

Scenario 4: In cases where there are already enhanced CLUP and recently approved CDP, check the latter if
it is risk-informed. Use the Review Parameters for Risk-informed CDP (Table 31) as suggested by this
Guide. Use the identified Gaps for updating the CDP. In scenarios without an enhanced CLUP, LGU can
update its CLUP using the HLURB Supplemental Guidelines.

Note: Review existing approved LCCAP and/or LDRRMP and utilize the information contained therein in the
formulation/updating of the CDP.

Figure 5 highlights the mainstreaming actions specific for DRR-CCA done in each step of the CDP process
while the mainstreaming of DRR-CCA in the CDP process is summarized in Table 2.

Figure 5.

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The matrix below basically summarizes the content of this Guidelines found in Chapter II. It also provides the
general idea of how the mainstreaming is expected to be done utilizing the CDRA results and integrating
other DRR-CCA concerns in each step of the CDP process.

Table 2.

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CHAPTER II: DEVELOPING A RISK-INFORMED

COMPREHENSIVE DEVELOPMENT PLAN

The Local Development Council (LDC) is the body mandated to prepare the CDP. The responsibility of local
development planning processes, i.e. preparation of plans, implementation, and monitoring and evaluation,
rests with the LDC together with its sectoral/functional committees. These committees constitute the
Planning Team that supports the LDC in the formulation of the CLUP and the CDP. The inclusivity of the
Planning Team influences the responsiveness and comprehensiveness of these plans..

The DILG, pursuant to Memorandum Circular No. 2015-77, suggested the inclusion of DRR-CCA
expert/personnel in the composition of the Planning Team to ensure that DRR-CCA concerns are considered
in the formulation of local development plans. It is thus imperative that the Local Chief Executive organize,
mobilize, or re-mobilize the Planning Team when necessary, to ensure the integration of CDRA results into
the CDP. As per MC, the core members of the Planning Team shall be composed of the following:

a) City/Municipality Planning and Development Coordinator (C/MPDC) – Lead

b) Local Disaster Risk Reduction and Management Officer (LDRRMO)
c) Designated DRR-CCA Focal Person
d) City/Municipal Environment and Natural Resource Officer (C/MENRO)
e) Architect/Environmental or Urban Planner
f) City/Municipal Local Government Operations Officer (C/MLGOO)
g) President of the Liga ng mga Barangay
h) Accredited NGO/PO/CSO (involved in DRR-CCA)
i) Provincial Planning and Development Office (PPDO) Representative

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The Core Planning Team shall be assisted by a Technical Working Group. Higher level advisors from NGA
unit and offices that do not have offices at the local level may be included as member of the core group or
the TWG. Refer to DILG MC No. 2015-77 for the full list of the suggested members of the TWG, national
level advisors and their regional counterparts.

A Stakeholders‟ Analysis can be undertaken to finalize the members of the Planning Team, and
organizations/institutions that can be tapped to participate in multi-stakeholders workshops for the CDRA and
CDP. There are two questions that should guide the Stakeholders Analysis:

1) What sectors will be mainly affected by climate change and disasters?

2) What organizations and institutions can help us better understand climate change and hazards,
and can help us develop and implement DRR-CCA policies, programs and projects for our
planning area?

The Local Chief Executive as Chair of the LDC shall issue an Executive Order, (re) organizing the Planning
Team, indicating therein the relevant personnel and their functions, including among others the conduct of
the CDRA.

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The second step of the CDP preparation revisits the existing plans and reviews the LGU vision. The
inventory and review of existing plans must identify which among them needs updating and which of their
components can be incorporated into the CDP. Very importantly, existing CLUP, LDRRMP and LCCAP,
when updated should align to the (re)formulated vision, and its components complementing the goals and
objectives defined by the CDP. This activity will be very useful in the formulation of sectoral goals and
objectives in Step 3.2 (Formulate Goals and Objectives) of the CDP process.

Review of the LGU vision aims to include DRR-CCA lens in the LGU‟s vision statement and/or success
indicators. It begins with the review of the CDRA Results (please use Annex D as guide for the important
CDRA outputs). The Planning Team needs to reflect on the LGU‟s Vision vis-à-vis findings in the CDRA and
risk information gathered from sectoral plans. The idea is to craft or revise a Vision that reflects the risk
situation. They can use the following questions below as guide:

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Table 3. Guide Questions in Revisiting the LGU Vision

How can the Vision Vision Statement

What is the How will the risk
What is the be more responsive -Descriptor-
assessed risk affect the LGU
existing Vision? to risk situation Success Indicators
situation? Vision? with risk lens
(applying risk lens)?
(What is the current (Does the existing (Which descriptors (What will be the
reality of the vision reflect a aspire for resiliency?) basis that the vision
city/municipality situation wherein the has been achieved?
based on CDRA assessed risk based These indicators
results?) on the CDRA is must be
already addressed? measurable)
If not, improve the
existing vision)

The LGU vision is the desired state or scenario of a particular locality and its people. Adding a risk lens into
the vision statement can help the LGU move towards safe and resilient community.

If the LGU does not have an existing vision, the Planning Team may follow the visioning exercise based on
the CLUP Guidebook/ CDP Preparation Guide bearing in mind the CDRA results when analyzing their
current situation and where they want their LGU to be in the future. Take note that the LGU should have only
one vision statement for the CLUP, and CDP. If there is already a vision in the enhanced CLUP, adopt the
vision for the CDP as well.

The risk-lens in the vision can be indicated by descriptors that aspire for resiliency such as resilient, adaptive,
safe and/or it can also be shown by using success indicators that pertain to reducing risk or increasing
adaptive capacity. It is useful to use success indicators from the CDRA document (see Annex F). This will be
very helpful during the Vision-Reality Gap (VRG) Analysis that will show the current situation. The LGU may
regularly conduct CDRA as necessary to build database to show trends, facilitate monitoring and evaluation
of plans and assess whether the risks were addressed and new risks prevented. To ensure the risk lens in
the vision, the following primary questions should be asked in reviewing the LGU vision:

 Will it help improve the LGU‟s adaptive capacity?

 Will it help improve the LGU‟s climate and disaster resilience?

An example of a vision statement with risk lens is shown below:

“ A globally competitive, green and resilient city propelled by God-loving,

gender responsive leaders and empowered citizenry”
-Tacloban City

Indicators measuring the achievement of a desired level of performance in specific DRR and CC mitigation
and adaptation measures to enable realization of each descriptor should be identified. Such indicators should
contribute to the attainment of the risk-informed vision as well as the determination of sectoral goals and
objectives.

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Table 4. Sample descriptor and success indicators that can be included in the Vision

Success indicators
Descriptors
(examples only, inferred from CDRA results, or
(DRR-CCA lens)
refined later by a CDRA-informed SEPP)

*100% of Farmer‟s Coop are covered by crop insurance

Resilient
*90 of public infrastructure employs hazard and climate change-proof design
*Farmers are utilizing climate-smart agriculture
Adaptive *Improved livelihood and well-being of the people even after a disaster
*100% access to evacuation centers
*Availability of quick response team and facilities in all barangay
Safe *Early warning systems covers all hazard areas
*Only 1% population are exposed to high risk (low exposure)

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The third step integrates results of CDRA Steps 1-6 into the Ecological Profile and translates policy
interventions as identified in the results of CDRA Steps 4-6 (CCVA and DRA Summary Decision Areas and
Issues Matrices, and Major Decision Area) into a Structured List of PPAs. It is important to note that this step
serves as the most critical entry point in mainstreaming DRR-CCA in the CDP.

Following the DILG Illustrative Guide, two main outputs are expected from Step 3: Ecological Profile and
Structured List of PPAs, with the following sub-steps and outputs documents:

Table 5. Sub-steps in Step 3 and Output Documents

Steps Output Documents/Tool

3.1 Analyze the LGU Situation Risk-informed EPSFM

*The outputs of the analysis will be utilized to update the ecological
profile with information on the locality’s disaster risk and climate
change vulnerability in the next plan updating

3.2 Formulate Sectoral Goals and Risk-Sensitive Sectoral Goals and Objectives
Objectives (Form 2a and 2b)

3.3 Prepare Structured List of PPAs List of Programs, Projects and Activities (PPAs) with
DRR-CC PPAs (Form 2a and 2b)

The Ecological Profile provides a comprehensive description of the LGU as basis in the preparation of the
CDP. It describes the current state of the LGU as it relates to the desired state it wants to achieve in the
future.

As this guide emphasizes the importance of climate and disaster risk information to be incorporated in the
preparation of the Ecological Profile, having substantial information on exposure, vulnerability, and risk of the
LGU to natural hazards and climate change will aid local decision makers on crafting possible solutions and
direction which the LGU should focus on. This is more concretely translated to sectoral goals and objectives.

Consequently, these sectoral goals and objectives facilitate identification of appropriate policy interventions
that will respond to the development needs of the locality including addressing risks and vulnerabilities.
These policy interventions can be further detailed into PPAs, and legislative and capacity development
requirements that will contribute to achieving these goals.

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Defining a Risk-Informed Ecological Profile

The Ecological Profile presents the sectoral data of the LGU and describes its internal strengths and
weaknesses. The information from the Ecological Profile aids in determining the gap between the current
realities of the LGU and its vision. Having better data in the Ecological Profile would provide for a better
situational analysis of the LGU which would in turn entail a better understanding of its problems and
ultimately, more appropriate courses of action. Local planners should be mindful that the information to be
contained in the Ecological Profile is comprehensive enough to describe the LGU‟s current situation in
relation to its desired state.

The Ecological Profile serves as the main entry point for DRR-CCA mainstreaming. This is where the
situation of the LGU is determined as reflected by the five development sectors. Making the Ecological
Profile risk-informed will provide a more comprehensive scenario for the LGU especially as to how risk and
vulnerability affect the planning area and/or the development sectors thereby serving as basis for decision
making on the interventions to be prioritized by the LGU.

Integration of climate and disaster risk information into the Ecological Profile to make it risk-informed may
vary depending on the scenario of the LGU. This will be further discussed in Climate and Disaster Risk
Information on
page 18.

Based on the CDP Illustrative Guide, the Ecological Profile should have, as its minimum contents, data and
information on the five development sectors, namely:
a. Population and Social Services
b. Local Economy
c. Infrastructure and Physical base
d. Environmental Management and Natural Resources
e. Institutional
The content of the Ecological Profile is similar to the Socio-Economic and Physical Profile or SEPP contained
in Volume II (Sectoral Studies) of the CLUP with additional information on the Institutional Sector.

For the institutional sector, the organizational structure for DRRM should be included in the chapter
discussion as part of DRR- CCA mainstreaming.

The information for the risk-informed Ecological Profile are generated through (i) updating and collating data
from the LGU and other institutions concerned per development sector; (ii) conducting sectoral development
workshops to analyze the LGU situation; and, (iii) utilizing results of CDRA in the sectoral analysis.

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Please refer to Annex B for the expanded outline of the Ecological Profile which includes the sectoral
development impact chain and climate and disaster risk information. Annex K, on the other hand, shows the
sectoral and sub-sectoral categories in the Ecological Profile where CDRA can be integrated.

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Climate and Disaster Risk Information

A risk-informed Ecological Profile incorporates disaster and climate information into its sectoral dimensions. It
intends to generate new information and provide insights as to how risks and vulnerabilities affect the
planning area that would serve as basis for deciding on priority interventions by the LGU.

It is up to the LGU, depending on which scenario they belong to, how they will integrate the climate and
disaster risk information into their Ecological Profile. Those LGUs without CDPs (or with CDPs that are still
for updating) (Scenario 1) and have not yet mainstreamed DRR-CCA into their CLUP (Scenario 2), may
embed their CDRA results into the sectoral dimensions of their Ecological Profile (Scenarios 1 and 2).

LGUs that belong to Scenarios 1 and 2 may also opt to insert the climate and disaster risk information as a
cross-sectoral section in the Ecological Profile which can be directly sourced out from the CDRA results as
illustrated in Figure 7 on page 19.

Figure 6. Sample Climate and disaster risk information embedded into the
Population and Social Sector of the EP

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 Other examples on integration of climate and disaster risk information into the other sectoral information in the Ecological Profile are shown below:
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

Figure 7. Sample Ecological Profile, as part of the infrastructure development sector as enhanced using CDRA results

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Environment: Storm Surge

Exposure Sensitivity

Barangay Critical Point

Critical Point Mangrove
Population Lifeline Mangroves Facilities and
Facilities species
Lifelines

Varied flora and

Water lines fauna, bird
Low since these
and
Pulang Lupa Government Part of are constructed sanctuary,
31,401 facilities
Uno facilities LPPCHEA following national mangrove trees
Road
standards affected by
networks
storm surge

The mangroves and Freedom Island serve as coastal defense to Barangay Pulang Lupa Uno against storm surge. However, if not
covered with appropriate protection measures or if flooding brings in more solid waste, bio diversity will most likely degrade and will
eventually reduce the forest cover which serves as coastal defense against storm surge.

Figure 8. Sample Ecological Profile as part of the environment development sector,

and enhanced using CDRA results

Figure 9. Sample Ecological Profile as part of the economic development sector,

and enhanced using CDRA results

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LGUs that have already enhanced their CLUPs (Scenario3) may use their risk-informed SEPP as an
alternative to the risk-informed Ecological Profile. However, additional analysis for the Institutional Sector
should be included.

At the minimum, climate and disaster risk information that should be found in the risk-informed Ecological
Profile are the following:

1. Climate Information and Climate Projections

2. Natural Hazards per Barangay Matrix
3. Historical Timeline of Disasters
4. Hazard Susceptibility Maps
5. Exposure Database and Maps per hazard
6. Risk Maps for the five Exposure Units per hazard

Examples of the Climate and Disaster Risk Information that should be included in the Ecological Profile are
provided in Annex C.

3.1 Analyze the LGU situation

Analyzing the LGU situation is the main entry point where CDRA results, i.e. climate and hazard information,
summary of potential climate change impacts, exposure maps, exposure and sensitivity database, impact
area map, and risk maps, are included. Its main output is an expanded PSFM. The outputs of the analysis
will be utilized (i) to update the Ecological Profile with information on the locality's disaster risk and climate
change vulnerability in the next plan updating and (ii) as basis to formulate sectoral goals.

Climate and disaster information provide the general scenario from which the planning area is affected by
climate change and disaster risk. What are the exposed units (population, urban areas, natural resources,
critical facilities, lifeline utilities) with high vulnerability or high risk? Where are they located? What contributes
(indicators of sensitivity and adaptive capacity) to the level of vulnerability and risk? Having information on
the risks and vulnerabilities will aid decision makers to come up with better interventions for each
development sector/sub-sector that are likely to be affected by climate change and hazards. This information
should be utilized in analyzing each development sectoral concern.

Comprehensive, when used in the CDP means “multi-sectoral” covering the five development sectors: social,
economic, physical, environmental and institutional (RPS, 2008). Because of the multi-sectoral content of the
CDP, development planning becomes integrated and holistic. Bringing the multi-sectors into planning can
enhance the cross-sectoral nature of analysis.

Figure 10 illustrates how the indicators and results of CDRA can be aligned and attributed to the multi-
sectoral concerns of the CDP.

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Figure 10. Attributing CDRA Indicators to Sectoral and Sub-Sectoral Categories of the
Ecological Profile15

While some issues are confined within the conceptual boundaries of the sector/sub-sector, other issues are
common to two or more sectors. These issues can be addressed jointly by the sectors concerned through
inter-sectoral consultations, round-robin fashion (see Figure below).

Figure 11. Inter-sectoral consultations, discussions and analysis16

15
Priscella B. Mejillano, EnP
16
Rationalizing the Local Planning System (Serote, 2008)

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The LGUs may utilize the results of impact chain analysis as an input to this. Based on climate change
projections and identified natural hazards affecting the locality, potential impacts to various thematic sectors
such as agriculture, built-up/physical assets, water, health, coastal and forestry can be cross-sectorally
analyzed. This is evident as one thematic sector or several sectors are included in the impact chain diagram,
and could be the source of cross-sectoral analysis. Doing so can help identify the key development
areas/sectors where climate change and other natural hazards will likely impact and guide the detailed study
of establishing the level of risks and vulnerabilities of the area.

Sample of cross-sectoral analysis after sectors were paired to jointly discuss concerns common to them is
shown below:

Table 6. Sample Social-Environmental Intersectoral Issue

Samples of issues common to pairs of sectors addressed in inter-sectoral dialogues are shown in Figure 12
(lifted from the RPS). The full cross-sectoral samples can be referred to in the RPS.

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Figure 12. Sample Issues common to all sectoral pairs

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3.1.1 Sectoral Analysis of Climate Change Impacts and Disaster Risk

Scoping the potential impacts of disasters and climate change is the second step of the CDRA process which
involves the conduct of impact chain analysis. This analytical tool is used to illustrate and identify the
scenarios that are most likely to be affected by the identified climate projection and potentially enhance other
hazards. Impact chains generated from the conduct of CDRA is very useful in the analysis of vulnerability
and risks to climate change and disaster. It will also serve as basis for the identification of sectoral problems
and issues as well as in generating policy interventions.

The HLURB Supplemental Guide may be used as reference for the detailed steps in conducting the impact
chain analysis.

3.1.2 Planning Indicator Systems: LDIS and RaPIDS

3.1.2.1 Local Development Indicator System

The Local Development Indicator System (LDIS) Matrix is an analytical tool for planning which is used to
analyze the LGU situation as characterized in the risk-informed Ecological Profile. Fundamentally, the LDIS
matrix depicts information in three (3) dimensions:

1. Sectoral dimension – Data is arranged according to five (5) development sectors.

2. Spatial dimension – Prescribes the monitoring of indicators for smaller planning areas
(barangays) to enable comparison of LGUs‟ performance in relation to higher subnational
governments.

3. Temporal dimension – Provides analysis across time to establish patterns and trends in the
behavior of outcome indicators.

The completed LDIS matrix presents the levels of development or under-development of a particular city or
municipality that need to be addressed through interventions. However, many planning practitioners found
the LDIS to be comprehensive but difficult to populate and complete.

3.1.2.2 Rationalized Planning Indicator and Data Set

Te RAPIDS was developed to facilitate identification of development planning indicators. RaPIDS is

presented as a shopping list of indicators where LGUs can choose from those that specifically apply to them.
It contains basic minimum indicators generally applicable to all LGUs and other sets of indicators depending
on an LGU‟s ecosystem, development thrust, and priority concern based on national policies.

RaPIDS can integrate additional data requirements in local plan preparation. It offers a mechanism for LGUs
to easily and effectively choose appropriate indicators that would best capture the level of development or
under-development in their localities. Figure 13 shows a snapshot of the RaPIDS indicators specific for DRR-
CCA

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Figure 13. Sample Ecological Profile, as part of the infrastructure development sector as enhanced using CDRA results
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)
Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

3.1.3 Vision-Reality Gap Analysis

The vision-reality gap (VRG) Analysis determines the difference between the desired state of the LGU and its
current situation. It takes off from the results of the visioning exercise and the data generated from the risk-
informed Ecological Profile and the LDIS. Ratings are assigned to describe the degree of attainment or non-
attainment of a particular vision element vis-à-vis success indicators based on its descriptor/s. The VRG
Analysis better informs the LGU how far or near it is from its desired state which aids them in creating more
sound decisions when identifying priority areas for intervention.

An example of the vision-reality gap analysis is provided in Table 7 reflecting a sample DRR-CCA descriptor
17
and success indicator.

Table 7. Sample Vision Reality Gap Analysis

Vision Element Descriptor Success Indicator Current Reality Rating Gap

People Safe Only 1% of population 90%of the informal 1 9

are exposed to high risk settler areas are at
(low exposure) high risk to flooding
with houses made
from light materials

Built up Resilient 90% of public 75%of critical 2 8

Environment infrastructure employs facilities are at
disaster and climate moderate risk to
change-proof design landslide

Note: Rating values range from 0-10 where 0 means that no achievement has been made of the goal while
10 reflects that the goal has been achieved. Please refer to DILG Guide for CDP Preparation for VRG
analysis.

The Vision-Reality Gap Analysis reflects the current reality of the locality which can be based from the
technical findings of the CDRA and the LDIS. It also illustrates the advantages of using CDRA indicators as
success indicators for the descriptors which allows the LGU to easily measure the existing situation of their
locality. Also, the regular conduct of CDRA will inform the changes in the success indicators that will be
important in the monitoring and evaluation of the CDP. The identified „gap‟ from the Vision-Reality Gap
Analysis can also be used as a reference in formulating sectoral goals and objectives.

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DILG Guide for CDP Preparation

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Another example of the VRG Analysis using indicators from CDRA is shown below:

Table 8. Sample Vision-Reality Gap Analysis with CDRA indicators and results
integrated in the analysis

The last two columns are already part of the PSFM. LGUs may do this at the onset of the Vision-Reality Gap Analysis
so that they can already categorize the conditions and findings which are directly linked to the element descriptors of
the vision. The same observed conditions and gaps are brought forward to the Expanded Problem Solution Finding
Matrix (EPSFM) so that both Vision-Reality Gap Analysis and CDRA are reflected, as illustrated in Figure14:

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Current Vision-
Explanation for
Descriptors Success Indicators Reality Reality Observed condition
the Gap
Rating Gap

Safe and 100% of barangays with trained Only 50% of barangays are Emergency response
Sustainable personnel on disaster management trained and equipped with trainings yet to be
5 5
and emergency response disaster management and conducted
emergency response
100% of barangays have an updated None of the barangays All barangays are still on
and approved CBDRRM Plan have an approved the process of
5 10
CBDRRM Plan formulation/updating of
their CBDRRM Plan
100% of sitios/purok/zones/villages Most of HH were not Household-level
with teams trained on administration 3 7 provided with training on orientation on first-aid not
of first aid administration of first-aid yet rolled-out
100% of schools with teams trained Some schools do not have Few Organized team of
on administration of first-aid adequate number of first- first aid providers in
5 5 aid providers schools.
No first-aid training
conducted for students.

Policy Options
Implication
Observed Condition Explanation Implication (Negative) Regulatory Programs,
(Positive)
Measures/ Project and
Legislation Activities

Informal settler areas Houses built in  Significant  Potential deaths and  Zoning  Relocation of
are at high-risk to informal settler government injuries due to lack of early Ordinance – informal settlers
flooding with estimated areas are resources will warning system and Risk areas as  Comprehensive
flood height of 1 meter predominantly made be allocated makeshift houses open spaces, housing program
from light materials. for rescue  Isolation of families recreation for affected
Structures do not and relief  Required post-disaster and parks families
have insurance. operations assistance for affected  Establishment of
families/ individuals far early warning
exceeds available local systems and
financial resources formulation of
 Available livelihood flood
opportunities are not contingency plan
enough to accommodate
affected families
Only 50% of barangay Emergency
are trained and response trainings
equipped with disaster yet to be conducted
management and
emergency response

None of the barangays All barangays are

have an approved still on the process
CBDRRM Plan of formulation/
updating of their
CBDRR Plan

Most of HH were not Household-level

provided with training orientation on first-
on administration of aid not yet rolled-out
first-aid

Some schools do not Few Organized team

have adequate number of first aid providers
of first-aid providers in schools.
No first-aid training
conducted for
students.

Figure 14. Vision-Reality Gap Analysis, Las Piñas City CDP, 2018-2027

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3.1.4 Expanded Problem-Solution Finding Matrix

The problem-solution finding matrix (PSFM) is a tool used to diagnose development issues or what is known
as problem-finding phase and determine appropriate policy interventions or what is called the solution-finding
phase. The problem-finding phase includes making meaningful observations from the available information,
determining the causes or explanations of the observed conditions and exploring the positive and negative
implications if no significant intervention is made. On the other hand, the solution-finding phase entails
identifying the appropriate policy interventions to curtail the negative implications and strengthen the positive
ones.

The PSFM has been expanded in this guide to emphasize on disaggregating the positive and negative
implications of the observed condition and on classifying policy options as programs, projects and activities
or regulatory measures/ legislations. The Expanded Problem Solution Finding Matrix (EPSFM) highlights the
risks in its observed condition, the sensitivity and adaptive capacity that can affect the cause of the condition,
and the positive implications contributed by high adaptive capacity and negative implications due to
vulnerability, risks, and low adaptive capacity. It takes off from the observed conditions from CDRA Steps 4-6
(summarized findings) which can be analyzed by looking at its causes and implications in order to arrive at
specific policy options addressing the observed conditions. It captures the issues and problem posed by
climate and disaster risks and presents the policy interventions that both address current needs and
anticipate future impacts of climate change and disasters.

The EPSFM is ideally to be completed after the information from the risk-informed Ecological Profile were
generated, the LDIS matrix was constructed and the Vision-Reality Gap analysis has been performed.

Policy interventions should be able to reduce vulnerabilities and increase adaptive capacities of the LGU.
Sample programs and projects linked directly to DRR-CCA are, but not limited to, resettlement/relocation
programs; hazard mitigation infrastructure projects; ecosystem-based adaptation such as ecosystem
restoration; IEC programs for increased level awareness on disaster and climate change; disaster
preparedness programs; formulation of river-basin management plans (in coordination with other
municipalities); reforestation projects, comprehensive agricultural extension program (emphasis on climate
change resiliency); capacity and capability building of executive and legislative officers in support of DRR-
18
CCA.

Below is a sample summary issues matrix of the CDRA process (Table 9) which can be used as reference
for the analysis in the EPSFM (Table 10).

18
Supplemental Guidelines
on Mainstreaming Climate Change and Disaster Risk in the Comprehensive Land
Use Plan (Quezon City: HLURB, 2014)

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Table 9. Sample Issues Matrix from the CDRA of Opol, Misamis Oriental

The EPSFM can be done through participatory processes such as sectoral workshops and focused group
discussions (FGDs) with the technical staff taking off from the „technical findings‟ as „observed conditions‟;
„implications‟ detailed as positive or negative; and „policy interventions‟ into „regulatory measures‟,
„programs‟, „projects‟, and „activities‟ or „capacity development requirements‟ and the information gathered
from the LDIS and the VRG. This matrix is included as part of the Sectoral Development Plans and does not
need to be placed inside the sectoral analysis of the risk-informed Ecological Profile. Table 10 is the EPSFM
with an example highlighting DRR-CCA implications.

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Table 10. Expanded Problem-Solution Finding Matrix

3.2. Formulate Sectoral Goals and Objectives / Targets

The main output for Step 3.2 is risk-sensitive sectoral goals and objectives.
Once the risk-informed Ecological Profile has been prepared, the planning team can now proceed to Step 3.2
for the formulation of development sectoral goals and objectives. This sub-step serves as a throughput in the
CDP preparation as it helps define interventions for the planning area. The sectoral goals and objectives
serve as the basis in the formulation of specific interventions in the planning area. Having risk-informed
sectoral goals and objectives ensures that risks and vulnerabilities identified in the analysis of the LGU
situation will be addressed and in the identification of interventions for each of the development sectors

The EPSFM and VRG conducted during the analysis of the LGU situation shall be the basis for the
formulation of risk-sensitive goals and objectives in the CDP. The goals and objectives of other local plans
which were reviewed during Step 2 of the CDP process (Review Existing Plans and Revisit LGU Vision)
should also be considered. Tables 11 and 12 are samples of goals and objectives derived from VRG and
EPSFM.

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 Table 11. Risk-sensitive
Table 11. Risk-Sensitive Goals
Goals and and Objectives
Objectives Derived
Derived from
from VRG
thethe VRGand EPSFM
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Table 12. Risk-Sensitive Goals and Objectives (Environment Sector) Derived from the VRG

3.3. Prepare Structured List of PPA

The main output for Step 3.3 is the structured list of programs, projects and activities including DRR-CCA
projects.

Concretizing the actions which addresses the impacts of climate change and disaster risks starts from the
identification of programs, projects and activities. The long list of PPAs, which should entail DRR-CCA
related projects is the one forwarded for prioritization which will eventually be funded and implemented in the
LGU.

Just like the sectoral goals and objectives, PPAs can be identified during sectoral workshops. The outdated
CDP can also be used as reference in generating new PPAs. Additional PPAs can be sourced out from other
local plans such as the enhanced CLUP, LCCAP, and LDRRMP.

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3.3.1. Sourcing PPAs from Other Local Plans

Local plans such as enhanced CLUP, LCCAP and LDRRMP contain programs, projects and activities
directly addressing climate and disaster risks. It is important to revisit these documents for inclusion in the list
of PPAs.

3.3.1.1. PPAs from the CLUP

Table 13 contains examples of policy options from CLUP which can be considered in the preparation of the
structured list of PPAs.

Table 13. Sample Land Use Policy Options for Flood Hazard Areas

Source: HLURB Supplemental Guidelines

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3.3.1.2. PPAs from LCCAP

Table 14 shows examples of PPAs from the LCCAP which can be included in the sample Structured List of
PPAs shown in Table 18 and 19.

Table 14. LCCAP List of Options (Program, projects, activities, legislations)

19

Link to
Objectives Programs Projects Activities Policies
Climate Change

Sector: To become the Climate- Site-specific flood Training on GIS

Economic nature tourism sensitive hazard mapping
Agricultural attraction in the Ecotourism Field Validation
Sub-sector region that is climate Mangrove
resilient Rehabilitation Consultation
To become the cum Ecotourism Workshops Mangrove
nature tourism Development Tree Planting
attraction in the
region that is Clean-up drive
climate resilient

World Food Programme, Mainstreaming Food and Nutrition Security in the DRR/CCA Local Planning page 40

19
World Food Programme, Mainstreaming Food and Nutrition Security in DRR/CCA Local Planning page 40

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3.3.1.3. PPAs from LDRRMP

Another local plan which can be a source of the structured list of PPAs of the CDP is the LDRRMP.

It is to be noted however, that the examples in Table 15 are only for DRRM response which is one of the
pillars of DRRM. PPAs for the other DRRM pillars (prevention and mitigation, preparedness, and
rehabilitation and recovery) should also be considered.

Table 15. Sample PPAs from the LDRRMP

Source: Local Disaster Risk Reduction and Management Plan Formulation Training Manual

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3.3.2. Classifying and Structuring Programs, Projects and Non-Projects / Services

3.3.2.1 Sifting Solutions

A. Differentiating Projects from Non-Projects

It is important to distinguish identified solutions as program, projects, non-projects/services, and

legislations. Please refer to CDP Preparation Guide (2008), Step 5: Transforming Goals into Actions,
pages 82-85, for a more detailed discussion.

Note that services or “non-projects” are regular functions of a given office to be performed by the
regular staff of that office using its existing facilities and budget. It can be included in the LDIP but not
in the prioritization exercise since funding for this are carried out using the Maintenance and Other
Operating Expenditures (MOOE) of the concerned offices or departments. Sometimes a service or
“non-project” may be upgraded into a project, following diagram below.

B. Classifying Solutions

B.1 For “Non-Projects” or Services:

1. Collect all non-projects and check for possible project upgrade to upgrade.
2. If project upgrade is not possible, retain activity as non-project
 Breakdown the service or “non-project” into activity or task components
 Match the activity/task components with the existing capacity of the office
responsible for carrying out the activity/task
 Suggest appropriate actions as needed.

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B.2 For Legislations:

1. Consult the SB Secretary or, if available, the computerized legislative tracking system for
existing legislations and/or Executive Orders (EOs).
2. Process all needed legislations, separating those that are within the LGU to enact. The
rest will be lobbied at higher levels, say provincial or national.
3. Sift all the needed local legislations using the fishbone analysis. Please refer to CDP
Preparation Guide (2008), Step 5: Transforming Goals into Actions, page 125.

B.3 For Projects:

Sift all projects according to “ownership” or responsibility using Sec. 17 of the Local Government
Code as reference.

The classification of programs and projects based on ownership is a necessary step in preparation for the
Local Development Investment Program (LDIP) as it has implications on accountabilities and the
determination of financial sources and financing schemes. After all programs and projects necessary to carry
out the sectoral objectives and targets have been identified, these programs and projects are classified
based on the categories as shown in Table 16.

Table 16. Project Classification based on Ownership

PROJECT CLASSIFICATION ACTIONS

Those for which the national These may be the subject of lobbying before
government is fully responsible Congress or in the relevant national
government agencies for inclusion in their
budget proposals.

Those that are fully “owned” by These will serve as inputs in the prioritization
the local government process for the 3-year local development
investment program (LDIP). A project brief
needs to be prepared for each of hits

Those that have the potential of These are essentially self-liquidating and
being picked up by the private which may be the subject of investment
sector incentive ordinances to be enacted by the
local Sanggunian.

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1. Collect all municipality/ city projects and process as inputs to the preparation of the LDIP.
2. Distribute the other projects to various levels and sectors concerned.
3. Lobby national projects before Congress or directly to the NGA concerned.
4. Invite private investors to take on projects that promise reasonable returns.
5. For the LGU‟s “own” projects:
 Consolidate redundant or repetitive projects
 Screen out obviously impractical or undesirable projects
 Use the Conflict-Compatibility-Complementarity (CCC) Matrix to determine the
relationship between pairs of projects.
 Use the “Project/ Resource Impact Matrix” to further short-list the projects.

The table below facilitates the classification and structuring of PPAs.

Once the PPAs are classified and structured, it can finally complete the structured list of PPAs. Sample of

Ownership
Classification of PPAs Title / Name of PPAs
(NG/LG/PS)

1. Legislation EO on program management and

LG
funding

Resolution of SB allowing the Mayor

LG
to enter in a MOA

2. Projects Capacity Building for farmers on

LG
Crop Rotation

LG Mobilize DRRM Operating Teams

LG Climate-smart Agriculture Program

structured list of PPAs (long list) with DRR-CCA mainstreamed are shown below in the required Forms 2a
and 2b of the CDP Illustrative Guide. Table 17 contains PPAs from one sub-sector while Table 18 reflects
PPAs for different sectors consolidated from the sample EPSFM and examples culled out from the CLUP,
LCCAP and LDRRMP.

Table 17. CDP Preparation Template Form 2a. Structured List of PPAs per Sector (Long List)

Sectoral Goal: Highly productive agricultural center and tourism hub

Strategy 1 (objective): To become the nature tourism attraction in the region that is climate resilient

No. Program Program Components Actions/Interventions

1.1.1 Training on GIS
1.1 Site-specific flood hazard
1.1.2 Field validation
mapping
1. Climate-sensitive
01 1.1.3 Consultation Workshops
Tourism Program
1.2 Mangrove Rehabilitation 1.2.1 Mangrove Tree Planting
cum Eco-tourism
Development 1.2.2 Clean-up drive

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 Table 18. CDP Preparation Template Form 2b. Structured List of PPAs per Sector and
Development Indicator (Long List)
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The Local Development Investment Program (LDIP) serves as the main instrument for CDP implementation.
The investment program is the link between the plan and the budget (Sec. 305 (i), RA 7160). It consists of a
list of programs and projects with costs to be funded by the LGU and external sources, within the timeframe
of three years.

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The structured list of PPAs identified during the third step of the CDP which was generated with the guidance
of CDRA results will be the needed inputs in the preparation of a risk-informed LDIP.

Based on the CDP Preparation Guide (2008), the LDIP preparation involves a pre-activity of preparing the
project briefs followed by three streams: (1) screening and prioritization of structured list of PPAs, (2)
determining investment potential and (3) formulating the corresponding Local Resource Mobilization Program
(LRMP) and Financing Plan. Inputs and participation of the sectoral committees of the LDC shall be required
in the preparation of the LDIP.

Disaster risk reduction and climate-resilient development should be pursued by including risk-sensitivity in
designing, selecting, and prioritizing PPAs. Enhancing designs of PPAs to minimize impacts of climate
change according to risk levels of location and population should be done in the preparation of the project
brief by integrating the CDRA results.

4.1 Pre-LDIP: Preparation of Project Brief

The LDIP process commences with the preparation of project brief for each PPA in the structured list (long
list of PPAs). These project briefs contain the rationale, objectives, cost and components of the with
consideration of the risk information from CDRA results. Among the other project details include but are not
limited to the following:

a) Name and type of program/ project

b) Brief description
c) Program/project/ components including duration
d) Estimated cost
e) Proponent
f) Justification of the project (project benefits)
g) Intended target beneficiaries (include gender considerations)
h) Program/ project term
i) Target outputs or success indicators
j) Possible risks or external factors that could affect the realization of the project
k) Adaptation/mitigation measures or risk reduction measures employed (if applicable). Also, indicate
here if the project aims to reduce risk or enhance adaptation or has the potential to create or
increase risk.
l) Expected Stakeholder‟s Response (if applicable)
m) Potential sources of funds (local and international, if applicable)

The project‟s description and rationale should highlight risk information based on CDRA results. For
example, how the project can increase existing adaptive capacity, and reduce risks and vulnerabilities.
Intended target beneficiaries could also identify vulnerable population (e.g., poor, informal settlers, senior
citizens) especially those in risk areas.

Moreover, the inclusion of "possible risks or external factors that could affect the realization of the project as
well as “adaptation measures or risk reduction measures employed" as part of the project brief template must
be emphasized. The unavailability of funds or external issues, social and economic factors, project‟s hazard
risk category and location and associated level of vulnerability and risk based on CDRA results should be
included in the project brief. Potential for new risk or increasing existing risk should also be analyzed and
considered before any development project is undertaken. In case of such potential, risk mitigation options
should be clearly defined.

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Guidelines for Mainstreaming Disaster Risk Reduction and Climate Change in Comprehensive Development Plan (CDP+)

With the identified potential risks, measures to reduce those should be included if applicable. An example of
risk reduction measure of projects may include design that would address potential climate change impacts
by addressing current risks, preventing future risks (e.g., climate-proofing/ climate sensitivity), proper location
and construction of built environments and sustainable use and management of natural resources. See CDP
Preparation Template Form 3b with enhanced questions to integrate DRR-CCA in project brief preparation.

A sample project brief in Table 17 reflects the terms resilient, disaster risks, and vulnerabilities.

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Table 19. Sample Project Brief

Name of Program/Project Flood and Storm Resilient Drainage System

Brief Description: The construction of flood and storm resilient drainage system in the municipality will
cater the urban barangays in the municipality, which was identified as flooded urban
areas during the conduct of CDRA. This would lead to facilitate system of flow of
water going to the SF River, mitigate, control and eliminate the inundation at central
business district of the municipality especially during typhoon season and rainy days.

Program / Project Components Improvement / Rehabilitation of Drainage System

Mapping of the Proposed Master Drainage Plan
Reforestation / Massive Tree Planting
Establishment of Retention Area
Stakeholders consultation
Consultation on flood study and review
Identification of barangays/location for retention area
Information, Education and Communication Advocacy

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4.2. LDIP Stream 1: Screening and Prioritization of the Structured List of PPAs

The prepared project briefs are the basis

for screening and prioritization of PPAs.
In the initial screening of projects,
redundant proposals shall be
consolidated. Impractical or undesirable
projects (i.e. new development proposed
location is located in high risks areas not
related to risk reduction/mitigation
measures) and those that can be aptly
implemented by and identical to those
proposed by other institutions (i.e.,
national or regional offices) shall be
eliminated from the list. Screening in
terms of complementarity, compatibility
and conflict and its impacts to resources
(i.e., natural, human, infrastructure and
financial) should also be conducted to
shortlist an inordinately long list of projects. The Conflict-Compatibility-Complementarity (CCC) Matrix and
Project Resource Impact Matrix as provided in the Guidelines on the CDP Preparation can be used as
necessary.

Table 21 shows an example of the CCC matrix among three projects. The relationships of the proposed
projects are indicated in the cells:

 If the relationship is one that is repetitive or redundant, mark the cell with “Y”
 If the relationship is one of conflict, mark the cell with “X”.
 If the relationship is one of complementarity, mark the cell with an “O”.
 If the relationship is one of compatibility, or if it is neutral, leave the cell blank.

Projects identified as redundant or repetitive shall be consolidated, in the example (Table 20) Project 3
and 4 located in the same area are similar or redundant project. The decision should be to retain just
one of them and since project 3 have the DRR-CCA enhancement, the LDC should decide if it is willing
to pay a little more to enjoy the risk reduction benefits. The LDC may also choose to remove from the
initial list projects which conflict with many/most projects. In the example, Project 5 seems to be in
conflict with most of the other projects. Also, projects which conflict with some but are compatible or
complementary with others may be reformulated to resolve the conflict/s.

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Table 20. Sample Conflict-Compatibility-Complementarity Matrix

With the resource impact matrix (Table 21), each proposed project is examined in terms of its demand or
impact to the natural, human, infrastructure and financing resources of the LGU. Table 22 provides
suggested parameters for Resource Impact Matrix to guide LGU in scoring resources based on positive or
negative impact of a project. A positive sign (+) is indicated in the cell if the project contributes to an increase
in the quantity or improvement in the quality of the resources. However, a negative sign (-) is indicated if the
project will lead to a decline in the quantity or reduction in the quality of the resource. Put a zero (0) if no
effects are seen. Total positive and negative scores are summarized in the last two columns (total impact). If
the project gets a net negative score, this shall be rejected. The list of projects shall be ranked with the
highest net positive score to the lowest. DRR-CCA projects usually have positive impacts on LGU‟s
resources and thus more likely to get passed this screening procedure. Although, adaptation or risk reduction
measures are often seen to have increased need for financial investment, thus are usually justified by their
benefits.

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Table 21. Resource Impact Matrix

Natural Human Total Impact

Proposed Projects Infrastructure Financial
Resources Resources + -

Climate –Sensitive
Ecotourism + + 0 + 3 0

Climate-Smart Agriculture + + 0 + 3 0
Flood and Storm Resilient
Drainage System + 0 + - 2 1

Project 4

Project 5

Project 6

Table 22. Suggested Parameters for RIM

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Ranking of projects based on the Criteria for Determining Level of Urgency of Projects and the Goal
Achievement Matrix (GAM) will be done through a participatory workshop. The Urgency Test Matrix subjects
the different proposed Projects to some indicators of necessity, it is used to prioritize projects that are
sensitive in terms of time and importance to maintain or push forward the functioning of the LGU. DRR-CCA
projects are deemed Urgent because of some negative implications to life, property, and public welfare if
they are not done. This is especially true if the levels of risk and vulnerability have reached or exceeded the
threshold (refer to CDRA) that the community and ecosystems can allow. Also, the LDC can use GAM in
ranking projects using the LGU‟s risk sensitive development goals or vision as evaluation criteria. A risk
sensitive vision or goal includes DRR-CCA descriptors formulated in Steps 2 and 3, respectively.

The Urgency Test prioritization exercise is done either at the sectoral or LDC plenary level. The exercise
simply subjects all the proposed projects to the Urgency Test Matrix (Table 23) that contains several criteria
of determining whether the project is Urgent, Essential, Necessary, Desirable, Acceptable, or Deferrable.
This is important because of the limited resources available and efficiency in its use should ensure that it is
utilized for Urgent projects first before considering those essential or necessary. DRR-CCA projects usually
falls on the “Urgent” category due to its nature of giving “remedy conditions dangerous to public health,
safety and welfare”. However, the level of risk and vulnerability based on the Steps 4 and 5 of the CDRA
(CCVA and DRA) should also be taken into consideration before identifying the project as urgent.

Often, the risk and vulnerability are recognized to be a safety concern for the community and a
development impediment to the LGU. Although, recognizing the more holistic disaster risk framework
(DRRM Law) and vulnerability framework (CC Law), “Urgent” projects can also be categorized as those that
“build resilience and sustainability by reducing risk or vulnerability”. This can now include projects that
significantly impact increase in adaptive capacity or lower sensitivity of individuals or community.

Table 23. Urgency Test Matrix

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The GAM shall be conducted by various societal sectors such as women, elderly, business, government,
academe, youth, PWDs, etc. Based on the perceived importance of each sectoral goal or vision descriptor,
the societal sectors shall assign weights to each goal or vision descriptor. The numerical elements should be
equal to 1.0 or 100%. Each proposed project is assessed by the groups following the scale from +3 to -3 as
described by Table 24.

Table 24. GAM Rating Scale

The rating (ranging from +3 to -3) given by the group shall be multiplied to the assigned weight. The product
of the rating and weight shall be indicated in the score column. Either the sectoral goals or the descriptors of
the risk-sensitive vision of the city/municipality can be used as criteria of the GAM in ranking the PPAs to be
included in the risk-informed LDIP. Table 25 reflects an example of GAM using the sectoral goals.

The scores per project from each of the societal sectors are summed up as shown in Table 26. The project
with the highest total score is ranked first priority. A ranked list of projects, which indicates location and cost
estimate, is prepared (Table 27). Refer to CDP Illustrative Guide Form 3a for the ranked list of projects for
the three-year investment programming of the LGU.

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Table 25. Sample GAM using LGU’s Risk-sensitive Sectoral Goals

Societal Sector: Women

Table 26. Summarized GAM Ratings

Sector Rating
Total
Project Rank
Score
Women Business Academe Government

1.Climate-Smart Agriculture 2.05 2.75 2.3 2.15 9.25 2

2.Climate-Sensitive
1.95 2.85 2.4 2.25 9.45 1
Ecotourism

3.Flood and Storm Resilient

1.55 2.5 2.45 2.4 8.9 3
Drainage System

Table 27. Ranked List of Projects using GAM

Estimated Cost Cumulative Cost

Project Rank Project Name
(in Php million) (in Php million)

1 Climate-Sensitive Ecotourism 1.6

2 Climate-Smart Agriculture 2.9 4.5

Flood and Storm Resilient

3 2.0 24.5
Drainage System

Total 24.5

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Some DRR-CCA programs and projects, especially those that are hard infrastructures, can be completed
beyond the three-year period of the LDIP. These ranked and prioritized projects longer than the first three
years, should still be considered in the mid-term updating of the CDP and included in the succeeding three-
year LDIP.

4.3. LDIP Stream 2: Determining the Investment Financing Potential

This process is conducted by the Local Finance Committee composed of the C/MPDC, Budget Officer and
Treasurer to cross-match ranked PPA list with available resources. Understanding the investment funding
needs an analysis of the historical trend of the LGU‟s revenue, recurring operating expenses and level of
public debt, relationship of the revenue and expenditure items to its population and economic development
as a basis for projection of future revenue and operating expenditure levels. The output of this is a new
investment financing potential form (Form 3c of CDP Illustrative Guide).

4.3.1 Collect appropriate revenue data and determine historical trends

Data on revenue for the past 3 to 5 years shall be collected and analyzed in terms of its average annual
growth rate. This includes real property taxes (RPT), business fees and licenses, other taxes, service and
operations income, and internal revenue allotment among others.

4.3.2 Collect appropriate operating expenditure data and determine historical trends

This include data and analysis of operating expenditures (personal services, maintenance and other
operating expenses or MOOE), general public services, social services, economic services and other LGU‟s
expenditure items such as debt services.

Understanding expenditures due to disasters and effects of climate change should be included in this step.
These historical analyses can be retrieved from records of previous disasters which is an output of CDRA
Step 1. LGU may also use the results of Post-disaster Needs Assessment (PDNA) which reflects the
damage and recovery costs due to disasters and effects of climate change.

In terms of LDRRMF utilization, trends in expenditures and investments in pre-disaster (e.g., disaster
preparation and mitigation) and post-disaster events (disaster response, recovery and rehabilitation) should
be analyzed. This should not only be structural and infrastructure interventions (e.g., road dikes, drainage
systems, relocation) but also non-structural initiatives (e.g. development plans, building/structural codes, and
risk insurance). Studies show that 54% of LDRRMF are expended for disaster response and rehabilitation in
20
the Philippines while globally 65.5% and 21.7 % go to emergency response and reconstruction and
21
rehabilitation, respectively.

In the LDIP preparation, climate change investments of the LGU, which include number of PPAs, budget/
expenditures on CC adaptation and mitigation measures, should be considered in the historical analysis of
the LGU‟s expenditure. The results of the historical expenditures should be a good decision point on
strengthening disaster preparedness, mitigation and climate change adaptation rather than reactive disaster
and CC expenses.

20
Commission on Audit, Assessment of disaster risk reduction and management at the local level, 2014
21
ODI and UNDP, Finance for reducing disaster risk: 10 things to know, 2015

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4.3.3 Establish structural relationships of revenue and expenditure items to population and
economic development
Among the key factors that must be considered in assessing structural relationships between revenue and
expenditure items are the following:

 Overall national and regional economic picture, including development trends;

 Demographic shifts; and
 Changes in the local market, particularly in the local labor market.

4.3.4 Project future recurring revenue and operating expenditure levels

Future recurring levels can be projected based on a careful assessment of all probable factors that affect
each revenue source. RPT collection should be projected separately because of its large contribution to LGU
revenue sources; and because real properties will be the main beneficiary of LGU investments in terms of
increased values. Business fees and licenses, other taxes, services and operations, and all others can be
projected using either the historical growth rates (with or without adjustments). Future normal recurring
expenses can be projected using either of the following techniques:

 historical 3 to 5-year annual average expenditure increase; or

 historical average expenditure per unit of output in the case of LGU business enterprises

4.3.5 Compute the financial surplus available for the financing of new investments

The new investment capacity of the locality can be computed by looking into the projected revenues,
deducting projected operating expenditures and existing debt service requirements and summarized in
template Table 28.

Table 28. New Development Investment Financing Potential 20XX to 20XX

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4.4. LDIP Stream 3: Formulating the Local Resource Mobilization Program and Financing
Plan

During the formulation of the Financing Plan, the following are identified:

 Which of the approved DRR CCA PPAs can be funded through regular funding sources for the
three-year period? The LGU can fund projects if there are financial surplus for new investment
financing from estimating LGU revenue less operating expenditures and debt servicing
requirements (if any).
 Which PPAs have to be financed from other sources?

The investment program is prepared when the final list of projects is deliberated upon by the LDC. The list is
finalized when a proper match is attained between the total project cost and available funds on a year-by-
year basis. If the aggregate cost is more than the amount of available investible funds, the LDC deliberates
on and decides what financing approach to take.

The LDC with the assistance of the Local Finance Committee shall determine which financing approach to
take – developmental, conservative or pragmatic. Should the LGU choose the conservative approach, list
of PPAs to be implemented would have to be cut down to work within the New Investment Financing
Potential only. On the other hand, should a developmental or pragmatic approach be used, a Resource
Mobilization Plan and other financing options will be pursued. In any case, ranked PPAs should ensure that
projects will promote more resilient and safe communities.

The LGU may consider various financing from its local funds, national government, private sector as well as
international sources. Aside from the local development fund, local tax collections and different funding
source for DRR-CCA like the People‟s Survival Fund (PSF), and Support to Local Governance Program
(SLGP), risk sharing schemes can also be sought. Government and private insurance facilities can serve as
a risk-sharing option such as various government insurance provider institutions and the list of non-life
private insurance providers from Insurance Commission (www.insurance.gov.ph/regulated-entities/life-and-
non-life-companies/). Official Development Agencies may also be sources of funds for the implementation of
the said PPAs such as the Global Environment Facility, Special Climate Change Fund, and Adaptation Fund.
(See Annex G for the list of information on international financing options).

The LPDO prepares the three-year investment program and submits the draft LDIP to the LCE. The LCE, as
the Chair of the Local Development Council (LDC) approves the LDIP and endorses to the Sanggunian for
adoption.

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The fifth and last step in the CDP Formulation is the formulation of needed policy instruments and
determining what authority levers that will support the implementation of priority risk-informed PPAs in the
LDIP. This includes the Annual Investment Program (AIP), legislative requirements, capacity development
interventions, and monitoring and evaluation strategies. This step provides the linkage from planning to
budgeting and completes the cyclical nature of planning through monitoring and evaluation, which serves as
a take-off point for the next planning period.

The following sub-steps should be undertaken by all LGUs once the LDIP is prepared.

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5.1 Prepare the Annual Investment Program

The Annual Investment Program (AIP) refers to the annual slice of the LDIP which includes all the resources
requirements of PPAs such as capital expenditure and operating requirements. Pursuant to DILG-NEDA-
22
DBM-DOF JMC No.001 Series of 2016, the LDC for cities and municipalities shall cull out the AIP from the
current slice of the risk-informed LDIP, which upon approval of the Sanggunian, shall serve as the basis for
preparing the executive budget.

As part of the expenditure and investment monitoring for Climate Change, LGUs are required to accomplish
the Climate Change Expenditure Tagging (CCET) using the guidelines in DBM-CCC-DILG Joint
23
Memorandum Circular No. 2015-01 dated July 23, 2015. CCET is the process of identifying and tagging
PPAs as climate change adaptation or mitigation and is used as basis for determining alignment to the
thematic priorities of the National Climate Change Action Plan (NCCAP).

LGUs are directed to use the prescribed AIP Summary Form/Form 4 (Annex H) which captures the amount
budgeted for adaptation-related PPAs, amount budgeted for mitigation-related PPAs, and the CC typology
code. LGUs must furnish the CCC an electronic copy of their AIP form and CCET Analysis Tool, in addition
to their submission to DBM and DILG for budget preparation process. Inclusion of the risk-informed PPAs in
the AIP ensures that these will be funded and implemented in the current year.

5.2. Identify priority legislative requirements needed to implement the LDIP/AIP

Legislative requirements in the CDP are the priority legislations or regulatory measures that need to be
enacted by the Sanggunian to support development priorities of the LGU in the medium – and long – term.
These may include new legislation, amendments to existing legislations, as well as those that will enable
LGUs to access and/or leverage external support to implement PPAs (e.g. resolution to enter into contract
with academic institutions who can provide technical assistance in drafting proposals for the People‟s
Survival Fund or other loans and grants from national and multi-lateral development agencies). The list of
other funding sources that the LGUs can tap to implement risk-informed PPAs is found in Annex H.

In mainstreaming DRR-CCA, legislative requirements supporting risk-informed PPAs should be included.

Foremost among these needed legislations are:

a. the adoption and approval of a risk-informed CDP and its sectoral plans (including its related
capacity development program and monitoring and evaluation strategy);
b. Sangguniang Bayan/Panlungsod Resolution authorizing the local chief executive to enter into a
memorandum of agreement with funding institutions;
c. regulatory measures to support effective implementation and management of risk-informed PPAs;
and,
d. legislations to implement adaptation and mitigation measures (e.g. energy efficiency, urban
greening).

22
JMC 2016-01: Updated Guidelines on the Harmonization of Local Planning, Investment Programming, Resource Mobilization,
Budgeting, Expenditure Management, and Performance Monitoring and Coordination in Fiscal Oversight
23
JMC 2015-01: Revised Guidelines for Tagging/Tracking Climate Change Expenditures in The Local Budget
(Amending JMC 2014-01, Dated August 7, 2014)

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To be guided on what actions to undertake regarding legislative requirements the fishbone analysis can be
used (please refer to MC 2008 -156: Guide to CDP Preparation for LGUs). It is suggested to involve the
Sangguniang Bayan or Panlungsod during this process. Figure 14 describes how the fishbone analysis is
used. Priority legislative requirements are summarized in the prescribed Summary Form shown in Table 29

Figure 15. Fishbone Analysis

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Table 29. Sample Priority Legislative Requirements Summary From (Form 5b)

5.3. Identify capacity development interventions needed to implement the risk-informed

LDIP/AIP
Another form of implementation instrument in the CDP is the capacity development intervention identified to
support the implementation of PPAs in the LDIP and AIP. The regular CDP process involves formulation of a
capacity development program to address competency gaps and improve current capacities as enabling
instruments to effectively implement PPAs for each sectoral goal. This is done during the sectoral
workshops. In mainstreaming DRR-CCA, capacity development interventions that support or strengthen
implementation of risk-informed PPAs should be included
Capacity, as defined by UNDP, is the ability of individuals, institutions and societies to perform functions,
solve problems, and set and achieve objectives in a sustainable manner; while capacity development is the
process through which individuals, organizations and societies obtain, strengthen and maintain the
capabilities to set and achieve their own development objectives over time using internal existing capacity
24
assets. Support from external institutions in the form of capacity building is also helpful in the initial stages
of creating capacities in the assumption that there are no existing capacities to start with.
Capacity covers three levels: individual capacity-skills, knowledge, attitudes and values of an individual;
institutional capacity-organizational structure, leadership, and physical facilities that helps the system
operate; and systems/sector capacity-policies, societal values, development frameworks, and institutional
arrangement affecting the enabling environment (Guide to CDP Preparation for Local Government Unit).
Someexamples of capacity development interventions across levels of capacity are skills trainings, upgrading
of technological facilities, hiring of experts, partnerships with external institutions (e.g. academe, donor
agencies and international institutions), and incentives or performance-based bonuses.

The following are guide questions in crafting capacity development interventions:

a. What capacities should be present in the LGU to support the implementation of risk-informed PPAs?
b. From which office in the LGU do those capacity gaps exist?
c. Which capacity areas need to be prioritized?

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Capacity Development: A UNDP Primer

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d. What should be done to improve or develop capacities?

e. How much time, effort and budget would be required to improve present capacity of the LGU?
f. Who are the persons/office to provide the capacity development interventions?
Existing capacity gaps of the LGU must be assessed to identify appropriate capacity development
interventions.

Identified capacity development interventions are summarized in the prescribed Capacity Development
Program matrix (Form 5a) as presented in Table 31. In the example, suppose a highly urbanized city
identified Greenhouse Gas Management Program as one of its priority PPAs; however, upon assessing
competencies, the identified office in-charge does not have enough capacity on related activities to
implement the program. Thus, one of the interventions is to undergo capacity building training on
Greenhouse Gas Inventory to achieve specified outcomes.

It is important to note that capacity is not limited to enhancing competencies, knowledge or skills. The LGUs
25
should bear in mind that capacity development covers the following pillars:

Table 30. Six Capacity Pillars

It should be noted that identification of capacity development intervention can also be done even before the
ranked list of PPAs have been identified. As early as during the PSFM analysis, capacity development can
already be categorized according to the 6 capacity pillars. (refer to Table 32 for sample capacity
development program reflecting the 6 capacity pillars)
The cost of implementing the CapDev agenda shall be charged against the Maintenance and Other
Operating Expenses (MOOE). For CapDev interventions which may require funds beyond the allotted MOOE
of concerned offices, e.g. Information Communication Technology (ICT) as part of the Management Systems
pillar, or learning exchange as part of the Knowledge and Learning pillar, may be considered as a major
project that may be considered in the succeeding year‟s AIP and budgeting. The identification and analysis of
CapDev shall be undertaken by the Institutional Development Sector.

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The LGU Capacity Assessment and CapDev Agenda Formulation Toolkit (Local Government Academy, 2016)

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Table 31. Sample Capacity Development Program (Form 5a)

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 It should be noted that identification of capacity development intervention can also be done even before the ranked list of PPAs have been
identified. As early as during the PSFM analysis, capacity development can already be categorized according to the 6 capacity pillars.

Table 32. Sample Capacity Development Program (Form 5a)

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5.4. Monitor and Evaluate the Plan

Another implementation instrument of CDP is the monitoring and evaluation strategy to track progress of
PPAs and evaluate outputs, outcomes and impacts. Monitoring refers to the continuous process of data
collection and analysis to check whether a project is running according to plan and to make adjustments if
needed. Evaluation is the systematic process of collecting and analyzing information about activities and
results of a project in order to determine the project‟s relevance and/or to make decisions to improve the
efficiency and effectiveness of a project. Monitoring and evaluation in the CDP are tools for effective
management as well as planning for the next cycle. M & E is concerned with determining the changes and
impacts attributed to planned and unplanned developments. These changes manifest themselves in terms of
a changed state of: social and economic well–being of the inhabitants, quantity and quality of the physical
environment and institutional capabilities for local governance. Since DRR and CCA are being mainstreamed
in the CDP, changes in the level of risk and vulnerability of the locality should be evaluated.

M & E in the CDP applies differently for short term and long-term planning cycle. For short planning cycle of
one (1) year (e.g. AIP) to three (3) years (LDIP), M & E of outputs and outcomes of the LGU‟s policy
interventions can be synchronized with the three-year term of the LCE (Figure 16). The LCE‟s end-of-year
report containing outputs & financial performance should serve as basis for the following year. Mid-term M&E
of outcomes should be conducted as input to the realignment of the LDIP. Lastly, on the second quarter of
the last year of the LCE‟s term, an impact M&E should be conducted, whether the incumbent officials get
re-elected or not, to provide inputs to the next three-year planning cycle.

Figure 16. M & E Points in a 3-year Term of Office

(Source: Rationalized Planning System, 2008)

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For longer planning cycles such as the revision of CDP and CLUP, outcome and impact M&E should be
conducted at 6-year and 9-10 year intervals, respectively. This coincides with the national population census
to allow correlation of socio-economic and physical changes with actual population count and changes in
population characteristics.

M & E for CDP involves tracking the progress and successful implementation of risk-informed PPAs and
evaluating their effectiveness (achievement of objectives) and efficiency (inputs maximized to attain outputs)
through measurement of indicators (e.g. proportion of infrastructure facilities that are hazard resistant). The
DRR-CCA indicators in the RAPIDS can be used to determine accomplishment of DRR-CCA actions.
Vulnerability and risk indicators (Annex F) as well as success indicators can also be used to measure
impacts of DRR-CCA actions.

The prescribed M&E strategy template should be accomplished by LGUs (Table 33). The vertical columns of
the matrix show the cause-effect relationship of inputs and outputs which contribute to the achievement of
objectives and eventually the sectoral goals. Meanwhile, the horizontal rows describe the performance and
target indicators for evaluation, sources of data, appropriate methods, frequency and focal person/s. PPAs
would serve as the outputs which enable the achievement of objectives and goals.

In the sample M&E Strategy template below, notice that the target indicator - proportion of ISFs, is a
sensitivity indicator for population in the exposure database of CDRA. This baseline information is useful in
determining the success of the resettlement area project. Success, meaning the project is able to provide
sufficient basic services like water, electricity, and all other necessary services for a decent housing, there is
high probability that ISFs would move-in, thereby reducing the population of ISFs who are at risk to hazards.

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Table 33. Sample M & E Strategy

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Table 34. Sample Monitoring and Evaluation Indicators

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 Increase number of property owners with Municipal Planning and Five-year interval data on the
the capacity to afford post disaster Development Office number/percentage population with life
economic protection (life insurance) insurance coverage aggregated by
household (CBMS)
 95% of population above the Poverty
Index Five-year interval data on the
number/percentage population above the
 Increase average annual income of Poverty Index aggregated by
families household(CBS)
 Reduction in unemployment rate Five-year interval data on the household
income aggregated by household (CBMS)
Five-year interval data on the
unemployment rate (CBMS)

 Generation of 1,200 jobs Municipal Planning and Two-year interval data on the number of
Development Office – Business new jobs generated aggregated by
 Increase in number of new investors
licensing barangay by type of industry/profession
related to tourism, agri-industrial, forestry
and other service related
facilities/establishments

Source: Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risks in the Comprehensive Land Use Plan

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CHAPTER III: PARAMETERS FOR RISK-INFORMED CDP

The simple checklist for a risk-informed CDP (CDP+) is intended for rapid assessment that will be done by
the LGU to assess if DRR-CCA is already ma instreamed in CDP. It is also a helpful tool for self-assessment.
The checklist can help the LGU in assessing their CDPs and identifying gaps or room for improvement for
consideration in the updating.

Although intended for self-assessment, the checklist also mirrors the CDP Assessment Tool by assessing
Form, Process, and Content.

Table 35. Review Parameters for Risk-informed CDP

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ANNEX
Annex A. CDP+ Outline
CDP+ Suggested Outline

Inside the CDP (suggested outline)

I. Preliminary Pages
A. Resolution approving the CDP
B. Foreword
C. Acknowledgement
D. Table of Contents
E. List of Tables
F. List of Figures
G. List of Boxes

II. LGU Brief Profile

A. Quick Facts about the LGU (Include Hazard and Risk Maps)
B. Matrix of Local Development Indicators (Form 1d)

III. CDP +
A. Vision
i. Descriptors Success Indicators
ii. Vision – Reality Gap Analysis
B. Cross-Sectoral and Special Issues and Concerns
C. Sectoral Development Plans (Social, Economic, Infrastructure, Environment, Institutional)
i. Introduction
ii. Expanded PSFM**
iii. Goals-Objectives-Outcome Indicators (DRR-CCA lens)
iv. Programs, Projects, Activities (Form 2a)
v. Project Ideas or Project Briefs (Form 3b)
vi. Legislative Requirements (Form 5b)
vii. CapDev Requirements (Form 5a)
viii. M&E Strategy (Form 6b)
D. Legislative Requirements*
E. CapDev Requirements*
F. M&E Strategy*

IV. LDIP (Form 3e)

V. ANNEX
A. Executive Order Creating and Mobilizing the Planning Team
B. Workplan
C. Form 1c. Ecological Profile
i. History
(The LGU may include a brief history of the city or municipality to highlight the
unique characteristics and significance of the locality in relation to the country or to
its specific region)

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ii. Profile
(Part II will mainly be composed of the presentation of the data into graphs and
tables per sector and the results of the analysis of the data gathered as presented
in the local development indicators table or matrix (Form 1d). Please present the
information per development sector)
a) Social
b) Economic
c) Environmental
d) Physical/Infrastructure
e) Institutional
f) Climate and Disaster Risk Information*

D. Template Form 2b. Structures List PPAs per Sector and Development Indicator (Long List)
E. Template Form 3a. Ranked List of PPAs for Investment Programming
F. Template Form 3c. Projection of New Development Investment Financing Potential
G. Template Form 3d. Summary Medium-Term Financing Plan
H. Template Form 4. AIP Summary Form for Year 1
I. Urgency Test Matrix Results
J. CCC Test Matrix
K. GAM Results and Summary
L. Attendance of Workshop Conducted / Photos of Workshop / Minutes of the Meeting

Other templates
*either sectoral or as a whole

Annex B. Expanded Outline of the Ecological Profile

CHAPTER I HISTORY

CHAPTER II GEO-PHYSICAL ENVIRONMENT

1.0 Geographical Location
1.1 Political Boundaries
1.2 Climate and Climate Projections
6.0.1 Climate
6.0.2 Atmospheric Temperature
6.0.3 Relative Humidity
6.0.4 Cloudiness
6.0.5 Rainfall
7.2 Natural Hazards and Barangay Hazard Matrix
7.3 Historical Timeline of Disasters
7.4 Hazard Susceptibility Maps
2.3 Topography
2.3.1 Elevation
2.3.2 Slope
2.4 Geology
2.4.1 Rock Formations
2.4.2 Landforms
2.4.3 Soils
2.4.4 Land Capability Classes

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2.5 Land Resources

2.5.1 Land Classification
2.5.2 Existing General Land Use
2.5.3 Urban Land Use Pattern
2.6 Mineral Resources
2.7 Coastal Resources
2.7.1 Coral Reef
2.7.2 Seagrass Communities
2.7.3 Mangrove Forests
2.7.4 Coral Lifeforms and Associated Species
2.7.5 Reef Fish Communities
2.8 Freshwater Resources
2.8.1 Surface Run-off
2.8.2 Groundwater Resources

CHAPTER III POPULATION AND SOCIAL PROFILE

3.1. Social Composition and Characteristics
3.2. Population Size and Growth Rate
3.3. Growth of Barangay Population
3.4. Migration Patterns
3.5. Population Density
3.6. Household Distribution
3.7. Urban – Rural Distribution
3.8. Tempo of Urbanization
3.9. Age – Sex Distribution
3.10. Dependency Ratio
3.11. Present Status of Well-being
3.11.1. Health
a) Health Personnel and Facilities, Public and Private
b) Ten (10) Leading Causes of Morbidity (All Ages)
c) Ten (10) leading Causes of Mortality (All Ages)
d) Nutritional Status
e) Other Health Statistical Data
i. Total number of births
ii. Total number of deaths
iii. Total number of infant deaths (Under 11 months old)
iv. Total number of maternal deaths
v. Total number of neo-natal deaths (1 – 27days old)
vi. Total number of deaths (50 years old)
vii. Total number of deaths with medical attendance
viii. Birth rate
ix. Death rate
x. Infant mortality rate
xi. Maternal mortality rate
f) Family Planning Services
3.11.2. Social Welfare
a) Social welfare programs and services available
b) Number of types of clientele
c) Number and location of day care centers

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3.11.3. Education
a) Educational Attainment and Literacy Rate
b) School-age population and Participation Rate, by level
(elementary, secondary, tertiary)
c) Number and location of schools, by level, public and private
d) Other Educational Statistics
i. Total Enrolment (past 5 school years)
ii. Number of teachers
iii. Number of classrooms
3.11.4. Housing
a) Number of housing units, by type of building single, duplex, etc.)
and construction materials
b) Tenure on the house and homelot
c) Source of drinking water
d) Type of fuel used for lighting and cooking
e) Types of garbage disposal
3.11.5. Employment and Income
a) Employment rate, by sector
b) Number of overseas Filipino workers (OFWs)
3.11.6. Recreation and Sports Facilities
a) Type, number and location of sports and recreational facilities
3.11.7. Protective Services
a) Total number of police personnel
b) Police – population ratio
c) Types and volume of crime in the LGU
d) Fire-fighting personnel and Facilities
e) Occurrence of fire and response time

CHAPTER IV LOCAL ECONOMY

4.1. The Primary Sector
4.1.1. Agricultural Crops
a) Agricultural Croplands
b) Crop Production
4.1.2. Livestock and Poultry
a) Number and volume of production by type of livestock and poultry
b) Livestock and Poultry Production – Consumption Relationship
4.1.3. Fisheries
a) Inland Fisheries
b) Municipal Fisheries
c) Commercial Fisheries
4.1.4. Food Self-sufficiency Assessment
4.1.5. Forestry
a) Forest-based Production Activities
b) Type and volume of production
4.1.6. Agricultural Support Facilities
a) Production Support Facilities
b) Post-harvest Facilities

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4.2. The Secondary Sector

4.2.1. Manufacturing
4.2.2. Construction
4.2.3. Mining and Quarrying
4.2.4. Electricity, gas and Water
4.3. The Tertiary Sector
4.3.1. Financial Institutions
4.3.2. Wholesale and Retail Trade
4.3.3. Transportation and Communications
4.3.4. Personal Services (e.g. beauty, parlors, dress and tailoring shops,
piano/photo studios, funeral parlors, etc.)
a) Community services (janitorial and security services, courier services, etc.)

CHAPTER V INFRASTRUCTURE / UTILITIES / FACILITIES

5.1. Inventory of Roads by classification (Barangay, City/Municipality, Provincial and National), length
and type of pavement (concrete, asphalt, gravel and earth)
5.2. Inventory of Bridges by classification (Barangay, City/Municipality, Provincial and National),
length, type of construction( RCDG, steel truss, timber, others) and location (passable,
unpassable, needs repair, etc)
5.3. Irrigation System
5.4. Flood Control and Drainage Facilities, by location, type of facility (group riprapping, concrete
lining, etc.), length, width, thickness
5.5. Domestic Water Supply
5.6. Electric Power Supply
5.7. Transport Facilities
5.8. Communication Facilities
5.9. Waste Disposal System
5.10. Port
5.11. Municipal/ City Cemetery
5.12. Slaughterhouse
5.13. Public Market

CHAPTER VI LOCAL INSTITUTIONAL CAPABILITY

6.1. Local Government Structure

6.1.1. The LGU’S Organizational Structure
6.2. Local Fiscal Management
6.2.1. Status of Financial Health
6.2.2. Revenues by Source
6.2.3. Actual Expenditures by General Account
6.3. Development Legislation
6.3.1. Inventory of resolutions passed/ ordinances enacted, by sector, by year
6.4. LGU – CSO – Private Sector Linkages

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CHAPTER VII LOCAL INSTITUTIONAL CAPABILITY

7.1. Exposure Map, Exposure database, Risk maps to different hazards

7.1.1. Population
 Exposure maps to Different hazards
 Exposure database (sensitivity/internal vulnerability x adaptive capacity to different
hazards)
 Risk maps to different hazards
7.1.2. Urban use areas
 Exposure maps to Different hazards
 Exposure database (sensitivity/internal vulnerability x adaptive capacity to different
hazards)
 Risk maps to different hazards
7.1.3. Natural resources-base production areas
 Exposure maps to Different hazards
 Exposure database (sensitivity/internal vulnerability x adaptive capacity to different
hazards)
 Risk maps to different hazards
7.1.4. Critical Point Facilities
 Exposure maps to Different hazards
 Exposure database (sensitivity/internal vulnerability x adaptive capacity to different
hazards)
 Risk maps to different hazards
7.1.5. Lifeline utilities
 Exposure maps to Different hazards
 Exposure database (sensitivity/internal vulnerability x adaptive capacity to different
hazards)
 Risk maps to different hazards

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Annex C. Sample Climate and Disaster Risk Information to be Integrated into the
Risk-Informed Ecological Profile

The figures below are samples of CDRA results of Tacloban City to be included in the Climate and Disaster Information
chapter (Chapter VII) of the risk-informed Ecological Profile. The examples below follow the numbering of the
expanded outline of the risk-informed Ecological Profile.

7.1 CLIMATE PROJECTIONS (Climate, Atmospheric Temperature, Relative-Humidity,Cloudiness and Rainfall)

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7.2 CLIMATE PROJECTIONS (Climate, Atmospheric Temperature,

Relative Humidity, Cloudiness, and Rainfall

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7.3 HISTORICAL TIMELINE OF DISASTERS

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7.4 HAZARD SUSCEPTIBILITY MAP

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7.5 EXPOSURE MAPS, EXPOSURE DATABASE, AND RISK MAPS

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Annex D. CDRA Outputs Relevant to CDP Preparation

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Annex E. Sample Impact Chains for the Different Sectors

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Annex F. Vulnerability and Risk Indicators in the CDRA

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Annex G. Possible Sources of International Financing

26
http://www.thegef.org/abot/funding
27
https://www.thegef.org/publications/accessing-resources-under-sccf
28
http://www.climateinvestmentfunds.org
29
https://www.adaptation-fund.org/about/

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Annex H. Sources to Implement Risk-Sensitive PPAs

30
Proponent’s Handbook: A guide on how to access the People’s Survival Fund (CCC, 2016) Retrieved from
http://psf.climate.gov.ph/wp-content/uploads/2016/12/PSF-AmendedHandbook.pdf last April 2018
31
DILG-DBM JMC 2017-3, Retrieved from http://www.dilg.gov.ph/issuances/jc/Policy-Guidelines-and-Procedures-in-the-
Implementation- of-the-FY-2017-Local-Government-Support-Fund-Assistance-to-Disadvantaged-Municipalities-LGSF-
ADMProgram/81 last April 2018
32
Municipal Development Fund Project Brochure Retrieved from http://www.mdfo.gov.ph/online/wp-
content/uploads/brochures/mdfp.pdf last April 2018

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Philippine Rural Development Project Retrieved from http://www.daprdp.net/ last April 2018
34
Performance Challenge Fund Retrieved from http://pcf.dilg.gov.ph/v2/ last April 2018
35
GEF Small Grants Programme Retrieved from https://sgp.undp.org/ last April 2018
36
Establishing a programmatic framework for engaging with micro-, small- and mediumsized enterprises (2016) Retrieved from
https://www.greenclimate.fund/documents/20182/226888/GCF_B.13_15_Establishing_a_programmatic_framework_
for_engaging_with_micro-__small-_and_medium-sized_enterprises.pdf/558ec8ba-f0f8-455a-a8ce-8544de51f719 last April 2018
37
Adaptation Fund Retrieved from https://unfccc.int/process/bodies/funds-and-financial-entities/adaptation-fund last April 2018
38
“Liveable Cities: DBM Launches Assistance Program for Developing Vibrant and Sustainable Public Open Spaces” (2018)
Retrieved fromhttps://www.dbm.gov.ph/index.php/news-update/news-releases/622-livable-cities-dbm-launches-assistance-
program-for-developing-vibrant-and-sustainable-public-open-spaces last April 2018
39
http://www.ndrrmc.gov.ph/attachments/article/3103/Memo_No-45_s-2017.pdf

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Annex I. AIP Summary Form

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Annex J. Flowchart of the Different Scenarios of Mainstreaming DRR-CCA into the CDP

Scenario 4

Scenario 3 Scenario 2 Scenario 1

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ANNEX K. DEVELOPMENT SECTORS AND SUB-SECTORS

1.0 SOCIAL DEVELOPMENT

1.1 Population (size, growth, distribution)
1.2 Social Services and status of well-being
1.2.1 Health
1.2.2 Education, culture, recreation
1.2.3 Welfare
1.2.4 Housing
1.2.5 Protective services
1.3 Gender Equality

2.0 ECONOMIC DEVELOPMENT

2.1 Primary Sector
2.1.1 Agricultural crops
2.1.2 Livestock
2.1.3 Fisheries (inland, brackish, marine)
2.1.4 Forestry
2.2 Secondary Sector
2.2.1 Mining and quarrying
2.2.2 Manufacturing
2.2.3 Construction
2.2.4 Electricity, water, gas, utilities
2.3 Tertiary Sector
2.3.1 Wholesale and retail trade
2.3.2 Transportation and communication
2.3.3 Finance, insurance and related activities
2.3.4 Real estate
2.3.5 Personal and community services
2.3.6 Tourism
2.4 The Informal Sector

3.0 INFRASTRACTURE DEVELOPMENT

3.1 Economic support
3.1.1 Irrigation systems
3.1.2 Power generation (mini-hydro)
3.1.3 Roads, bridges, ports
3.1.4 Flood control and drainage
3.1.5 Telecommunications
3.2 Social support
3.2.1 Hospitals
3.2.2 Waterworks and sewerage
3.2.3 Public socialized housing
3.2.4 Facilities for aged, infirm, disadvantaged

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4.0 ENVIRONMENT AND NATURAL RESOURCES

4.1 Lands
4.1.1 Lands of the public domain
4.1.2 Private and alienable and disposable lands
4.1.3 Ancestral domain
4.2 Forest lands
4.2.1 Protection Forests
4.2.2 Production Forests
4.3 Mineral lands
4.3.1 Metallic mineral lands
4.3.2 Non-metallic mineral lands
4.4 Parks, wildlife and other reservations
4.5 Water resources
4.5.1 Freshwater (ground, surface)
4.5.2 Marine waters
4.6 Air quality
4.7 Waste management
4.7.1 Solid waste
4.7.2 Liquid waste
4.7.3 Toxic and hazardous

5.0 INSTITUTIONAL DEVELOPMENT

5.1 Organization and Management
5.2 Fiscal Management
5.3 Legislative Output
5.4 LGU-NGO-PO linkages

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REFERENCES

Adaptation Fund Retrieved from https://unfccc.int/process/bodies/funds-and-financial-entities/

adaptation-fund last April 2018

Angelika Planitz, Mainstreaming Disaster Risk Reduction into Development in UNDP (UNDP, 2013)
Retrieved from https://www.brookings.edu/wp-content/uploads/2013/04/Presentation-by-Angelika-
Planitz.pdf last April 2018

Climate Change Act of 2009 (RA 9729), Retrieved from https://www.lawphil.net/statutes/repacts/

ra2009/ra_9729_2009.html last February 2018

Commission on Audit, Assessment of disaster risk reduction and management at the local level, 2014

Philippine Disaster Risk Reduction and Management Act of 2010 (RA 10121), Retrieved from https://
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DILG-DBM JMC 2017-3, Retrieved from http://www.dilg.gov.ph/issuances/jc/Policy-Guidelines-and-

Procedures-in-the-Implementation-of-the-FY-2017-Local-Government-Support-Fund-Assistance-to-
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DILG Memorandum Circular No.2015-77 Retrieved from http://dilg.gov.ph/issuances/mc/Guidelineson-

Mainstreaming-Climate-Change-Adaptation-and-Disaster-Risk-Reduction-in-Local-Development-
Planning-/2165 last April 2018

Enhanced Guide to Comprehensive Development Plan (CDP) Preparation (Quezon City: DILG, 2015)
page 78-79

Ernesto Serote, Rationalized Local Planning System (Quezon City: DILG, 2008) page 18 and 19

Establishing a programmatic framework for engaging with micro-, small- and mediumsized
enterprises (2016) Retrieved from https://www.greenclimate.fund/documents/20182/226888/
GCF_B.13_15_-_Establishing_a_programmatic_framework_for_engaging_with_micro-__small-_and_
medium-sized_enterprises.pdf/558ec8ba-f0f8-455a-a8ce-8544de51f719 last April 2018

GEF Small Grants Programme Retrieved from https://sgp.undp.org/ last April 2018

John Ingram and Colleen Hamilton, Planning for Climate Change: A Strategic, Values-based Approach
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“Liveable Cities: DBM Launches Assistance Program for Developing Vibrant and Sustainable Public
Open Spaces” (2018) Retrieved from https://www.dbm.gov.ph/index.php/news-update/newsreleases/
622-livable-cities-dbm-launches-assistance-program-for-developing-vibrant-and-sustainablepublic-
open-spaces last April 2018

Local Government Code of 1991(RA 7160), Retrieved from https://www.lawphil.net/statutes/repacts/

ra1991/ra_7160_1991.html last March 2018.

Local Planning Illustrative Guide: Preparing and Updating the Comprehensive Development Plan
(Quezon City: DILG, 2016)

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Municipal Development Fund Project Brochure Retrieved from http://www.mdfo.gov.ph/online/wpcontent/

uploads/brochures/mdfp.pdf last April 2018

NDRRMC-OCD, Local Disaster Risk Reduction and Management Plan Formulation Training Manual
(Quezon City: NDRRMC-OCD, 2013) page 102, 107 and 109

ODI and UNDP, Finance for reducing disaster risk: 10 things to know, 2015

Proponent‟s Handbook: A guide on how to access the People‟s Survival Fund (CCC, 2016) Retrieved
from http://psf.climate.gov.ph/wp-content/uploads/2016/12/PSF-AmendedHandbook.pdf last April
2018

Philippine Rural Development Project Retrieved from http://www.daprdp.net/ last April 2018

Performance Challenge Fund Retrieved from http://pcf.dilg.gov.ph/v2/ last April 2018

Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risk in the Comprehensive
Land Use Plan (Quezon City: HLURB, 2014), 202.

World Food Programme, Mainstreaming Food and Nutrition Security in DRR/CCA Local Planning page
31-32 and 39-40

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http://world.time.com/2013/11/11/the-philippines-is-the-most-storm-exposed-country-on-earth/
https://www.rappler.com/business/45607-neda-more-poor-filipinos-yolanda-earthquake
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adaptationphilippines
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https://jakartaglobe.id/context/battered-cyclone-philippines-suffers-flooding-landslides/

Agence France Presse

Reuters Photo Erik De Castro
Oxfam International
Grueslayer Wikipedia CC BYSA 40
Mapio.net

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