La Fase de implementación y ejecución de leyes en la Unión Europea

2009 2010 2011

go from the existing Santolan Station to the Masinag Junction in Antipolo City, with an Emerald Station in between, fronting Robinson’s Place Metro East in Cainta.

Cainta also aims to be the Information Technology and Business Process Outsourcing (BPO) Hub of Rizal. According to IBM’s latest Global Locations Trend

Annual Report, the Philippines is now the number one Business Process Outsourcing country in the world. And this industry is certainly getting bigger and stronger. It provides not just good paying jobs, but also high-tech training to its employees. At the moment, Cainta is home to Teletech, the Outstanding Employer of the Year for three consecutive years since 2008 and the newest member of the Philippine Economic Zone Authority (PEZA) Hall of Fame.

Alternative livelihood programs to generate employment in the community are also being promoted. With the help of the women’s organization, Bangon Kababaihan Bagong Cainta, the local government implemented the Water Lily for L.I.F.E. project, which is supported by the Department of Trade and Industry (DTI) and Meralco Foundation, Inc.

With a budget of almost PhP700 million, the local government of Cainta is certainly one of the biggest employers and the biggest spender in town. The local government provides support to local businesses by patronizing their goods and services. Another kind of affirmative action policy that is good for employment generation is that local businesses are required to prioritize local residents in their job placements.

Another way to help businesses in the municipality is to follow the lead of Thailand and Japan’s “One Town, One Product” (OTOP) project. It is a good way to “support

distinctive products or services through the use of indigenous raw materials and local skills and talents.” (Department of Trade and Industry, 2008) The local government of

Cainta should take the lead in choosing and promoting a product or service that is viable and profitable for the residents of the municipality. Cainta should be proud of its rich heritage in making native delicacies called “kakanin” or “bibingka.” They should reclaim the title, Bibingka Capital of the Philippines. It is common knowledge among Cainteños that their bibingka is a localized version of the Indian/Goan dessert, “bebinca.” The Indian Sepoys who came with the British forces that occupied Manila in the 18th Century brought this dessert. Some of the Sepoys stayed behind after the short British occupation of Manila and settled in Barrio Dayap in Cainta.

Aside from these areas for enterprise promotion, the local government of Cainta already has a microfinancing project for small to medium enterprises. Through the “Tulong Puhunan for Native Small Business Enterprises”, institutionalized by the

Sangguniang Bayan in 2005, the municipality allocated a revolving fund of PhP2.4 million to help qualified entrepreneurs to avail of loans with zero interest for livelihood development and enhancement. Since its inception, “Tulong Puhunan” has released funds amounting to PhP2.7 million pesos to cooperatives, worker associations, women’s groups, and other indigenous groups.

Data Collection Methods and Analysis

In laying the foundations of this study, a literature review was necessary. The literature review was important for the proponents to have a foundation on the theories and practices in DRR and CCA. The proponents utilized Internet technologies and library resources to gain access to publications and materials from organizations such as the UN International Strategy for Disaster Reduction (ISDR), the World Bank and national agencies such as the Climate Change Commission and NDRRMC.

After gathering relevant literature, the proponents extracted information that helped in the creation of Cainta’s LAP-DRR-CCA, especially in terms of research design and

implementation. The technical aspects of the Cainta DRR-CCA Summit included the relevant policy frameworks at the international and national levels that affect the Municipality. In addition, knowledge of the best practices in other localities drawn from the researchers’ review of case studies was useful in writing the first draft of the LAP-

DRR-CCA.

Primary sources of data were also crucial forms of inputs from the key stakeholders.

Interviews

As an in-depth understanding of the plans and programs that are in place to address Disaster Risk Reduction and Management and Climate Change Adaptation in Cainta, the proponents interviewed Mr. Angelo Apostol, Head of the Cainta Municipal Disaster Risk Reduction Management Office (CMDRRMO). As the local chief executive of Cainta for

nine years, Mayor Ilagan was also a vital primary source of data. This is one of the most important aspects of the data collection process of this study. Interviews are excellent tools for understanding the complex dynamics of people and events in times of disasters because of the depth of information that can be accessed from personal interviews. (Wamsler, 2007) Interviews were also conducted at the barangay level since the barangay officials and personnel are usually at the frontlines of disaster management operations. Department Heads of MENRO, MSWD and Engineering, along with long-time3 residents were also interviewed to find out the notable impacts of climate change and other weather events. The questionnaire used, patterned after the King County Questionnaire for Preliminary Assessment of Climate Change Impacts and Adaptation Barriers, (Center for Science in the Earth System-The Climate Impacts Group, 2007) found in Appendix 2 can be summarized into the following main questions:

 What does their experience tell them about sensitivity to climate and weather events?

 What have they done within their respective departments on climate and weather impact?

Past and present policies, planning documents and practices in disaster risk reduction and management and climate change adaptation were also compared to the information gathered from the interviews to determine their effectiveness and effectivity in the real world. Other questions asked during the interviews were:

 Share success and failure stories of DRRM that you have seen or experienced.

 Describe the negative effects and consequences of the natural hazards of earthquakes, typhoons and floods.

 What are the shortcomings of the local government in DRR and CCA and how can these shortcomings be met?

 Give the benefits of having an LAP-DRR-CCA.

Focus Group Discussions

Barangay officials and personnel, together with community members of all seven barangays, were subjected to individual focus group discussions for the hazard and vulnerability and capacity assessment as mentioned in the previous chapter.

The final draft of the LAP-DRR-CCA was presented to the Municipal Disaster Risk Reduction and Management Council (MDRRMC) and subjected to an FGD. In this discussion, the PPAs were refined and reviewed to determine which should be included in the Annual Investment Plan for CY 2013. The proposed PPAs were ranked using a similar method to the Goal Achievement Matrix, described in the “Guide to Comprehensive Development Plan (CDP) Preparation”:

Step 1: Each member of the Municipal Disaster Risk Reduction and Management Council (MDRRMC) and the officer of the LDRRMO ranked every PPA that required funds using the following scale:

Table 9 Goal Achievement Matrix Scale

SCALE INTERPRETATION

3 PPA contributed greatly to building a disaster-resilient municipality 2 PPA contributed moderately to building a disaster-resilient municipality

SCALE INTERPRETATION

1 PPA contributed slightly to building a disaster-resilient municipality 0 PPA did not contribute to building a disaster-resilient municipality

-1 PPA slightly inconsistent with the goal of building a disaster-resilient municipality

-2 PPA moderately inconsistent with the goal of building a disaster-resilient municipality

-3 PPA greatly contradicts the goal of building a disaster-resilient municipality

Step 2: The scores for each PPA were added up and ranked from highest to lowest to determine the PPAs that should be prioritized and included in the Annual Investment Plan for CY 2013.

Workshops

To accomplish the objective of getting proposals and recommendations for Cainta’s LAP-DRR-CCA, it was important for disaster risk assessment and planning workshops to be conducted at the grassroots level, down to the barangays and communities. The people who actually experienced the disasters can best describe the realities of vulnerabilities and capacities in times of disasters. Through the guided planning sessions, they were able to identify the gaps and issues that needed to be addressed through programs, projects and activities.

The planning workshops at the barangay and/or community levels were crucial to the success of this study. As stated in the Local Government Code, the barangay is “the primary planning and implementing unit of government policies, programs, projects and

activities in the community, and as a forum wherein the collective views of the people may be expressed, crystallized and considered.”

Using the steps outlined in the DILG’s “Rationalizing the Local Planning System. A Source Book 1st Ed.” and “Guide to Comprehensive Development Plan Preparation,” the proponents guided the participants to formulate important policies, programs and services to be included in a multi-sectoral DRR and CCA for their community.

On July 26 - 27, the proponents joined the Barangay Level DRRM Planning (Finalization and Review) Workshop led by the Cainta MDRRMO. The proponents

collected and organized all planning outputs produced by the barangays and the other communities where the workshops were conducted. This served as the LAP-DRR-CCA found in Appendix 3, containing the consolidated proposals and recommendations from the communities in the different barangays, including the findings of the study of international, national and local policies, plans, practices and programs in disaster risk reduction and climate change adaptation.

The Hazard Assessment Matrix and the Format on Synthesis of Community Risk Assessment Matrix found in the “Integrating Disaster Risk Management in Local Governance: A Facilitator’s Guide and a Sourcebook for Barangay Disaster Risk Management Training Workshop” was used as tools in gathering information for

community-based Disaster Risk Assessment through a 2-day Seminar Workshop conducted on June 13 – 14, 2012.

The Hazard Assessment Matrix is a tool that characterized the threats and impacts of the natural hazards that distress the community. The analysis of the matrix brought about hazard-specific early warning system and community-based contingency plans and disaster preparations. As described in the Voyage to Disaster Resilience in Small Islands: A Guide for Local Leaders (2011), the participants in the community workshops were asked the following questions:

 What are the specific hazards that have hit the community?  How frequent have these hazards hit the community?  What is the magnitude of the hazard?

 How large was the area coverage of the damage? How long did the hazard persist?  Where did the hazard occur?

 How severe was the damage brought by the hazard?

Below is a sample of the Hazard Assessment Matrix taken from the “Integrating

Gender into Community Based Disaster Risk Management Training Manual.” (2009).

The hazard assessment was followed by the assessments of vulnerabilities and capacities. The synthesis of the community hazard risk assessment matrix and its analysis led to a better understanding of the disaster risks in the community and their preparedness.

The Disaster Risk Assessment helped the community identify their needs in DRR and CCA. Program recommendations and project proposals were generated through the discussions that led to the planning workshop.

Survey Questionnaires

During the Cainta DRR CCA Summit, the proponents administered a self- assessment for disaster resilience survey to 200 participants from the various sectors to set baselines and identify gaps in the disaster resilience of Cainta. The stakeholders accomplished a survey that represented their views on the “Self-Assessment for the Ten Essentials for Making Cities Resilient” (2012). The Local Government Self Assessment

Tool (LGSAT) consisted of 41 key questions, with each one phrased in a way that allows local governments and participating stakeholders to reflect on the level of progress that has been made to date. The proponents chose to ask 27 questions out of the 41 based on relevance to the objectives of this study. The respondents were from the municipal and provincial government, local academia, religious group, business community, youth, PWDs, civil society organizations, senior citizens, homeowners, informal settlers, media and community-based organizations.

The data below is an excerpt from the LGSAT for Disaster Resilience used by the proponents in the group discussions (See Appendix 4 for the survey tool used):

A community survey method was used to gather information on existing regulatory barriers and potential climate change vulnerabilities and to measure public awareness. It was also used to complete the community-based hazard identification and the community risk and vulnerability assessment.

CHAPTER V