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  • 1. Promoting LED Achieving MDGs Toolkit on Local Economic Development for Resource Cities Dev for ResourceIMPORTANTIMPORTThis is a first draft publication produced purposely for theBalanghai Summit: The LGC + 14 and the MDGs LGC 1412-14 October 2005, Butuan City, Philippinesheld in celebration of World Habitat DayIf you find errors –– may they be typographical, grammatical or whatsoever ––please notify the Canadian Urban Institute Philippines.You may contact us at: Urban Institute Canadian Urban Institute 2F Mary Mart Mall, Valeria Street Iloilo City 5000 Philippines Telfax: +63 33 3367827 Tel. No.: +63 33 3363541 Email: cuiphils@canurb.com
  • 2. This report was published with funding support from the Canadian International Development Agency
  • 3. Table of Contents Promoting LED, Achieving MDGs Promo omoting Achie chieving 1 Framework for Local Economic Development Strategic Planning ramework for Dev Strategic 3 Unleashing LED Through Partnership Through Partnership artner 14 Case 1: Local Action on Public-Private Partnership in LEDJumpstarting Local Economic Development Through Dinagyang Festival 20 Case 2: Local Action on Multi-Stakeholder Implementation Groups Multi-Stakeholder Participation in Economic Promotion 22 Case 3: Local Action on Marketing and Promotion Cooperation in Investment and Tourism Promotion 24 Case 4: Local Action on Rural-Urban Links Guimaras-Iloilo City Alliance (GICA) 26 Case 5: Local Action on Investing in Natural Capital Investing in Environmental Initiatives for LED 27 Reducing Poverty, Reaping Progress Po erty Reaping Progress ty, 29 Case 6: Local Action on Organizational Development for LED Provincial Economic Development Office 36 Case 7: Local Action on Attracting Investment Attracting Outside Investment for the Guimaras GIS 38 Case 8: Local Action on Sustainable Tourism Guisi Community-based Heritage Tourism Project 40 Case 9: Local Action on Partnerships in Tourism Public-Private Partnership in Guimaras Tourism Development 42 Case 10: Local Action on ““Buy Local”” CampaignsFarm Marketing Support Through GTIC and Panindahan sa Manggahan 44 About CPPPGUG 46 Toolkit on Local Economic Development for Resource Cities Dev for Resource
  • 4. Promoting LED, Achieving MDGsP overty and fiscal problems are hampering the ability of national and local governments in achieving Millennium Development Goals (MDG) targets.Therefore, there is a need for a strategy to increase andsustain local revenues for local governments to be able tomeet the MDG requirements.Recognizing the limitations of the national government in financing MDGneeds, the LGUs are left with the responsibility of expanding theirrevenue base and economic resources. Economic developmentstrategies need to be crafted by LGUs, in collaboration with the privatesector and civil society, in order to achieve the targets.Responding to the emerging need to promote LED in the context of rapidurbanization, and the role LED plays in meeting the MDGs, this trainingis proposed to initiate and implement LED interventions through a to them with the passing of the Local Government Code of 1991, whichlocally-owned and -driven strategic planning process. includes economic development. In particular, difficulties are being encountered in efficiently and effectively deliver economic developmentThe training, using the LED manuals developed by UN Habitat, promotes services and support. This is principally due to limited technicalan inclusive, participatory process that integrates strategic planning, capabilities of the municipal staff, inadequate access to informationcommunity participation, sustainability and good decision-making in and know-how, and lack of effective delivery mechanisms to tap thelocal economic development. It also provides key links to other training private sector in local economic development.and implementation opportunities that could assist the local district,city, town or community with economic development. This Toolkit provides the framework for local economic development (LED) adopted by the Canadian Urban Institute in its capacityIn addition to these challenges, the city and the region are also development work in Iloilo City and Guimaras Province under thestruggling to properly manage the full range of responsibilities devolved International Partnership Program for Good Urban Governance. Toolkit on Local Economic Development for Resource Cities Dev for Resource 1
  • 5. Promoting LED, Achieving MDGsThe Toolkit contains the following sections aside from the Introduction 1. Framework for LED: describes the LED process utilized by Iloilo City and Province of Guimaras in developing and implementing local actions to enhance their local economies. 2. Iloilo City: Building Partnerships for LED. Contains the description of the city’’s economic context, LED process and gains in LED. It also include sample local actions implemented by Iloilo City to build public-private partnerships. 3. Guimaras: Reducing Poverty, Reaping Progress: Contains the descriptions of the provincial economic profile, LED process and gains in LED. It also include sample local actions implemented by the province to develop and promote its key industries. 4. CPPPGUG: In Pursuit of Good Urban Governance: Describes the capacity development project implemented by CUI in Metropolitan Iloilo Development Council, Province of Guimaras and Municipality of Malay in pursuit of good governance. It also describes the mandate and programming of CUI. Toolkit on Local Economic Development for Resource Cities Dev for Resource 2
  • 6. Promoting LED, Achieving MDGsFramework for Local Economic Development Strategic Planning Dev Promo omotion endeav toLocal Economic Development and Promotion is an endeavor to order tosubstantially increase economic and business activities in order toimpr pro gov (LGU).improve the living conditions within a local government unit (LGU). It is progress,concerned with the accelerating economic progress, attraction ofappropriat opriate inv production markappropriate outside investments, production and marketing of localproducts; commercial enter erprises;products; establishment of commercial and industrial enterprises; anddev entrepreneurship. for concertdevelopment of local entrepreneurship. LED calls for a concer tedeffort various sector ors gov oveffor t of various sectors helping the local governments in the overalldev effort locality.development ef for t of a locality.In the course of capacity development activities under the Canada-PhilippinesPartnership Program for Good Urban Governance (CPPPGUG), we have foundourselves asking the following: How do we get started in LED? What are the steps and tools needed to develop a LED strategy?LED is now recognized as a key component in broader efforts to reduce poverty.There is also an emerging consensus that LED cannot bring about effectivepoverty reduction without incorporating explicit poverty reduction actions.Therefore, a key challenge is to ensure the pursuit of inclusive economicdevelopment that provides for both the promotion of local wealth creation andpoverty reduction; this ensures that those traditionally left out are activeparticipants and have access to opportunities resulting from development.Inclusive means recognizing formal as well as informal economies.In addition to reducing poverty, formalizing the informal economy might form a The question is how we can make LED a reality in our Trousdale, EcoPlan International, Inc. Source: W. communities. Thislong-term goal for health and safety reasons, better public management or requires firmly placing LED within the broader framework of local sustainableincreased revenues through taxation. However, abrupt attempts to regulate the development.informal economy prematurely might lead to more poverty and marginalization.Rather, local authorities might want to consider actions that tolerate and support A strategic approach to LED implies careful consideration of the various trade-the informal economy while they seek to strengthen the skills and resources of offs. It demands the need for harnessing and mobilizing the local human,people engaged in the informal economy. social, financial and natural capital towards the common vision, goals and objectives that the community aspires to achieve. This is possible only when the Toolkit on Local Economic Development for Resource Cities Dev for Resource 3
  • 7. Promoting LED, Achieving MDGsvarious stakeholders and actors join forces to make a difference in quality of 2. Where do we want to go?life in their cities, towns and settlements 3. How are we going to get there? 4. How do we know when we have arrived?The need for a framework that will guide our capacity development activities tosupport LED was really a big challenge on our Canada-Philippines partnershipinitiatives. We found an answer through a LED framework on strategic planning The LED framework is divided into 4 modules with 10 steps distributed among theproduced by UN Habitat and Vancouver-based Ecoplan International, the idea of 4 modules. Examples are provided in the boxes corresponding to the module orwhich germinated from the earlier work done by EcoPlan International with the steps discussed.Canadian urban Institute. we now? Module 1: Where are we now? Frame ork ramewThe LED Framework Step 1: Getting StartedLocal economic development (LED) is a participatory process in which local Step 2: Stakeholders and Participationpeople from all sectors work together to stimulate local commercial activity, Step 3: Situation Analysis.resulting in a resilient and sustainable economy. It is a way to help createdecent jobs and improve the quality of life for everyone, including the poor and we want to Module 2: Where do we want to go?marginalized. Step 4: VisioningA LED strategy is a process-oriented and non-prescriptive endeavor Step 5: Setting Objectivesincorporating: How we get Module 3: How do we get there? Local values (poverty reduction, basic needs, local jobs, integrating social and environmental values); Step 6: Identifying & Evaluating Strategy Options Economic drivers (value-added resource use, local skills training, local Step 7: Action Planning and Strategy Documentation income retention, regional co-operation); and Step 8: Plan Implementation. Development (the role of structural change, quality of development). Module 4: Have We Arrived? Hav We Arrived?Strategic planning is a systematic decision-making process that focusesattention on important issues and on how to resolve them. Strategic planning Step 9: Monitor and Evaluateprovides a general framework for action: a way to determine priorities, make Step 10: Adjust and Modifywise choices and allocate scarce resources (e.g., time, money, skills) to achieveagreed-upon objectives.Strategic planning for local economic development can be viewed as a series offour basic questions: 1. Where are we now? Toolkit on Local Economic Development for Resource Cities Dev for Resource 4
  • 8. Promoting LED, Achieving MDGsModule 1: Where are we now?Step 1: Getting Star tedStep Getting Start Step 2: Stakeholders and Step Stakeholder eholders Table 2: Ten Factors for Successful Participation Ten Factors for actor Par articipation articipation Par ticipationTask 1: Get organized, get commitment and Get get 1. Good timing and clear needbuild trust 2. Strong stakeholder groups Participator Approach? articipatory What is a Par ticipator y Approach? 3. Broad-based involvementWithout commitment from other A participatory approach involves the 4. Credibility and openness of processstakeholders, well-coordinated organization inclusion of different stakeholders so thatand respected leadership, a strategic 5. Commitment and/or involvement of high level, visible their views, concerns and issues can beplanning process can stall before it starts. leaders included in the planning process. It is also 6. Support or acquiescence of ’’established’’ authorities or important because it is here that networks,Task 2: Form a core planning team Form team powers partnerships and information sharing occur 7. Overcoming mistrust and skepticism that make better, more practical, strategiesEstablish a core group before the actual possible. Reviewing who should be involvedplanning work begins. This will be the engine 8. Strong leadership of the process in the planning process is an essential firstthat keeps the process moving. 9. Interim success task in creating a successful strategy 10. A shift to a broader concernTask 3: Determine where the ““local”” is in Det processthe LED process How to Incorporate Par ticipation in the Planning Process How to Incorporat Par porate articipation ProcessDefining the ““local”” area is a pragmatic exercise based on common linkages,constraints and common sense (e.g. political jurisdictions at the local There are four key tasks to incorporate participation in the planning process:government level). Task 1: Determine the extent of public involvement and identify stakeholders. Det ext xtent involvement stakeholder eholders.Task 4: Determine organizational capacity and if outside help is needed Det Identify stakeholders and develop a plan for participation. This does not have toThe lead organization needs to determine its own capacity and bring in outside be elaborate, but it should answer key questions and consider the breadth vs.help if needed. depth of participatory planning. It should determine when and how all stakeholders and the general public will be involved.Task 5: Plan the planning process process Task 2: Establish the size and structure of the stakeholder par tnership group. stakeholder partner tnership group.It is important to be clear about the planning scope, planning process, The stakeholder group can also provide legitimacy, profile, hard thinking andobjectives and expected results before getting started. make sure a full range of issues is considered. Often working groups are also formed to support the work of the stakeholder group.Task 6: Define the LED planning question/challenge Define question/challenge Task 3. Establish the procedures and terms of reference of the stakeholder procedures terms reference stakeholderUnderstand the ‘‘triggering event’’ and ask questions that address core partner tnership group. par tnership group.problems rather than symptomatic ones, giving economic developmentplanning more leverage. Toolkit on Local Economic Development for Resource Cities Dev for Resource 5
  • 9. Promoting LED, Achieving MDGsStep 3: Situation AnalysisStep Table 3: Data needs for understanding a functioning local economy for unders economy for DevWhat is a Situation Analysis for Economic Development? 1. Human and Social Capital a. Organizational and Leadership Capacity: Partnerships, LeadershipThe situation analysis explores business and market relationships as well as Networks (from Step 1)organizational networks within the local area and between the local area, the b. Knowledge and Information: Business, Markets and Knowledge Information:region and the rest of the world. It looks at economic events and economic Economic Data, Competition, Quality of Life,trends. It examines the economic base and how the local economy functions. c. Demographics, Household and Family FamilyThis requires an understanding of local resources, local businesses, what they d. Capacity, Competency and Innovation: Institutional, Capacity, Compepet Innovproduce, where businesses inputs come from, and the marketplace. It looks at Experience; Labor force (statistics and data, gender)the economic past and present of a local area and provides base data to 2. Financial Capitalidentify and prioritize important issues for consideration in future development a. Financial: Services, Access (credit)plans. 3. Natural Capital a. Resources: Primary resource, Resource processHow to Conduct a Situation AnalysisHow to b. Living systems: Quality of life, Aesthetics syst c. Ecosystem Ser vices: Economic support Ecosyst Services:The economic situation analysis involves three key tasks: 4. Physical Physical Capital Task 1: Collect and review research and analysis already completed. a. Technology, Machines, Tools, Factories: Plant, factory and echnology Machines, Tools, Fact hnology, actories: Task 2: Create a local area economic profile. business technology assessment Task 3: Conduct assessments and analyses: b. Built Environment and Infrastructure: Geographic, Buildings Envir vironment Infrastructure: Business and local resident attitude survey (basic issues and Infrastructure (roads, sewer and water utilities analysis including perceived problems and opportunities); Competition and collaboration analysis Economic leakage, markets and supply chain analysis; Gender analysis; Livelihood assessment analysis; and SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats). Toolkit on Local Economic Development for Resource Cities Dev for Resource 6
  • 10. Promoting LED, Achieving MDGsModule 2: Where do we want to go?Step 4: VisioningStep Example of Vision Exam ampleWhat is in a Vision? AMIGU (Allied Metro Iloilo Guimaras Union) is the agri-tourism capital of Western Visayas composed of highly educated, god-loving healthy familiesThe economic vision begins to answer the question: ““Where do we want to go?”” working together for a progressive economy, self-reliance, and sustainableIt is a snapshot of the desired future. It makes clear the core values and development.principles that are central to what the local area wants to become. The vision isinformed by the current situation and looks to the future to alter the currentinto the desired. Objectives and actions are then based on this vision, therebyconnecting the vision to practical decision-making. Task 3: Collect and group similar ideas.Why develop a vision?Why dev Task 4: Get agreement on themes and have someone from the group ‘‘wordsmith’’ one or two vision statements for approval at later workshops/Visions are an important way to harness the power of the mind. By imagining meetings.an ideal future while considering the current reality, tension is created. Ashuman beings, we respond to this tension with an impulsive desire to close thegap. A clearly articulated vision statement provides a continuous point ofreference to keep closing the gap and keep the process heading in a desirabledirection. As a general expression of values, visioning provides an opportunity Step 5: Setting Objectives Step Setting Objectivesfor the local area to think in broad terms about the future. Developing thevision also provides the opportunity for dialogue, learning, relationship building Objectives? What are Objectives?and awareness raising. Finally, insight from the visioning process supportsdevelopment objectives, the decision-making framework (discussed in Step 5). The four points below discuss objectives: Objectives answer the question: ““What matters?”” and ask: ““What isHow to Develop a Vision for Local Economic DevelopmentHow to Dev for Dev important about local economic development?”” Objectives are the basis for generating and designing strategy options.There are many ways to generate a vision statement, and the five tasks below They act as a checklist, or design criteria, to address local areadescribe one method: values. Objectives clarify directions of preference that can be compared andTask 1: Review the SWOT Analysis and other work done previously. traded off (a little more of this for a little less of that). Objectives provide decision criteria for evaluating strategy options.Task 2: In a workshop setting, with focus groups or through surveys (a goodchance for public participation), ask the following: An objective is formed by converting issues and concerns into a succinct What would you like the local area’’s future to become? statement that describes a direction of preference (more/less) and includes a What are the most important economic aspects of the desired future noun; two examples are: ““Expand Employment Opportunities”” or ““Reduce (e.g., jobs, income, poverty reduction, etc.)? Poverty.”” Identifying a full range of objectives helps to avoid making What is different about your vision of the future from what you see today? unbalanced or poor decisions. Toolkit on Local Economic Development for Resource Cities Dev for Resource 7
  • 11. Promoting LED, Achieving MDGs Table 4: Examples of Strategic Objectives for Local Economic Exam amples Strat trategic Objectives for Situational Analysis: Dev Development There are areas of economic coordination and cooperation Promote the Reduction of Poverty between Iloilo and Guimaras that should be explored and further Maximize Natural Capital promoted Promote Decent Work Support Existing Local Business Expansion There are information and data gaps that need to be addressed to Promote Economic Stability (critical for small businesses) plan properly and effectively coordinate local economic Promote Business/Investment Attraction development initiatives There is a need for the establishment/coordinated linkages with Local Government Units (LGUs) and other stakeholders for dataHow to Set ObjectivesHow to Set Objectives banking and sharing of informationSetting objectives might take longer than expected. However, here is where There is a lack of information on the presence of inter-Localtime should be spent to ensure that objectives are complete, concise and Government Unit projects and programscontrollable. Well-constructed objectives will not only provide direction fordecision-making but also a framework formonitoring and evaluating how well- chosenactions fulfill the local area’’s vision of thefuture (described in Step 9). The following sixtasks define how to set objectives:Task 1: Identify key issues (concerns,problems, challenges, opportunities).Task 2: Assess issues (distinguish: cause ––effect –– outcome).Task 3: Restate issues as succinct statementsof objective.Task 4: Organize objectives: separate meansfrom ends, actions from objectives.Task 5: Develop SMART indicators ofperformance (Specific, Measurable,Appropriate, Realistic, Time dated).Task 6: Prioritize objectives. Toolkit on Local Economic Development for Resource Cities Dev for Resource 8
  • 12. Promoting LED, Achieving MDGsModule 3: How do we get there?Step 6: Identifying and Evaluating Strategy OptionsStep Evaluating StrategyHow are strategy options designed?How strategyStrategy options are the heart of strategic planning for LED. A strategy option isan action or group of actions that, when implemented, can help realize thelocal area’’s LED vision and objectives. All the previous steps in the processhave been designed to allow the LED planning group to create good strategyoptions. This is perhaps the most tangible point in the planning process ––where thinkers and doers connect, where specific actions are envisioned andwhere those with the greatestpromise are chosen.Table 5 below provides a list of 31common LED actions that could betaken alone, phased in over time orcombined as strategy option.How are strategy options identified?How strategy identified? Task 1. Generate actions for 1. pursuing priority objectives (see Step 5). Task 2. Refine and organize actions. Task 3. Combine into strategy options, evaluate against LED objectives and improve. Do the strategies promote the local area objectives? Do they require tradeoffs and consensus building? Task 4. Negotiate and redesign the strategies; agree on a strategy Toolkit on Local Economic Development for Resource Cities Dev for Resource 9
  • 13. Promoting LED, Achieving MDGs Step 7: Action Planning and Step 7: Action Strategy Strategy Documentation Action What is Action Planning? Once a group of actions, known as a strategy option, has been designed and agreed to by the LED planning group, it must be operationalized. It is one thing to get agreement on a broad strategy, quite another to detail it, maintain the commitment and secure the required resources. Action planning is simply a way to clearly establish what must be done, the date by which it will be done, and who will be responsible for doing the work. Action plans need to be ““do-able”” within the existing limitations of time, budgets, administrative capacity and political resources. Good action planning offers a chance to double check the strategy option to make sure the strategy is practical and can be implemented. Specifying tasks allows for clear budgeting and a realistic appraisal of the work ahead. How Action created? How are Action Plans created?Toolkit on Local Economic Development for Resource Cities Dev for Resource 10
  • 14. Promoting LED, Achieving MDGs Chapter 4: How are we now? This is the strategy and the action plan. ItAn action plan contains a description of the specific tasks and activities represents priority programs and projects for implementation. Here isnecessary to implement the chosen strategy option. The key tasks involved in where coordination of funding sources and partnerships/organizations foraction planning are as follows: economic development are highlighted. Task 1. Clearly understand the tasks and actions involved in the chosen 1. Chapter 5: How do we know when we have arrived? strategy option (Step 6). Task 2. Determine who needs to be involved and specific roles and Finally, the LED strategic planning document should describe the process responsibilities. for evaluation and periodic update. Task 3. Determine time frames, resources, funding and preconditions. Task 4. Identify risks, gaps and weak links in the action plan and how they will be addressed (e.g., actions or tasks in which there is no clear leader, no funding or other key resources identified, capacity limitations). Step 8: Plan Implementation Step Implementation Task 5. Reconfirm commitments of each partner. Task 6. Agree on a coordination mechanism. Following Through ollowing Through Task 7. Agree on a monitoring mechanism (Step 9). 7. At this point of the process, a written Local Economic Development Strategy Document should have been produced. This document should outline commitment of resources and establish a clear path of action. But beware! LEDStrategy Documentation: Preparing the Strategic PlanStrategy Strategic strategies often become derailed here. Developing the plan is not the end of the process; it requires good implementation management.The best LED strategic planning document is brief and easy to use. The LEDstrategic planning document will be unique in content, but will likely contain the Dev Institutionalization and Organizational Developmentsame summary information –– information derived from the Ten Steps ofPlanning Excellence process. A typical LED strategic document will contain the New ways of thinking about LED and utilizing a participatory approach will takefollowing chapters: time to be understood, accepted and routinely applied. Research indicates that the full impact of implementing a LED will also take time, especially if Chapter 1: Introduction institutional adaptations and adjustments are required. Developing new Background information and document organization organizations or adapting existing ones are two possible ways to institutionalize and sustain the LED effort. For example, LED could be institutionalized by Chapter 2: Where are we now? giving an existing staff member responsibility for LED, or by creating a new This provides the overview of the stakeholders and the situation. It is an position within an existing department. Another way is through the analysis of the local economy’’s strengths and weaknesses, and the establishment of a Local Economic Development Agency (LEDA), composed of opportunities and threats, as well as the availability of partners and public and private institutions, representatives of political and economic resources for economic development. spheres, and civil society (see Training Resource Link 6). LEDAs have demonstrated their effectiveness, especially in institutionally poor Chapter 3: Where do we want to go? environments. In institutionally rich environments, some kind of ““officialized”” This contains the final vision and objectives that set the strategic direction LED forum might be more appropriate, ensuring continuity in consultations, for the action plan, which is also included. dialogue, strategic planning as well as monitoring and evaluation. Toolkit on Local Economic Development for Resource Cities Dev for Resource 11
  • 15. Promoting LED, Achieving MDGs Module 4: Have we arrived?How is institutionalization done?How Step 9: Monitor and Evaluate Step Monitor Evaluat aluateThe following tasks are useful in considering institutionalization: Monitoring is. . . Monitoring Task 1: Strengthen existing institutional structures to improve their Monitoring means to ““observe”” or to ““check performance””. Monitoring Monitoring effectiveness in planning, management, and coordination among different is a continuous process of collecting information using performance sectors; only where necessary, create new institutions to accommodate measures (or indicators) to gauge the process or project. Monitoring special requirements both technical and accepts the design of the strategy measuring progress and managerial –– not covered by existing institutions. performance, and identifies successes or failures as early as possible. Task 2: Change or adjust mandates of existing institutions to integrate new Evaluation is. . . Evaluation functions and roles. Evaluation uses the information from monitoring to analyze the Evaluation Task 3: Identify and task ““anchor”” institutions to take the lead and provide process, programs and projects to determine if there are opportunities a home base for LED activities or phases. for changes to the strategy, programs and projects. Evaluation, like monitoring, should promote learning. In the implementation stage of a Task 4: Link to established policy instruments such as annual budgeting, LED strategy, evaluation is used to determine if the actions are human resource allocation, sectoral work programs, etc meeting the strategic objectives, efficiently, effectively and/or at all. Task 5: Develop skills necessary to support and routinely apply the LED process (information collection, negotiation, facilitation, strategy Why Monitor and Evaluate? Why Monitor Evaluat aluate? formulation, action planning, monitoring and evaluation). By tracking performance, monitoring ensures that limited resources for Task 6: Modify legal and administrative frameworks to enable a procedural economic development can be put to ‘‘““best use’’”” and that negative or framework for smooth and effective functioning of institutions. unintended impacts can be identified and minimized. Furthermore, effective monitoring and evaluation will sound the alarm when internal Task 7: Provide funds to support expenditure and equipment for capacity- 7: and external circumstances in the economic environment have building and sustaining the framework, primarily through public budgetary changed, when key opportunities are being missed, or when provisions or allocations. implementation of a project is no longer effective. Adjustments in action plans, changes in priorities, or a complete refocusing of Task 8: Maintain knowledge support and a learning process, for example, strategic objectives can then be made to ensure the economic through documenting and evaluating lessons of experience and building development plan remains useful over time. Ongoing monitoring collaboration with local research or consulting establishments. and evaluation should result in the gradual evolution and upgrading of the strategic plan, taking the local area closer and closer to its envisioned future. Toolkit on Local Economic Development for Resource Cities Dev for Resource 12
  • 16. Promoting LED, Achieving MDGsHow to Monitor and Evaluate Project ImplementationHow to Monitor Evaluat Project Implementation aluate Task 1: Prepare the monitoring or evaluation plan and framework: use project objectives and performance measures (Step 5), determine what will be monitored and what information is required and how it will be collected. Task 2: Determine who will be involved. Task 3: Determine when, where, how to monitor and evaluate. Task 4: Determine documentation and reporting protocol.Step 10: Adjust and ModifyStep 10: AdjustThe monitoring and evaluation process is designed to track performance andidentify where and when adjustments in plan implementation at the projectlevel need to be made or where more fundamental changes to the plan visionor objectives might need to occur. Adjustments and modifications should occurthroughout the strategic planning process whenever new information arises ornew priorities for direction or action are identified. And, of course, on a regularbasis (every 5-10 years), the strategy needs to be completely revisited. At thistime, go back to Step One. Toolkit on Local Economic Development for Resource Cities Dev for Resource 13
  • 17. Promoting LED, Achieving MDGsUnleashing LED Through PartnershipP rogress is not alien to Iloilo City. Even during the pre-Spanish times, it was already a thriving shipbuilding community where traders and Iloilo City Vision: Premier City by 2015 by 201 merchants converge to barter textiles and farm produce with goods fromneighboring islands. The flourishing village impressed the colonizers that it was This Visayan city aims to be more attractive both as amade the seat of the colonial government in this part of the archipelago. In themid-19th century, Iloilo City rose to economic prominence following the opening business and cultural center in the region. The localof its port to world trade and was made a vibrant infrastructure largely because leadership laid out a plan to establish business facilitiesof a strong partnership between the colonial government and private including a stock exchange, convention centers,enterprise. manufacturing facilities, and an interconnected massIt was in 1855 when Isabel II, transport system, while preserving cultural heritage.Queen of Spain, declared open to Source: Iloilo City Public Governance Roadmap, 2005international trade the port ofIloilo. Following a Royal Order, thecolonial government provided Aggravating these problems are its limited land area of only 70.23 squarenecessary improvements to the kilometers and its growing population that increases by 1.93 percent annuallyport to support the full-scale and which was pegged at 366,391 as per 2000 Census. The figure swells to atdevelopment of the Philippine least 100,000 more during daytime, what with workers and clients ofsugar industry. But this is only government and businesses as well as students that descend everyday on thehalf of the story as the other half region’’s administrative, trade and education capital. The ninth most populouslies in the hands of commercial city in the Philippines ranks third in population density.agents of British and American firms. Led by Nicholas Loney, they turned theport of Iloilo into an energetic trading hub which eventually brought unexpected With little elbow room, urban growth and the problems associated with it aredevelopment to the city. spilling over to the adjacent municipalities of Leganes, Oton, Pavia and San Miguel. Agreeing that such can be managed collectively, Iloilo City and the fourBut much like the rest of the urban areas in the Philippines, Iloilo City’’s towns have formed the Metropolitan Iloilo Development Council (MIDC) anddevelopment took place without much reference to plans or infrastructure have identified areas of collaboration along which they based their commoncapacity. As such, the city’’s present spatial pattern is composed of and integrated development plan. Iloilo City, however, will remain as the centeruncoordinated packets of development. Further, efforts to integrate the various of residential, commercial, financial and education activities with the other fourland uses and the necessary infrastructure facilities into a coordinated towns as its satellites.development plan have been futile, as the implementation of land use plansand zoning ordinances have been very lax. Evidently, as Iloilo City continues to grow, its physical, economic and demographic structures change along with it. And in light of the prevailingAs a result, the problems typical of urban or urbanizing areas such as traffic trends in the nation and the rest of the world, there is a need to re-examine thecongestion, pollution, overcrowding, proliferation of informal settlements and role of the city with the respect to the province and the surrounding regions.environmental degradation are turning the image of progress into depressing This case study looks into the prevailing conditions of Iloilo City, its role in thepicture, especially in the city proper area where most of the city’’s economic region’’s economic hierarchy, and how it can refocus its efforts to realizing theactivity takes place. shared vision of becoming a ““Premier City by 2015.”” Toolkit on Local Economic Development for Resource Cities Dev for Resource 14
  • 18. Promoting LED, Achieving MDGsEconomyEconomy InfrastructureThe economy of Iloilo City is driven by the following sectors: The development of Iloilo’’s role as aTrade and Ser vices Iloilo City’’s economy is dominated by businesses involved Services vices. commercial center isin trade and services. In particular, employment in wholesale and retail trade, buoyed by the city’’sfinance, insurance, real estate and business services top the list. In spite of its transport infrastructurebeing one of the country’’s traditional economic centers, the growth of Iloilo network, which providesCity’’s economy has been relatively sluggish. Classification of businesses by the necessary links withindustry shows that almost 75 percent of the city’’s commercial establishments the local and nationalfall under the category of micro-enterprises, or firms with a capitalization of only markets. The city’’s roadPhP 150,000 and below. The decreasing number of registered business network facilitates theestablishments also points toward a downward trend in investment. transport of agricultural products from theTourism. Iloilo City has great potential surrounding region toas a heritage tourist site due to its other parts of the country. However, traffic congestion is becoming anwealth of historic buildings and colorful increasing problem at the city proper due to the large volume of vehiclesfestivals celebrated to honor the city’’s converging within the small area.patron saints. Over a two-year periodalone, receipts from the tourism The Iloilo City Port Complex is considered the leading trade and commercial hubindustry amounted to close to PhP for Western Visayas, as well as one of the safest natural seaports in the100,000,000. However, insufficient country. Seventy-two foreign vessels and 10,471 domestic vessels docked atinfrastructure facilities, as well as the the port of Iloilo in 2000, all with a gross registered tonnage of 12,076,649lack of maintenance of its heritage sites tons. On the same year, the port of Iloilo registered a passenger traffic figure ofhamper the further development of this 1,933,964, of which 1,003,909 disembarked and 930,055 embarked there.sector. Its airport handles at least 15 flights a day, serving three commercial airlinesIndustr y . Manufacturing in Iloilo City isIndustr try and had a passenger traffic figure of 702,995 in 2001. In the same year, itpractically non-existent when compared to the booming trade and services handled 5,670,565.7 kilos of incoming cargo and 3,793,870.5 kilos ofsector. In the period between 1990 and 1997, the growth of the manufacturing outgoing cargo. With a 2,100 m. x 45 m. runway and a modern terminalsector did not veer too far away from its average of 6.4 percent annually. The equipped with computerized facilities to accommodate flights from key cities insmall number of industries –– primarily agro processing firms –– is also the country, the airport has a total land area of 52,635 sq. m.diminishing, as companies have been moving out to less populated areas. Theabsence of land zoned specifically for industrial uses has also resulted in the The provision of basic utility services in Iloilo City has so far been satisfactory.establishment of factories in incompatible areas. The power sector has been very efficient, with only less than 30 percent of theAgriculture The development of Iloilo City’’s agricultural sector is compromised griculture. urban households having no electrical connections. Problems, however, ariseby the spatial demands of urbanization. Agricultural lands have been reduced during the peak load hours where demand exceeds supply, therefore resultingsignificantly from 1,751 hectares in 1995, to only 987.16 hectares in 1997. In in power interruptions. The water sector, on the other hand, suffers fromaddition, the cost related to irrigating agricultural lands have also limited the insufficient water supply and low water pressure.city’’s investment in this sector. Aquaculture in the city is also on the declinewith the continued degradation of the Iloilo River. The proliferation of squatter Iloilo City is probably among the few cities in the country where there is actuallysettlements along its banks has been identified as the primary source of an oversupply of telephone lines. The combined switching capacity of the localpollution. service providers –– Globelines and the Philippine Long Distance Telephone Co. (PLDT) –– is 72,982. As of 1998, there were still 21, 625 unused lines. Toolkit on Local Economic Development for Resource Cities Dev for Resource 15
  • 19. Promoting LED, Achieving MDGs Solid waste is also a major problem in Iloilo City where at least 300 tons is Development Strategies Dev Strategies produced daily. Of this volume, only 150 tons is disposed in the city dumpsite, implying that the rest remains uncollected on the streets or worse, disposed of 1. Fast track the development of Iloilo City par ticularly its economic Fast dev particularly in the city’’s waterways, clogging them in the process. pot potential; Air pollution is becoming an increasing problem with the rapid rise in motor Promo omot conserv resources 2. Promote the rehabilitation and conservation of natural resources vehicle ownership. This is particularly an issue in the major thoroughfares located in the city proper where in 1998 the annual average particulate contribute to of the City especially those that contribute to the socio-economic concentrations exceeded the acceptable DENR standards. Water quality and upliftment uplif tment of the people and the land; water supply in the city is also deteriorating due to the indiscriminate disposal of waste coupled with the rapid rate of population growth. expansion for settlement, commercial, 3. Identify the future expansion areas for settlement, commercial, institutional, and industrial build-up; Development Issues and Potentials Dev Po Pro to pro impr pro 4. Provide spatial direction to the provision and improvement of strategic facilities services; basic and strategic infrastructure, facilities and social services; Iloilo City’’s central role in the Western Visayas region is due in large part to its traditional role as a commercial and trade hub for the region. In order to push 5. Guide and encourage increased economic activities and the its further development, however, the city needs to refocus its priorities within inv pot sector ors; location of investments in suitable areas and potential sectors; the parameters of its comparative advantages. A common mistake of many urban areas is the desire to be the ““center of the universe”” by attempting to fulfill the needs of an entire region. Instead, cities and other urbanizing areas Facilitat acilitate by to opportunities 6. Facilitate access by the population to economic oppor tunities should identify their comparative advantages and use these to jumpstart their services; and social ser vices; and progress. 7. Achieve a population distribution that will promote and sustain Achie chiev promo omot Within the context of local economic development, Iloilo City must address the gro dev socio-economic growth and development. following issues: 1. Rationalize the city’’s land uses by allocating scarce land resources along development priorities. Source: Iloilo City Development Strategy, 2005 2. Upgrading infrastructure systems to accommodate population andEnvironmentEnvir vironment industrial growth.Much of Iloilo City’’s environmental problems have to do with drainage and 3. Institute stricter environmental policies to minimize adverse impactswastewater treatment. The city’’s insufficient drainage system, combined with of urbanization on the environment.the relatively flat terrain has caused the periodic flooding in the city, the worstof which took place in 1994 where 80 percent of the city was submerged in 4. Promote the preservation of its heritage sites to enhance its tourismwater. Wastewater treatment, on the other hand, was improved with a ruling by potential.the city and the Department of Environmental and Natural Resources (DENR)requiring all new construction to have wastewater treatment facilities. Stricter 5. Recognizing the city’’s comparative advantages, Iloilo City has a greatmonitoring is practiced in the residential areas where household waste is still potential for enhancing its central role in the region. Among the manydischarged into the drainage systems and canals. options it can pursue are the following: Toolkit on Local Economic Development for Resource Cities Dev for Resource 16
  • 20. Promoting LED, Achieving MDGs •• Strengthen physical and economic linkages with surrounding The LED process involved the following: municipalities to promote its role as a trading center for the region. This would include improving the transportation links –– road, railroad, etc. –– Examining Local Economic Development (LED) Best Practices. This activity Examining Dev Best between the city and the surrounding municipalities to facilitate the involved sharing of new LED practices, tools and approaches through case transfer of goods. studies, study tour and information materials. Case studies on LED were compiled and made available to stakeholders to give them ideas on what other •• Promote the development of the city as the regional educational center local governments are doing to hurdle the urban growth problems and other by investing in student support facilities, e.g. dormitories, libraries, challenges. Officials availed of study tours in Vancouver, Malaysia and Internet services, etc. Singapore as well as in other metropolitan areas in the Philippines to give them first-hand insights on how leading cities address urbanization. Dev ProcessLocal Economic Development Process Establishing a Local Economic Development (LED) Task Forces and Groups. Establishing Dev Task Forces Groups. This involved the establishment of task forces composed of representativesLocal economic development in Iloilo City aims to nurture the tradition that from the city and national government agencies and private sectorflourished in the port of Iloilo during the mid-19th century when the colonial organizations to act as advisors and technical working group or projectgovernment and the private enterprise forged a strong partnership to boost the management team in order to coordinate the project activities. These includeeconomy. Specifically, it seeks to increase the level of private sector support the following:and investment in the midst of the economicdifficulties currently experienced by the country. a. Iloilo City Convention Bureau b. Iloilo City Tourism CommissioncThere is a prevailing need for attracting private c. Task Force Calle Realdinvestment both domestically and internationally. d. Iloilo City Heritage Conservation CouncileWhile Iloilo City indicated that its business e. Iloilo City Investment Boardenvironment is relatively conducive to attracting f. Task Force Clean and Greenprivate investment, there are also chronic and Undertaking Economic Assessment through Economic ndertaking throughincreasing levels of poverty, unemployment and and Tourism Summits Summits on key issues were done in Tourism Summits.underemployment of the local population, September to December 2001 to review the economicresistance by local producers to diversify, and an programs and projects including analysis of capacity toincreasingly competitive local, national and implement the programs and projects. The result was theexport market for traditional goods and services. summary of city strengths, weaknesses, opportunities and threats. These respectively include, among others, havingThere is also a general lack of awareness within manpower as an important resource; economic instability due to rising poverty;the local and international business investment communities of the availability of telecommunications and transportation facilities; and worseningopportunities that exist in Iloilo City because most local investment promotion traffic situation both the city and province.efforts are somewhat temporary and reactive in nature. Preparing Local Economic Action Agenda and Programs. Based on the results Action Agenda Programs.The implementation of a LED program was seen as a means to: of the SWOT prepared during the summits, identified priority programs and proposals were implemented. These programs included: •• Increase the number of new business in Iloilo City; Tourism. This calls for the organization of annual entrepreneurial spirit fair, •• Increase the awareness about Iloilo City and the neighboring local improvement of infrastructure support services leading to identified tourist and governments as suitable areas for investments; investment areas, establishment of the Iloilo City Convention Bureau, •• Reduce the population living below the poverty threshold; and production of video collateral other promotional materials, establishment of •• Reduce unemployment. one-stop economic and enterprise office, etc. Toolkit on Local Economic Development for Resource Cities Dev for Resource 17
  • 21. Promoting LED, Achieving MDGs Identifying Appropriate Organizational Structure for LED. One of the Appropriat opriate Structure for mechanisms identified to ensure multi-stakeholder participations in LED was the establishment of an investment promotion center, and by providing technical support to the establishment of the Iloilo City Convention Bureau and Iloilo City Cultural Heritage Conservation Council. This also included the revival of the Iloilo City Tourism Commission. Organizational improvement workshops on marketing and promotion, investment promotion planning, project development and strategic planning were conducted. Developing Local Capacity. Capacity development activities were carried out Dev Capacity. through the local economic development planning, project management, investment promotion, tourism promotion and development. The Iloilo City Convention Bureau (ICCB), for example, was assisted through a workshop in developing a strategic plan to chart the group’’s direction and equip the organization in building its capacity to successfully to fulfill its mandate. Implementing Local Economic Development Projects. A number of projects Implementing Dev Projects. have been implemented which are producing some results (see case studies). Monitoring and Evaluation (on-going). Seeing to it that programs and projects Monitoring Evaluation are continuously assessed for further improvements, key personnel involved inFood security. This calls for launching of education and family planning project development and implementation were trained on monitoring andcampaigns, setting up of research centers, strengthening of cooperatives, and evaluation. Through workshops, stakeholders were then equipped with the toolsimprovements of infrastructures like farm-to-market roads, fishing ports, and process of economic monitoring system.irrigation systems, warehouses and solar dryers.Infrastructure. This calls for strict enforcement of road construction standards, Gainsintroduction of heavy mass transport system, improvement of drainagesystems, dredging of major waterways and port facilities, expansion of the After some years of facilitating the LED process, the following gains wereinternational port, development of alternative ports, development of alternative achieved:water sources, expansion of the water system, strengthening oftelecommunication services, and introduction of alternative power plants. Increased tourist arrivals. Tourist arrivals in Iloilo City increased by 123 percent touris arrivals. ourist in 2004 over the 2003 figure. The tourism industry had benefited from theEnvironment. This calls for actions that would prevent air and water pollution, professional management of Dinagyang Festival. With increasing touristforest denudation and degradation of marine environments, as well as address arrivals, the economic benefits of the festival have trickled down to otherthe worsening solid waste problem like massive information campaigns, strict sectors like transportation, food, retail and even the lowly street traders. Theenforcement of environmental laws, provision of livelihood opportunities to new investments in the tourism industry (two new hotels in Iloilo City) hasmarginal sectors. generated more investments and attracted more visitors and investors to the city.Governance. This calls for political solutions to problems on squatting, traffic,garbage disposal, taxation, sidewalk vendors and underground economy, street Established public-private par tnership. The city has organized the following Established public-privat partner ate tnership.people and lack of coordination among and between local government units functioning multi-stakeholder councils whose tasks are to support the LEDand national government agencies on matters pertaining to economic efforts of the city:development. Toolkit on Local Economic Development for Resource Cities Dev for Resource 18
  • 22. Promoting LED, Achieving MDGs 1. Iloilo City Convention Bureau The ICCB is the official destination- Conv Bureau. Lessons marketing organization not only for the tourism industry in Iloilo but also in Guimaras. It focuses on promotion and selling Iloilo and Guimaras as a Iloilo City is among the urban centers in the country that has effectively remarkable destination for tourists, convention delegates and business addressed its economic problems through partnerships and collaboration with travelers. the private sector and NGOs. This is well-documented fact as shown in the 2. Iloilo City Tourism Commission This body is tasked for formulate Tourism Commission. ““State of the Philippine Population Report 2004,”” which was released last regulations and policies relative to tourism in the city. month. The report said: ““Iloilo City’’s recognition of the importance of 3. Task Force Calle Real Organized to revive business activities in and Force Real eal. participation and cooperation has helped the city stay afloat amid problems preserve heritage buildings at the city’’s Central Business District (popularly regarding urban growth.”” It also cited the efforts of the alliance that Iloilo City known as Calle Real), this task force planted the seed for heritage built with neighboring towns, which ““proved to be a wise move in facing the conservation in Iloilo City. complicated pressures of urbanization.”” 4. Iloilo City Cultural Heritage Conser vation Council Created in April 2000 Conserv Council. under Ordinance No. 00-054 or the Local Cultural Heritage Conservation Partnership in Iloilo City ““is at the heart of the LED efforts in Iloilo City”” as Ordinance, the council is responsible in advancing cultural heritage ““many of the city’’s economic projects and programs involve the participation of conservation and promotion. It composed of individuals from the arts and various sectors.”” Iloilo City is able to grab the opportunities brought about by culture community. the active participation of the various sectors. Partnership has played a big 5. Iloilo City Investment and Incentive Board. This body is tasked to oversee Investment Incentive Board role in helping it meet the needs of its populace despite limited resources. This investment generation for Iloilo City and the grant of incentives to new strategy of governance has also helped the city address the challenges business locators. associated with urban growth. 6.. Task Force Clean and Green In charge of cleanliness and sanitation Force Green. campaigns and projects, this serves as advisory and monitoring body on solid waste management issues.Attracted funding for projects. As a result of creation of multi-stakeholder ttracted for projects.implementation groups, one of the key groups, the Iloilo City Convention Bureau(ICCB) has generated of PhP 1 million seed money from the Department ofTourism (DOT) to be used to market Iloilo and its cluster under the Visit Iloiloand Guimaras 2006 project.Organized alliances. The Guimaras-Iloilo City Alliance (GICA) was organized tohelp improve the economic competitiveness of the participating LGUs throughjoint undertakings in investment promotion, tourism development andpromotion, planning and coordination of infrastructure support services.Attracted more investments. Iloilo City is becoming more attractive to investors. ttracted investments.After offering a one-year tax holiday for investments between PhP 1 million andPhP 5 million, two-year tax holiday for investments worth P20 million, and three-year tax holiday for companies which have invested P40 million and above, thecity has attracted call centers firms in Metro Manila to invest in the city.Improved deliver y of services. The enhanced private sector participation in cityImpr pro deliver ery services.governance has improved delivery of tourism, heritage conservation, economicpromotion, environmental services Toolkit on Local Economic Development for Resource Cities Dev for Resource 19
  • 23. Promoting LED, Achieving MDGsCase 1: Local Action on Public-Private Partnership in LED Jumpstarting Local Economic Development Through Dinagyang FestivalI loilo City’’s Dinagyang Festival started in 1968 as a religious celebration at the San Jose Parish Church to mark the feast of the Santo Niño every third week of January. In 1973, the Iloilo City took over the festival’’s managementfrom the religious groups and opted to institutionalize it as a tourist attraction.Since then, it has become Iloilo’’s foremost tourism product.Dinagyang, which literally means ‘‘’’to make merry,’’’’ is a two-day citywide party.The main attraction is the ati-ati contest where soot-covered dancers,presented as ati warriors, gyrate their bodies in choreographed steps as thedrums rumble. The colorful and exciting prancing of ati warriors is punctuatedwith shouts of ‘‘’’Viva Señor Niño!’’’’ and yells of ‘‘’’Hala Bira!’’’’ as they raise spearsand shields. The contest will be held on Sunday, the last of the two-day festivalhighlight.Yearly, the city government allocates a substantial amount for the festival butthere had been no effort to account the financial donations, giving rise todoubts that some officials made a killing out of the contributions. Moreover,tourist arrivals were not desirable because the festival was not well promoted.Tourists who come to witness become frustrated because the presentationlacked focus and failed to showcase what is uniquely an Ilonggo culture.In 1988, the city government tapped the private sector’’s help in managing thefestival. The Iloilo Dinagyang Foundation was then organized to work hand inhand with the city government. Since then, the festival has evolved into what is Project The Projecttruly an Ilonggo cultural show and its management has become a success storyon government-private sector partnership. The Dinagyang Festival is envisioned to live up to its name as the premier festival of the country, involving the whole community –– both the public andFrom 1988-2001, the city government still had some control in the private sectors working together. It shall remain focused on its religious color ––management of the festival. But in 2002, the foundation totally managed it in a celebration in honor of the Child Jesus. It shall continue to help attractbehalf of the city government. Financial contributions to the festival’’s hosting tourists and investors to Iloilo City and Province.were then properly accounted. Donations even exceeded what were spent inholding the festival, giving the foundation revenues to ensure the continuity of The objectives of the project is to:its programs. 1. To preserve and promote cultural heritage.In 2003, at least PhP 3.573 million were generated from private donations, 2. To increase tourist arrivals.while government donation was only PhP 1.1 million that includes PhP 750,000 3. To generate income for the tourism industry and other sectors such asfrom the Iloilo City government, PhP 250,000 from the Iloilo provincial transportation and cottage industries.government, and PhP 100,000 from the Department of Tourism. 4. To attract business to invest in the tourism industry and other fields. Toolkit on Local Economic Development for Resource Cities Dev for Resource 20
  • 24. Promoting LED, Achieving MDGsThe management of the Dinagyang Festival is under the Iloilo Dinagyang Advances dvancesFoundation. Every time the Dinagyang season would draw near, the city mayorissues an executive order creating the organizational Committee, executive •• The tourism industry benefited a lot from the Dinagyang. With increasingcommittee and the working committees. The executive committee is headed by tourist arrivals, i.e. 159,888 in 2001 to 207,780, the economic benefits ofthe foundation with representatives of various groups and offices like the City the festival surely trickled down to other industries like transportation, food,Tourism Office, the chairperson of City Council’’s committee on tourism, the San retail and even the lowly street traders. The new investments in the tourismJose Parish priests and national agencies, among others, as members. The industry (two new hotels in Iloilo City) are expected to generate moreworking committees include the finance, program, religious and marketing, investments and attract more visitors and investors to the city.support and publicity committees. All these were mandated to ensure thesuccess of the festival. •• The lowly street vendors benefited from the Dinagyang. The brisk sale of souvenir items and festival paraphernalia is enough indicator of its impact toThe various committees then conduct their respective planning and budgeting communities. Tourism is a market for all kinds of goods and the increasingconferences, and submit an accomplished activity plan and budget proposal to number of tourists coming to Iloilo-159,885 in 2001 and 207, 780 in 2002-the executive board. Once an overall budget for the festival is arrived, the means more income for any enterprising Ilonggo, with the tourism-orientedexecutive committee conducts a fund-raising campaign by soliciting establishments gaining more.sponsorship to meet the budgetary requirements of each committee. It is thecommittees that implement their respective activities, ensuring that these are Challengescarried out successfully. •• Due to the limited financial assistance from the City of Iloilo, The IDFI tookIn the city government’’s annual budget, there is always an allocation for the charge of looking for funds from other sources. The Festival committee createdDinagyang, which then becomes the city’’s contribution to the festival. The a marketing group to undertake solicitation from various business entities andfinance and marketing committees then work to raise additional funds. There is individuals by offering media mileage and promotional collaterals. Exchangethen massive promotion for the festival while the program committee prepares deals and advertising packages were designed to fit the particular needs ofa list of special events. The religious committee is in charge of ensuring that the the target sponsors. This year, at least Php 3.573 million were generated fromreligiosity of the Dinagyang remains intact. An executive director oversees the private donations, while government donation was only Php 1.1. million thatentire conduct of the festival. There is also the secretariat that does all the so- includes Php 750,000 from Iloilo City Government, Php 250,000 from the Iloilocalled dirty works. provincial government, and Php 100,000 from the Department of tourism.Program structureProgram •• Festival as an attraction is not a year-long activity. Besides, innovation is critical to sustain interest.The honorary committee is composed of the city mayor, the congressman of thelone district of Iloilo City and the provincial governor. The oversight committeeincludes the city mayor, the chair of the city council’’s committee on tourism and Contactthe executive assistant of the mayor. The executive committee is composed ofthe officers of the Iloilo Dinagyang Foundation, the head of the City Tourism and Mr. Benito Jimena Mr. Benito Hon. Jerry P. Treñas Jerry P. TreñasDevelopment Office, the chair of the city council’’s committee on tourism, the Executive Director City Mayormayor’’s executive assistant, the San Jose parish priest, the head of the working Iloilo Dinagyang Foundation, Inc. City of Iloilocommittees, the regional directors of the Department of Trade and Industry and Iloilo City Hall, Plaza Libertad Iloilo City Hall, Plaza Libertadthe Department of Tourism, the representative of the provincial government of Iloilo City 5000 Philippines Iloilo City 5000 PhilippinesIloilo and the Philippine National Police. An executive director oversees the Tel. No. +63 33 3372760 Tel. No. : +63 33 3373573entire conduct of the festival. There is also the secretariat that does all the so- Fax No. +63 33 3375268 3370085 / 335 1736called dirty works. Web: www.dinagyangfoundation.com Fax No.: +63 33 3350689 Email: benitojimena@yahoo.com Email: jerry_trenas@yahoo.com Toolkit on Local Economic Development for Resource Cities Dev for Resource 21
  • 25. Promoting LED, Achieving MDGsCase 2: Local Action on Multi-Stakeholder Implementation Groups: Multi-Stakeholder Participation in Economic Promotion Project The Project The project is a strategy of enhancing participation in LED through the creation of task forces and councils to assist Iloilo City achieve its key LED thrusts in economic promotion, tourism, environmental and social programs. The project involves: 1. Stakeholder identification. Key industry players were identified and, through an executive order from the mayor, designated as members of task forces and councils. 2. Crafting of council/committee vision and plan of action. The task forces and other similar bodies meet to come up with strategic plans to serve as guides in the fulfillment of their respective mandates. 3. Development and recommending policies, ordinances and guidelines. Policy recommendations emanating from the task forces were adopted into local legislations to for institutionalize them and make the programs sustainable. 4. Meetings to build commitment among members. Task force and council members regularly meet to ensure full participation and cooperation.I loilo City is the center of activity for the Islands of Panay and Guimaras, as well as the entire Western Visayas region. Not only is it the seat of 5. Work planning and budgeting sessions. Task force and council members government for the entire province, but it also pays a pivotal role as the conduct strategic planning, which includes tasking and budgeting, totraditional center for trade and commerce of Panay Island and the surrounding guarantee fulfillment of their respective mandates.areas. 6. Education and communication campaigns on certain critical issues. PublicThe demands of globalization and urbanization however, have taken its toll on support is necessary for proposals emanating from task forces andthe city. The problems typical of urban or urbanizing areas such as traffic councils, thus, education and communication campaigns are essential notcongestion, pollution, overcrowding, proliferation of informal settlements and only in raising awareness and also to generate their acceptance.environmental degradation are evident in the city, particularly in the city properarea where most of the city’’s economic activity takes place. As Iloilo Citycontinues to grow, its physical, economic and demographic structure willchange along with it. And in light of the prevailing trends in the nation and therest of the world, there is a need to re-examine the role of the city with therespect to the province and the surrounding regions.Partnership between public and private sector and the community are ofteneffective and efficient approach to implement LED strategies in cities Toolkit on Local Economic Development for Resource Cities Dev for Resource 22
  • 26. Promoting LED, Achieving MDGsAdvances dvances Contact•• Built multi-stakeholder councils and task forces on the following: Jerry P. Treñas Hon. Jerry P. Treñas Dr. Teresa Sarabia Dr. Teresa City Mayor, City of Iloilo President, Iloilo City Convention Bureau Iloilo City Hall, Plaza Libertad c/o La Fiesta Hotel 1. Iloilo City Convention Bureau The ICCB is the official destination- Conv Bureau. Iloilo City 5000 Philippines M. H. del Pilar Street, Molo marketing organization not only for the tourism industry in Iloilo but also Tel. No. : +63 33 3373573 Iloilo City 5000 Philippines in Guimaras. It focuses on promotion and selling Iloilo and Guimaras as 3370085 / 335 1736 Tel. No. : +63 33 3380044/3379508 a remarkable destination for tourists, convention delegates and Fax No.: +63 33 3350689 Mobile: +63 919 8240785 business travelers. Email: jerry_trenas@yahoo.com 2. Iloilo City Tourism Commission This body is tasked for formulate Tourism Commission. regulations and policies relative to tourism in the city. 3. Task Force Calle Real Organized to revive business activities in and Force Real eal. Mercy Drilon-Garcia Hon. Mercy Drilon-Garcia Arch. Antonio Sagrador Arch. Antonio Councilor, City of Iloilo Chairperson, Iloilo City Cultural Heritage preserve heritage buildings at the city’’s Central Business District Chairperson, Iloilo City Tourism Conservation Council (popularly known as Calle Real), this task force planted the seed for Commission City Planning and Development Office heritage conservation in Iloilo City. Iloilo Terminal Market Iloilo City Hall Annex 4. Iloilo City Cultural Heritage Conser vation Council Created in April 2000 Conserv Council. Iloilo City 5000 Philippines Iloilo City 5000 Philippines under Ordinance No. 00-054 or the Local Cultural Heritage Conservation Tel. No.: +63 33 3360699 Tel. No.: 3373159 Ordinance, the council is responsible in advancing cultural heritage conservation and promotion. It composed of individuals from the arts and culture community. Engr. Jose Roni Peñalosa Engr. Roni Peñalosa Mrs. Marilen Locsin Mrs. City Planning and Development Officer Chairperson, Task Force Clean and 5. Iloilo City Investment and Incentive Board . This body is tasked to Investment Incentive Board Chairperson, Iloilo City Investment and Green oversee investment generation for Iloilo City and the grant of incentives Incentive Board c/o City Environment and Natural to new business locators. City Planning and Development Office Resources Office 6. Task Force Clean and Green In charge of cleanliness and sanitation Force Green. Iloilo City Hall Annex M. H. del Pilar Street, Molo campaigns and projects, this serves as advisory and monitoring body on Iloilo City 5000 Philippines Iloilo City 5000 Philippines solid waste management issues. Tel. No.: 3373159 Tel. No.: +63 33 3362879•• Improved delivery of tourism, heritage conservation, economic promotion,environmental services.•• Enhanced private sector capacity in city governance.Challenges•• Lack of commitment to fulfill agreed responsibilities.•• Poorly defined roles and expectations.•• Seeking participation of multi-stakeholders require incentives and motivationaltools. Toolkit on Local Economic Development for Resource Cities Dev for Resource 23
  • 27. Promoting LED, Achieving MDGsCase 3: Local Action on Marketing and Promotion Cooperation in Investment and Tourism Promotion Projects The Projects These projects consist of the Experience Iloilo Guimaras Marketing Program and the establishment of Iloilo Investment Promotion Center. •• Experience Iloilo Guimaras The proposed Experience Iloilo Guimaras Marketing Program is prepared to support the accelerated development of Iloilo and Guimaras as a vibrant and successful convention and individual travelers’’ destination in the Philippines. This is to: 1. Develop and implement marketing and communication strategies in order to build awareness and desire to visit Iloilo and Guimaras; 2. Increase tourist arrivals of Iloilo and Guimaras 3. communicate effectively the ““Experience Iloilo and Guimaras”” brand with Industry, government and the general public. This marketing program is implemented by the Iloilo City Convention Bureau (ICCB) Inc., the official destination-marketing organization for Iloilo andW Guimaras’’ tourism industry, in coordination with the Department of Tourism and hile Iloilo City continues to be the center of activity for the islands of the local governments of Iloilo City and the provinces of Iloilo and Guimaras. Panay and Guimaras, as well as the entire Western Visayas region, it ICCB focuses on promoting and selling Iloilo and Guimaras as a remarkable must double its efforts in promoting its potentials as a business destination for tourists, convention delegates and business travelers.location and at the same time as a destination for tourists. The vibrancy of thetourism industry in a given locality is a handy tool in attracting investments. An The program is a collective undertaking among sectors in Iloilo City, Iloilo andinvestment boom in a certain locality, which would indicate an encouraging Guimaras provinces and adjacent destinations, to promote these sites aspeace and order condition, would also make it attractive to tourists who are potential tourism, trade and investment destinations. It was conceptualized inbecoming security-conscious amid threats of terrorism elsewhere in the world. 2001 and finalized in 2005 after a discussion with former DOT Secretary Narzalina Lim. Iloilo City Mayor Jerry Trenas then requested the ICCB to lookIloilo City may have lots to offer both as an investment hub and as a tourist into organizing the said promotion event.destination but other areas in the country are also scampering to get their sliceof outside capital and spendthrift visitors. It must therefore do a lot of sales The activities include:pitching. 1. Convention Marketing Generate meeting and convention business Conv Mark ting:As a tourist destination, Iloilo City boasts of its festivals and other heritage for Iloilo City and Guimaras’’s hotel and resorts, travel operators andsites. But beyond that lies more which if also marketed with its own, can make other key tourism stakeholders.the offer pretty much attractive. Thus, the sites and sights in the Iloilo province 2. Destination Marketing Promote Iloilo and Guimaras’’s positive Destination Mark ting:and in nearby Guimaras enhances the appeal. However, what is needed is a tourism image as a destination and gateway to Western Visayas.collaborative effort to ease the burden and intensify the work. The same is truein attracting investments where offers must be much tempting over the others. Toolkit on Local Economic Development for Resource Cities Dev for Resource 24
  • 28. Promoting LED, Achieving MDGs 3. Par tnership Building Strengthen collaboration and partnership with artner tnership Building: Advances dvances key stakeholders and strategic partners. 4. Membership Development Provide members with wide range of Membership Development: •• Fosters a more productive local economy by attracting investors, thus business opportunities to market their products and services. creating more job opportunities; 5. Institutional Development Strengthen long-term competitive Institutional Development: •• Increased tourist arrivals; capabilities of ICCB. •• Improved communication between LGU and private sectors in diverse aspects of marketing and promotion; and•• The Iloilo Investment Promotion Center Investment Promo omotion Center •• Increased funding for capital and operating re requirementsThe Iloilo Investment Promotion Center is responsible for investment andtourism promotion in order to: Challenges 1. project Iloilo as premier agricultural and tourism center; •• Expecting much too soon——marketing pay-offs usually take some time. 2. promote agriculture and tourism investments There is a need to constantly motivate the players for long-term gains 3. fast-track implementation of infrastructures projects •• Marketing behavior is unpredictable and demanding. Marketing plans 4. strengthen partnerships for investment and tourism promotion should be adapted to respond to these changes 5. establish central business information support services to investors ContactThe center provides a two-pronged service –– investment and promotion, and •• conducts training andbusiness support. Jerry P. Treñas Hon. Jerry P. Treñas education programs to promote City Mayor, City of Iloilo entrepreneurship, small1. Investment and Tourism Promotion: Iloilo City Hall, Plaza Libertad business development and Iloilo City 5000 Philippines promotion and tourism Tel. No. : +63 33 3373573 •• adopts long and short-term investment promotion and tourism plans development 3370085 / 335 1736 specifying priority areas and activities •• offers free consultation with Fax No.: +63 33 3350689 •• provides incentives and support measures to attract tourists and experienced and Email: jerry_trenas@yahoo.com investors to Iloilo knowledgeable business advisor/volunteers Dr. Teresa Sarabia •• establishes and maintains networks and contacts for investment and Dr. Teresa tourism promotion; •• provides assistance on President, Iloilo City Convention enterprise planning and Bureau •• secures financial assistance for the operation of the organizations and c/o La Fiesta Hotel preparation of Industry studies, programs that support investment and tourism promotion; M. H. del Pilar Street, Molo financing, business •• fosters coordination of institutions, programs and initiatives around a registration, exporting and Iloilo City 5000 Philippines shared vision for economic development of Iloilo City and Iloilo Province importing Tel. No. : +63 33 3380044/ •• recommends ordinances, rules and regulations for the implementation 3379508 of investment and tourism promotion programs and projects A Technical Secretariat plans, Mobile: +63 919 8240785 implements, and coordinates the2. Business Support Services activities of its committees. It serves as Engr. Diosdado P. Cadena, Jr. Engr. P. Jr. the technical arm in exercising its Provincial Director functions on linkage building and Department of Trade and Industry •• provides key business information on demographic information, Tel. No.: +63 33 3370392 legislative support, and on offering pricing schemes, and competitive assessment through access to 3350149/ 5099942 business support services. library and on-line resources Telfax No. : +63 33 3370392 Toolkit on Local Economic Development for Resource Cities Dev for Resource 25
  • 29. Promoting LED, Achieving MDGsCase 4: Local Action on Rural-Urban Links Guimaras-Iloilo City Alliance (GICA)I loilo City and Guimaras are in the heart of Western Visayas and teeming with Project The Project economic opportunities and potentials. There is a need for a proper coordination in terms of economic and infrastructure services that will The Guimaras Iloilo City Alliance (GICA) was organized to help improve theencourage investors in the area. economic competitiveness of the participating LGUs through joint undertakings in investment promotion, tourism development and promotion, planning andIn order to hasten the economic development in the area, there is a need to coordination of infrastructure support services.complement and consolidate development efforts for more efficient andeffective service delivery to investors and community. This will ensure The alliance shall perform the following functions:competitiveness of the area, there is a need to focus on key development •• conduct joint planning and coordination of economic and infrastructurepriorities such as ports, road system, and common investment policies to services and projectsensure favorable investment climate. •• develop common economic and infrastructure resources, information, tools and methodologies for the common benefits •• share social, economic and infrastructure resources, information, tools and methodologies for the common benefits •• coordinate implementation of common economic and infrastructure support projects •• train its economic and engineering departments •• operate shared tourism information center •• develop common tourism promotion campaigns Advances dvances •• Established open access to urban markets for rural stakeholders, thus spurring economic development in Guimaras and helping Iloilo City easily obtain necessary products and services. •• Established common framework for addressing infrastructure and economic development issuesContact Challenges Jerry P. Treñas Hon. Jerry P. Treñas A. Nav Hon. JC Rahman A. Nava, MD City Mayor, City of Iloilo Governor, Province of Guimaras Iloilo City Hall, Plaza Libertad Guimaras Provincial Capitol •• The need to strengthen political links between rural and urban areas and Iloilo City 5000 Philippines San Miguel, Jordan 5045 build political trust to facilitate collaboration. Tel. No. : +63 33 3373573 Guimaras, Philippines 3370085 / 335 1736 Telfax. No. : +63 33 5813349 Fax No.: +63 33 3350689 2371111 •• The possibility of an exploitative relationships if decision-making power in Email: jerry_trenas@yahoo.com Web: www.guimaras.gov.ph both rural and urban areas is not shared Toolkit on Local Economic Development for Resource Cities Dev for Resource 26
  • 30. Promoting LED, Achieving MDGsCase 5: Local Action on Investing in Natural Capital Investing in Environmental Initiatives for LEDI loilo City’’s population is 365,820 (2000 census of population). During daytime Project The Project it reaches around 500,000 to account for the visitors and the transient labor force residing outside the city. The increase in the city’’s population coupled The establishment of a sustainable development program for the rehabilitationwith the increase in the number of goods available has created a massive amount of Iloilo River and the establishment of an effective water supply and drainageof solid waste vis-à-vis the eyesore. system for the City of Iloilo includes:The city generates about 300 tons of municipal solid waste (MSW) per day. The 1. establishment of a structural framework that would institutionalize thecurrent per capita waste generation stands at about 0.70 kilograms per day. project through enactment and enforcement of local ordinances thatLikewise, there is a significant increase from the 1999 figures of 280 tons/day would enhance its early implementation,and 0.642 kilograms/day for total waste generation and per capita waste 2. promotion of a multi-sectoral arrangement for the protection andgeneration, respectively. The city spends about PhP 2.4M monthly for its sustained development of the projects;garbage collection services thru a private contractor. 3. provision of adequate and quality water for the city’’s sustainable growth; andAmong the problems of the city include: 4. provision for an adequate drainage system.•• Flooding The project covers the preparation of a plan of action that included working•• Ponding and inundation occur over a vast area of the city especially during with a multi-sectoral group to establish a master plan. Baseline data were collected for the river implementation program and drainage system during the heavy rains coupled with high sea level first year, an integrated improvement and development plan is formulated in•• The drainage system is inadequate and antiquated the second year, and in the second year to the fifth year the master plan will beDespite all these, Iloilo City is slowly emerging as the new green city in the formulated.Philippines. Under the auspices of the US-AEP, the city , along with other Asiancounterparts, formulated a plan of action for the management of water and Specific Project Descriptions Specific Projectsanitation in their respective municipalities. Iloilo Flood Control Project. This project aims to address the problem of Control Project oject. perennial flooding in Iloilo City and the neighboring municipalities. It is funded by a loan from the Japanese government through the Japan Bank for International Cooperation (JBIC), approved on March 28, 2002. The Department of Public Works and Highways, together with the municipality of Pavia and Iloilo City, was tasked to facilitate the necessary right-of-way acquisition and resettlement activities to pave the way for the smooth implementation of the project. They are now in the process of completing all pre-requisites for the implementation of the project. Relocation sites sufficient to accommodate the informal dwellers that would be displaced by the project are being developed by the DPWH, which is the executing agency. Iloilo River Rehabilitation Project. This project calls for the rehabilitation of the River Rehabilitation Project oject. 10-kilometer Iloilo River, which is actually an arm of the sea. A master plan has already been completed which envisions the watercourse to be a community river that promotes ecological balance, develop society’’s total well being and quality life, displays harmony between constructed and natural environments and above all, supports local, regional and national economic activities for a more progressive Iloilo City. It also identifies the different goals, objectives and Toolkit on Local Economic Development for Resource Cities Dev for Resource 27
  • 31. Promoting LED, Achieving MDGs Advances dvancesstrategies in the aspect ofland use, environment, •• Inclusion of the Iloilo River rehabilitation in the list priority projectssocial, economic, and the creation of a multi-sectoral ad-hoc body to prepare initialinfrastructure and preparation for river improvement planning.transportation that will •• Preparation of the Iloilo River development master plan by the Iloiloencourage local and River Development Council and the Iloilo Business Club.foreign investors. •• Attraction of the US-AEP and The Asia Foundation’’s assistance toIloilo Solid Waste Was ast help facilitate the preparation of the Iloilo River DevelopmentManagement Project. The Project oject. Master Plan and Urban Design.Iloilo City government •• Establishment of the City Environment and Natural Resourcesintends to operate a sanitary landfill in order to properly address the mounting Office.garbage disposal problem and to ward off imminent environmental and health •• Introduction of development measures that included the partialproblems that may occur due to the open dumpsite found in Mandurriao relocation of informal settlers around the river, enforcement ofdistrict. The law of solid waste management, also known as the Ecological Solid protective zoning, organization of Barangay Fisheries and AquaticWaste Management Act 2000, requires local government units to convert open Resources Management Councils and construction of theor controlled dumpsites into sanitary landfills that should be operational by promenade.2007. The city has already made a preliminary design for the sanitary landfill assupported by Iloilo Flood Control Project. It will be located in the existing •• Finalization of the City Environment Code which partly deals withCalajunan dumpsite in Mandurriao that is about five to eight hectares. The waste management and pollution control along the critical waterproject composed of four phases, with the first phase alone costing P48 million. resource.Part of the plan for the realization of this landfill is to apply a build-operate- •• IEC campaigns, dredging activities, annual river clean-ups, andtransfer scheme. removal of sunken debris, fish corrals and other obstructions have also been made to arrest the deterioration of the river and its Contact immediate environs. Jerry P. Treñas Hon. Jerry P. Treñas Engr. Noel Z. Hechanova Engr. Hechanov •• The community pride as a high economic, environmental and social City Mayor City Environment and performer stimulates a sense of achievement. City of Iloilo Natural Resources Officers Iloilo City Hall, Plaza Libertad CENRO Iloilo City Challenges Iloilo City 5000 Philippines M. H. Del Pilar Street, Molo Tel. No. : +63 33 3373573 Iloilo City 5000 Philippines •• While natural capital LED projects can generate profits, initial 3370085 / 335 1736 Tel. No. +63 33 3378262/ 3362879 capital is required to establish these infrastructures Fax No.: +63 33 3350689 Email: midcenvironment@skyinet.net Email: jerry_trenas@yahoo.com noel_hechanova@yahoo.com •• There is a need to build consensus among stakeholders on the range of options and actions to be undertaken Engr. Raul Gallo Engr. Engr. Jose Roni Peñalosa Engr. Roni Peñalosa •• The investments and management of natural capital LED projects City Public Services Officer City Planning and Development Officer require technical expertise to achieve improvements and changes Iloilo City Hall Annex City Planning and Development Office •• It can be difficult to judge the success of natural capital projects in Iloilo City 5000 Philippines Iloilo City Hall Annex terms of economic development especially when environmental, Tel. No.: +63 33 3377052 Iloilo City 5000 Philippines economic and social interests conflict with each other. Mobile: +63 916 5283144 Tel. No.: 3373159 Toolkit on Local Economic Development for Resource Cities Dev for Resource 28
  • 32. Promoting LED, Achieving MDGsReducing Poverty, Reaping ProgressI to believ am rather inclined to believe that this is the land gav to that God gave to Cain.””A decade ago, one poor man from Guimaras could be grumbling with a similarline to deplore the widespread poverty that was gripping the island. Todaythough, that may no longer apply –– in the same manner that it does notanymore fit the now prosperous Canada when its shores failed to impressFrench explorer Jacques Cartier in 1534, prompting him to write that historicallamentation.Truly, Guimaras was in dismal state then when it became a full-fledged provincein 1992. Most of its inhabitants were poor. There were not much investments tocreate jobs for the people and income for local governments, making the latterunable to deliver basic services. It was even included in the so-called ““Club 20,””that infamous list of 20 poorest provinces in the Philippines during the onset ofdecentralization, as identified under the Social Reform Agenda of thenPresident Fidel Ramos.In 1990, Guimaras had an unemployment rate of 15.4 percent, much higherthan the regional (Western Visayas) and the national rates of 11.7 and 8.5percent, respectively. The picture of poverty was much grimmer in the homes.According to a 1999 joint report by the United National Population Fund and the Having to fend for itself and with little resources, Guimaras was in a quandaryNational Statistics Office, 67.6 percent of households in the island had no on how to survive and at the same time address the basic needs of its people.access to safe drinking water while 74.3 percent had no sanitary toilets, There was clear dependence on national government for funds. Less than 14resulting to diseases and redirection of hard-earned income for medicines and percent of financial resources are raised locally, and close to 86 percent ofhospitalization. external funds are in the form of Internal Revenue Allotments (IRA) for the three towns that then comprise the province –– Buenavista, Jordan and NuevaThe provincehood of Guimaras came shortly after the passage of the Local Valencia. (The two other towns of San Lorenzo and Sibunag were created later).Government Code of 1991, the law that transferred to local government unitsthe responsibility of delivering basic services, which was before a function of In 1995, Guimaras only earned PhP 65.2 million. It has gone helpless as therethe national government. The law also devolved personnel, assets, equipment, were less funds to propel the economy. Poverty persisted. That same year, theand the though task of economic survival. Sadly, the new local governments Census on Population showed that the poverty incidence in Guimaras based onthat were installed did not have the appropriate structures, leadership and the food threshold was pegged at 75 percent, the highest in the region. Thetechnical competence and resources to handle the demands of ““devolved data meant 75 percent of its people could not afford the minimum foodgovernance.”” requirement to sustain their well-being. Toolkit on Local Economic Development for Resource Cities Dev for Resource 29
  • 33. Promoting LED, Achieving MDGsPoor But Rich Rich 8,000 hectares of mango orchards, the island produced 11,182.72 metric tons of mangoes in 2003.The 60,465-hectare island is mainly an agricultural province growing rice,coconut and mango, its signature crop. The total area devoted to agriculture is Other important crops include Philippine lime (kalamansi), cashew, camote,48,378 hectares. However, most of the individual farms in Guimaras (68 vegetables, corn, cassava and legumes. There are about 1,312 kalamansipercent) are less than two hectares, giving less room for productivity. Further, farms in the province, with a total of 555,302 trees producing 1,924.63 metriconly half of it belongs to the farmers themselves. In the coastal villages, on the tons in 2003. At least 434 hectares of land in the island is also planted withother hand, marginal fisherfolks could not compete with commercial fishing cashew, which yielded 851 metric tons in 1991.vessels scouring the waters off the island, which leaves them with little catch.Workers, for their part, had to go to nearby Iloilo City to find jobs due to the Guimaras is surrounded by rich fishing grounds, which include the Guimarasabsence of employment opportunities in the island. Strait, Iloilo Strait, Panay Gulf and the Visayan Sea. Fishing is a major economic activity in 54 barangays, with at least 2,840 fishers who principally use non-However, like the land that Cartier motorized fishing crafts and gears consisting of hook and line and gill nets.named ““Kanata”” which he later From July 1995 to October 1996, the estimated catch in the province wasrealized to be rich in natural resources, 8,604 metric tons. Meanwhile, its fishpond area totaled 1,658 hectares,Guimaras is teeming with economic yielding an average of 625 kilos per hectare per harvest. With milkfish as thedrivers that it can readily tap to hurdle dominant species cultured, production reached 2,410 metric tons in 1988.the challenges that came with its newprovincial status. Given the right The island has become synonymous withframework and support for their picturesque beaches, alluring shore islets,development, they can serve as panoramic farms, rustic countryside andvehicles to progress. culturally based festivals. Travel magazines have featured spots like IslaIn agriculture, the island beams with Naburot, Costa Aguada and Raymenfertile soil growing high-value crops like mangoes, coconut, cashew and Beach. The Pagtaltal sa Guimaras and thePhilippine lime (kalamansi). In fishery, it is fringed with a wealthy fishing Manggahan Festival highlight its richground yielding marine life enough to sustain a sizable population. heritage. It also boasts with historical andAbove all, it boasts of its tourism potentials, with its rich physical and religious destinations like Camp Jossman,cultural heritage providing postcard-perfect sceneries, exceptional Trappist Monastery and Balaan Bukid. Inevents and exciting festivities. 1993, the tourist arrival figure in Guimaras was 2,247. It jumped to 5,756Like any province in the Philippines, Guimaras grow rice. Of its agricultural land, the following year and further to 12,394 in 1995. By 1996, it experienced a67.6 percent are planted with the staple food. Coconut comes next, where at tremendous increase of 67.4 percent, reaching 20,753.least 954,200 trees tower across its length and breath. The average coconutproduction is 28 per tree per year with an estimated total production of Innov The Innovation42,146,080 per year. Copra production in 1995 was 5,591 metric tons. With its various challenges, the provincial government of Guimaras has beenMango is however the most important commercial crop in the province. The aggressive in its economic development initiatives. However, ineffectiveGuimaras carabao mango is one of the best in the world and is renowned for its coordination of local economic development programs result to inefficientsweetness and superior eating quality. In 1995, there were 3,996 mango utilization of resources and capabilities. In answer, an economic developmentgrowers, attending to 155,860 trees, 61 percent of them were fruit bearing. strategy for the island was prepared, which identified three priority sectors ––Certified by the US Department of Agriculture as free from mango pulp-weevil, agriculture, fisheries and tourism. Local economic development practices wereGuimaras started to export mangoes to the United States in 2001. With at least Toolkit on Local Economic Development for Resource Cities Dev for Resource 30
  • 34. Promoting LED, Achieving MDGs Dev Local Economic Development Process Local Economic Development (LED) offers local government, the private sector, civil society organizations and the local community the opportunity to work together to improve the local economy. It aims to enhance competitiveness and thus encourage sustainable growth that is inclusive. The purpose of LED is to build up the economic capacity of a local area to improve its economic future and the quality of life for all. Guimaras has fully tapped local economic development as a mechanism to create better conditions for economic growth and employment generation. The province undertook the following process: Getting Started by Examining Local Economic Development (LED) Best Practices. To find out what is applicable for Guimaras, a number of local economic development best practices were examined through various venues. During the pilot phase of the program, there was an exchange of professionals between Canada and Guimaras. Canadian consultants shared their expertise with local authorities. Guimaras professionals also went to Canada to study successful local government planning, development approaches and methodologies in engaging citizens. Case studies on best practices in LED were compiled and shared with stakeholders to give them ideas on what other localpiloted to equip stakeholders with the capacity to implement projects geared governments are doing to hurdle the challenges that came with devolution.towards poverty reduction. Undertaking Economic Assessment. A participatory assessment of theSupporting Guimaras is the Canadian Urban Institute (CUI), a non-government island’’s economy was conducted using the SWOT (strengths, weakness,organization that provides Canadian know-how transfer through funding from opportunities and threats) analysis. These were conducted in all of the 96the government of Canada. CUI assists Guimaras through the Guimaras barangays of the province. Information obtained provided a comprehensiveEconomic Initiative (GEI), a program that is aimed at providing capacity view of barangays’’ priority needs and was an important step in the finalizationdevelopment assistance to the provincial and municipal governments through of each of the Strategic Barangay Development Plan. All the other findings andeconomic strategy development and its implementation as well as initiate an priority issues were gathered to form a Provincial Situation Analysis, whichinter-local government cooperation to sustain initial achievements in local contains the profile of the island’’s economic base, market profile, businesseconomic development strategy processes. resources and economic trends and forecasts. The preparation engaged close to 39 stakeholders from the private sector, cooperatives and officials of theThe partnership program is focused on community-based and multi-stakeholder local government units.development planning and implements a process that involved all the threelevels of local governments, non-government organizations and civil society. It Preparing Local Economic Vision and Strategy. A local economichas since resulted to plans that now provide direction for the local governments development agenda was developed based on local economic resourcein mobilizing human and financial resources for the achievement of their analysis, various reports from workshops and consultant reviews. The strategypriority economic, environmental and social development objectives. To test if calls for the attainment of food self-sufficiency for farmers and fisherfolks, thethe plans work, pilot projects on the area of integrated solid waste availability of necessary basic infrastructure to support local economicmanagement, heritage tourism development and local economic development development, guaranteeing efficient and responsive local governmentwere created. Toolkit on Local Economic Development for Resource Cities Dev for Resource 31
  • 35. Promoting LED, Achieving MDGsdecisions in business development approvals Promotion Planning, Industry Study Analysis,process and promotion of community-based and Tourism Planning and Management,tourism enterprises. The plan was then among others. The services of Canadianpresented to stakeholders for validation and experts were tapped to provide technicalapproval. The strategy provided a framework for support and on-site trainings tocoordinated focus for economic development stakeholders. Workshops also involvedefforts in Guimaras. A project approach for government agencies like the Department ofstrategic economic planning has been designed, Trade and Industry and the Bureau ofleading to the formation of a multi-stakeholder Investment. There were also study toursteam –– the Provincial Implementation Task Force within the Philippines (Cebu and Bohol in theon Economic Development (PITF) –– established Visayas, and Davao and Samal Island inby the provincial government to coordinate Mindanao) to look at successful economicimplementation of economic development initiatives in these areas and learn howstrategy. It is composed of representatives from these were carried out with the intent ofkey provincial departments, five municipalities echoing them back in Guimaras. Officialsand the business and private sectors. The role also visited Singapore and Malaysia to learnand functions of the PITF was clearly defined. A from the experiences of other Asiancomplementation workshop was conducted to countries not only in the area of economicreview economic plans and develop coordinated development but also in urban planning,economic strategy on investment promotion and marketing. Subsequently, the tourism promotion, infrastructure management, environmental sustainability““Guimaras Provincial Economic Agenda”” was born –– a document that contained and social service delivery.sectoral plans for agriculture, fishery and tourism. The agenda was laterintegrated in the Guimaras Medium Term Provincial Development Plan Implementing Actions and Demonstration Projects. The implementation of(GMTPDP) of 1998-2004. demonstration projects sought to test acquired capacity of stakeholders in implementing projects geared towards poverty reduction, enhancement of the Identifying Appropriate Organizational Structure for LED. The SWOT analysis provincial revenue base, upgrading local services, increasing the ability of localon Guimaras found the need for an appropriate organizational and structural governments to offer greater opportunities for local investments and givemachinery for economic development and investment promotions. Eventually, it support to social and environment services. These include:was recommended that an organizational model for Guimaras that will takecharge of the implementation of the local economic plans, investment The Provincial Economic Development Office (PEDO)promotion and related initiatives would be created. The organization is a Created in January 2004, PEDO is tasked ““to provide strategic direction,sustainable mechanism for the local economic development programs of the leadership and action to strengthen the Guimaras economy to support theprovince. Thus, the Guimaras Provincial Economic Agenda and the Guimaras province’’s poverty reduction goals.”” The office is guided by the vision ofMedium Term Provincial Development Plan pushed for the creation of the making Guimaras ““the preferred tourism and investment destination forProvincial Economic Development Office (PEDO) that will coordinate economic agriculture, fishery and tourism in the country.”” The creation of PEDOdevelopment efforts in order to maximize human and financial resources to seeks to foster a supportive and competitive investment climate ineffectively achieve the province’’s economic goals and targets. The office Guimaras, retain and expand existing business in agriculture, fishery andbecame operational in January 2004, after a reorganization was undertaken in tourism, attract new investments in priority sectors of agri-tourism,the provincial government. agriculture and fisheries to the island, manage provincial government enterprises and ensure effective business support policies and services, Developing Local Capacity. To promote local economic development, the benchmark progress in Guimaras and best practices nationwide, andcapacities of local governments were enhanced through training-workshops and strengthen the entrepreneurial capacity of cooperatives, associations andcoaching. These include those in Economic Strategy Development, Investment groups. Toolkit on Local Economic Development for Resource Cities Dev for Resource 32
  • 36. Promoting LED, Achieving MDGsGuisi Community-based Heritage Tourism Agri-Fishery Development ProgramThe Guisi Community-based The Agri-Fishery Development Program aims to contribute security andHeritage Tourism is designed improved standard of living of marginal fisherfolks, sustenance fisherfolksdevelop and promote the cultural, and small processors through increased income. It also intends to develophistorical, natural, livelihood and productive and replicable agri-fishery development models, promote agri-religious heritage of the province. fishery processing that support agri-fishery development and intensifyOne of its aims is to launch an marketing and institutional support to agri-fishery development. Theseenvironmentally sensitive and were carried out through the integration of duplicating services to ensurecooperative form of community efficiency and effectiveness in service delivery.economic development. The projectis being implemented by the Monitoring and Evaluation. Seeing to it that programs and demonstrationtourism division of PEDO, the projects are continuously assessed for further improvements, key personnelmunicipality of Nueva Valencia and the Barangay Council of Dolores, the involved in project development and implementation were trained forvillage where the project in being piloted. The Barangay Dolores Tourism monitoring and evaluation. An economic monitoring system for Guimaras wasCouncil (BDTC) is managing it. Guisi is a sitio or a hamlet that boasts of its developed to serve as the economic barometer for the provincial economy.natural, cultural and historical heritage. Through a workshop, stakeholders were then equipped with the tools and process of economic monitoring system. An economic monitoring plan was alsoPanindahan sa Manggahan completed based on the outputs of the workshop. The economic monitoring system serves as guide in tracking the economic health of the province keyThe Panindahan sa Manggahan, first implemented in 2003 during the indicators such as agriculture, fishery, tourism, trade and industry, andcelebration of the Manggahan Festival, showcased how simple coaching business support services. Results were then shared with stakeholders forcan develop the capacity of local government personnel in organizing, purposes of learning and of further improving project implementation.promoting and managing a local activity like a farm market day tour. Heldat the Jordan (Alibhon) Food Terminal Market, it was aimed to highlight themarket’’s role in the town’’s economy. Posting record sales of PhP 700,777 Guimaras Gainsin just one day, the activity drew domestic tourists from Iloilo City. Everyyear since then, the Panindahan sa Manggahan has become a regular By utilizing local economic development to answer its needs, Guimaras hasfeature of the Manggahan Festival, an annual celebration marking the made a number of inroads. Its economic agenda has been formulated andprovincehood of Guimaras. adopted in the provincial development plan. Characterized by a community- based ““bottom-up”” approach to planning, it was carefully crafted, taking intoPublic-Private Partnership in Guimaras Tourism Development considerations various aspects of the province’’s economy. Considering that the features of the agenda were contributions of various stakeholders, it was notA Galing Pook awardee, the Public-Private Partnership in Guimaras Tourism difficult to push for its adoption.Development is an innovative approach that sought to facilitate theparticipatory planning and development of the tourism industry in the The capacity of its stakeholders have been developed and strengthened byprovince to increase tourism arrivals and receipts, thereby contributing to series of workshops and trainings as well as by study tours and on-the-jobthe poverty reduction efforts of the provincial government. It uses four coaching. Stakeholders are now equipped with necessary skills and knowledgeapproaches –– participatory planning, marketing and promotion, in investment promotion, proposal writing, strategic planning, business processcommunity-based initiatives and tourism support services. All these improvement, industry analysis and economic monitoring. The organization andundertakings were witnesses to a close collaboration between the operationalization of the Provincial Economic Developmentprovincial government and national government agencies, and non-government organizations and communities. Toolkit on Local Economic Development for Resource Cities Dev for Resource 33
  • 37. Promoting LED, Achieving MDGsOffice (PEDO) also spelled a lot in building up the economic capacity ofGuimaras. Providing strategic direction, leadership and action to strengthen thelocal economy and to support the province’’s poverty reduction goals, PEDO alsofosters a supportive and competitive investment climate in Guimaras. It alsooperates the Guimaras Trade and Information Center (GTIC), a showroom of allGuimaras products and services that also serves as a one-stop informationcenter for tourists, investors, existing businesses, and business associationsresponding to investment inquiries with data and advices.Tourism is gaining grounds, as can be gleaned from the data on tourist arrivals.In 2002, 1,223 foreign tourist and excursionists came to Guimaras. By 2003, itrose by 33.2 percent to 1,629 and nearly doubled at 2,994 by 2004. Domestictourists and excursionists continue to come in droves to Guimaras. From108,206 in 2002, in went up to 122,429 in 2003, and further up to 133,638in 2004. Total tourist receipts experienced the same trend from 2002 to 2004.Last year’’s receipts totaled PhP 159.1 million, an increase of 24 percent overthe 2003 figure of PhP 128.3 million. Of late, Guimaras has partnered withIloilo City in creating the Guimaras-Iloilo City Alliance (GICA) to improve theeconomic competitiveness of the two places through joint undertakings, one ofwhich is in the area of tourism development and planning. The ““Visit Iloilo-Guimaras”” project was also launched to market the two areas as tourismdestinations.GICA also called for the joint undertakings in investment promotion andcoordination of infrastructure support services, both of which are part of theeconomic development thrusts of Guimaras. Specifically, the agreement calledfor the strengthening of investment policies and improvement of road systemsto ensure favorable business climate. Iloilo City agreed to upgrade its portfacilities that serve as jump-off point to the island-province. This complementsthe RORO (Roll-on Roll-off) Sea Transport System that is already in place. Itenabled the easy transport of heavy and light vehicles, freight and passengersbetween Iloilo and Guimaras.Guimaras has also acquired a Geographic Information System (GIS), a real-time exchange of business information between the provincial governmenttechnology that has been acknowledged to improve local governance, since and each municipality.majority of the government’’s day-to-day activities involve the use of spatialdata. It can specifically be used for effective land use planning; zoning; socio- Telecommunications has dawned in the island. It is already linked to the worldeconomic profiling; design, implementation and monitoring of government by telephone and mobile services is available. In 2003, at least 9,520facilities and infrastructure; site planning and development; resource telephones lines have been installed in the towns of Jordan and Buenavista. Amanagement; environmental monitoring; and mapping of government land- PhP 115-million, 3.4-megawatt bunker oil-fired Guimaras Power Plant wasbased assets, among others. The Guimaras GIS project is considered a recently inaugurated to address a decade-old problem in the island’’s powerlandmark effort in the country, making it the only province implementing this supply. The project was a result of the electricity supply agreement signed insystem using microwave communication technology to achieve real-time or near November 2003 between Guimaras Electric Cooperative (Guimelco) and the Toolkit on Local Economic Development for Resource Cities Dev for Resource 34
  • 38. Promoting LED, Achieving MDGsTrans-Asia Oil and Energy Development Corporation, the firm that will construct,finance, operate and maintain the power plant. Currently, Guimelco provides Guimaras is looking at the future as it wishes to see more achievements for theelectricity throughout the island, sourcing its power from the National Power island. Foremost in its mind is to sustain and coordinate provincial andCorp. (Napocor) through a 2.5-km submarine cable. municipal economic planning, be it long-term or short-term, to better harmonize strategies and objectives. The improvements and coordination of supportEfficient and effective delivery of services is a major thrust of the local infrastructures through partnership agreements and institutional organizationsleadership in Guimaras, which continuously seeks to develop and strengthen its ensure the sustainability of the program. The comprehensive investmentgovernance capacity and policies, and improve its systems. Responsive ordinance and institutionalized policies that were put in place also work in thegovernance is considered an economic driver. Guimaras recognizes that the same vein.island’’s potentials as well as the development assistance that it has beenreceiving can never trickle down to the poorest of the poor if it does not have Guimaras will give focus on the development of its key industries to show howresponsive governance. As such, the local leadership readily adopts LED impacts on them. Agricultural research capacities of local governments willrecommendations made in multi-stakeholder consultations and workshops. be improved to better guide them in planning and implementation of agricultural endeavors. It intends to support employment and manpower training to assure investors of a sure supply of qualified workers for industries SustEnsuring Sustainability that may relocate in Guimaras. It will seek to intensify marketing and promotion activities to serve as catalysts for investment generation.To ensure sustainability of programs beyond the change of political leadership,structures were set up through the enactment of ordinances. The Provincial Local economic development paints a bright picture over a gloomy canvass thatEconomic Development Office (PEDO) was created under an ordinance re- once enveloped Guimaras Island.organizing the provincial government of Guimaras. The Local Government Codeof 1991 allows every local government unit in the Philippines to design andimplement its own organizational structure and staffing pattern based on itspriority needs and service requirements.The same law also allowed Guimaras to explore cooperative arrangement withother local government units to pursue common development agenda. In thislight, Guimaras partnered with neighboring Iloilo City to form the Guimaras-IloiloCity Alliance (GICA) to improve the economic competitiveness of the two placesthrough joint undertakings in investment promotion, tourism development andplanning and coordination of infrastructure support services. The GuimarasProvincial Investment Code, now in its final draft, will outline policies forinvestors and business in the province in anticipation of capital influx that maycome as support infrastructures and services are being strengthened.Future Concerns Toolkit on Local Economic Development for Resource Cities Dev for Resource 35
  • 39. Promoting LED, Achieving MDGsCase 6: Local Action on Organizational Development for LED Provincial Economic Development OfficeG uimaras was a poor island when it became a province in 1992, a year Project The Project after the Local Government Code was enacted. The people agonize over poverty and unemployment. By 1995, its poverty incidence based on the The Provincial Economic Development Office (PEDO) provides strategicfood threshold was a high of 75 percent, which meant most of its people could direction, leadership and action in strengthening the Guimaras economy andnot afford the minimum food requirement to sustain their well-being. The supports the province’’s poverty reduction goals. PEDO is tasked to coordinateprovincial revenue was relatively low due to the absence of investments, the implementation of all economic activities and provide technical andrendering the local government incapable of delivering basic services. administrative support to municipal governments in the area of trade and investment, tourism, enterprise development and cooperative development.With vast resources that can provide the much-needed impetus for growth, thelocal government found it needed an arm that would coordinate economic The mandate of PEDO is as follows:development efforts to effectively achieve economic goals and targets. Turning Foster a supportive and competitive investment climate in Guimaras;to the Local Government Code of 1991 for help, it also found it has the liberty Retain and expand existing businesses in agriculture, fishery and tourism;to design and implement its own organizational structure and staffing pattern Attracting new investments in priority sectors of agri-tourism, agriculturebased on its priority needs and service requirements. Thus, in January 2004, and fisheries;the Provincial Economic Development Office (PEDO) was born. Manage provincial government enterprises and ensure effective business support policies and services; Benchmark progress in Guimaras and best practices nationwide; Strengthen the entrepreneurial capacity of cooperatives, associations and other groups. The head of PEDO reports directly to the governor. The key staffs are in-charge of tourism promotion, investment promotion, employment generation and enterprise management. The office is also tasked to build partnerships and linkages with other provincial departments, municipal governments, national government agencies and business sector to implement various economic projects and programs. PEDO has three divisions: Tourism Development –– in charge of tourism planning and implementation, monitoring, evaluation and promotion and marketing; Cooperative Development –– takes care of cooperative, farmer and fishermen organization development and training, linkage building and networking and technical assistance to cooperative management; and Trade, Investment and Employment Promotion –– handles investment promotion, trade and development and networking and marketing employment assistance, enterprise planning and business development, support services development and management, as well as resource mobilization. Toolkit on Local Economic Development for Resource Cities Dev for Resource 36
  • 40. Promoting LED, Achieving MDGs Advances dvances Improved organizational capacity to focus on economic priorities of the province Venue for facilitating information exchange, policy development and enterprise training Available support for existing and prospective enterprises in the province Challenges Businesss development alone will not ensure poverty reduction. It should be coupled with measures to address equity problems in economic development There is a need to build staff capacity in key functional areas Too few resources considering more demand for PEDO servicesContactMr. Ruben CorpuzMr. Ruben Corpuz A. Nav Hon. JC Rahman A. Nava, MDProvincial Economic Development Officer Governor, Province of GuimarasProvincial Economic Development Office Guimaras Provincial CapitolProvince of Guimaras San Miguel, Jordan 5045San Miguel, Jordan 5045 Guimaras, PhilippinesGuimaras Philippines Telfax. No. : +63 33 5813349Tel. No. +63 33 2371134 2371111Mobile: +63 917 3026920 Web: www.guimaras.gov.ph Toolkit on Local Economic Development for Resource Cities Dev for Resource 37
  • 41. Promoting LED, Achieving MDGsCase 7: Local Action on Attracting Investment Attracting Outside Investment for the Guimaras GISS ince Guimaras became a province, it has relentlessly pursued local economic development programs to better its fiscal standing as a local government. A major source of income of local government units is realproperty taxes. To increase their tax collection base, local governmentstraditionally increase tax rates. But Guimaras is faced with the dilemmabetween increasing tax rates and the capacity of its populace to pay highertaxes amid economic difficulties. Instead of increasing tax rates, it worked tomake its collection more efficient.Guimaras believe that it is better to efficiently collect taxes than pass on totaxpayers the burden of offsetting shortfalls by increasing taxes. Putting inplace a system that will expedite the assessment and processing of realproperty valuation can carry this out. Such a system can be provided by a GIS-based tax mapping technology that can accurately process and update data,reducing the time of LGU personnel in doing assessment works and eliminatingred tapes. ProjectThe ProjectThe Geographic Information System (GIS) for Guimaras Project has the followingobjectives: To establish a geographic GIS has been acknowledged to improve local governance, since majority of the database; government’’s day-to-day activities involve the use of spatial data. This To improve mapping system technology can specifically be used for effective land use planning; zoning; To develop a multi-purpose socio-economic profiling; design, implementation and monitoring of government parcel data through facilities and infrastructure; site planning and development; resource Coordinate Geometry (COGO) management; environmental monitoring; and mapping of government land- and Technical Description based assets, among others. (TD) Mapping; To generate updated tax Three different GIS applications were developed for Guimaras province: the maps; Real Property Tax Administration System, the Business Permits and Licensing To improve local capabilities System, and the Billing and Collection System. Having a good database of the through GIS training. resources of the province can make Guimaras more attractive to investors. Toolkit on Local Economic Development for Resource Cities Dev for Resource 38
  • 42. Promoting LED, Achieving MDGsConsidering that theestablishment of a GIS-based Advances dvancessystem requires large financialinvestment, Guimaras searched In many instances, the GIS for Tax Mapping has generatedfor investors or partners in information on the tax base of the province and thus indicate someimplementing the project. F. F. economic opportunities in terms of areas for investmentsCruz and Co. that has been The local staff of the provincial governments have discovered newoperating in the island for knowledge and skills that will guide tem in revenue generationseveral years through its The project provided opportunity to exchange technical knowledgeshipping industry has been on financing options which was used in establishing the projectidentified as a possible partnerfollowing its recent Challengesadvancement in GIS through its Survey Geomatics Division. There are many potential problems with developing and revising taxOwing to the pioneering nature of the project, F. F. Cruz is likewise in search of a ordinances as results of GIS technologypartner LGU to work with in order to showcase the benefits of the technology. There is a need to balance the interest of investors in funding theFor Guimaras project, a soft financial arrangement has been proposed; only 35 project and the needs and the ability of the provincial governmentpercent initial payment was required and the remaining 65 percent will be to ““repay”” the value of GIS technology.spread over years of equal installments with the first payment to be made oneyear after full operationalization of the project. ContactThe Guimaras GIS project is considered a landmark effort in the country, based A. Nav Hon. JC Rahman A. Nava, MD Mr. Jimmy S. Baban Mr. Jimmyon the component activities and the approach used. Guimaras is a pioneer in Governor, Province of Guimaras Provincial Planning andterms of the technology known as datasets, where geo-rectified aerial Guimaras Provincial Capitol Development Coordinatorphotographs (orthophoto maps) and parcel data generated through technical San Miguel, Jordan 5045 Province of Guimarasdescription mapping, are linked and fitted together. Furthermore, Guimaras is Guimaras, Philippines San Miguel, Jordan 5045the only province implementing this system using microwave communication Telfax. No. : +63 33 5813349 Guimaras, Philippinestechnology to achieve real-time or near real-time exchange of business 2371111 Tel. No.: +63 33 2371384information between the provincial government and each municipality. Web: www.guimaras.gov.ph Mobile: +63 917 3026920The project comprised the conduct of aerial photography and ground controlsurvey using Global Positioning System technology, the generation oforthophoto maps, geographic database development, technical descriptionmapping, GIS applications development, the provision of hardware andsoftware, microwave radio networking of the provincial capitol and municipalhalls, and capability building through training and technology transfer. Toolkit on Local Economic Development for Resource Cities Dev for Resource 39
  • 43. Promoting LED, Achieving MDGsCase 8: Local Action on Sustainable Tourism Guisi Community-based Heritage Tourism ProjectG uimaras identified three economic drivers that can propel its economy –– Project The Project agriculture, fishery and tourism. The island has numerous tourism potentials that can generate much-needed investments. It boasts of The Guisi Community-based Heritage Tourismnatural, cultural, historical and religious attractions. But aside from attracting Project is designed to assists current efforts inoutside capital to develop the tourism industry, it also encouraged communities Guimaras in developing and implementingto invest on their own assets so they can directly reap the benefits. tourism in order to develop and promote the natural, cultural, historical and religiousOne such community is Guisi, a coastal hamlet in Barangay Dolores in Nueva heritage of province. It is being implemented byValencia town with a rich natural, historical and the Provincial Tourismcultural heritage. It is home to a Spanish-era Office, the Municipality oflighthouse, a white-sand beach, a cave, a waterfall and Nueva Valencia and thepeople that have preserved their indigenous culture. It Barangay Council ofwas found to be a perfect spot to pilot an Dolores and beingenvironmentally sensitive and cooperative form of managed by the Barangaycommunity economic development endeavor. Dolores Tourism Council, Inc. The project offers a 2-day 1-night tour package. Developed by the Project Management Team, it highlights the culture of Barangay Dolores being related to the preservation of the Guisi lighthouse and promoting awareness and protection of marine resources around the area. As part of the package, guests will experience a karosa ride, welcome songs by children, a welcome drink, and boating around Dolores Strait and other nearby barangays. Guided by members of the Kapisanan ng mga Maliliit na Mangingisda ng Dolores (KAMAMADO), one could also experience varied methods of catching fish used by the fishermen like using nets, hook and line and others. These methods help in preserving the dwindling marine resources of the municipality. Crystal clear waters also offer a view of the corals below. In the afternoon, one could experience local barangay life such as tuba gathering from the coconut trees together with the local people. After dinner, guests will be presented with a dance drama featuring the students of the Dolores Elementary School and the elderly as they relate Dolores’’ history and cultural heritage using local instruments. Toolkit on Local Economic Development for Resource Cities Dev for Resource 40
  • 44. Promoting LED, Achieving MDGs Advances dvances Supported local economic development by creating entrepreneurs fro informal sector Builds local tax base from additional income derived from the heritage tourism packages Supported the preservation of environmental and economic health of the barangay. Challenges Expensive infrastructure upgrades——there is a need for more basic infrastructure like access roads, markets and water facilities The cost of managing the project using cooperative structure will likely be expensive considering the start up expenses of establishment Contact Mr. Ruben Corpuz Mr. Ruben Corpuz Hon. Diosdado Gonzaga Provincial Economic Development Officer Municipal MayorThe second day of the package will lead the guests to a scenic trek to Provincial Economic Development Office Municipality of Nueva ValenciaPanaloron Falls offering a magnificent view of Guimaras Strait. With the Province of Guimaras Nueva Valencia, Guimarasassistance of the Barangay Tanods as tour guides, one could also experience San Miguel, Jordan 5045hill climbing around 150 meters above sea level and witness the scenic view of Guimaras, Philippines Mr. Allan Gaitan Mr.Dolores and its environs. Guests could enjoy swimming on a clean and pristine Tel. No. +63 33 2371134 Managerwater of Guisi. Mobile: +63 917 3026920 Guisi Heritage Tourism Project Barangay DoloresThe tour package cost varies depending on the number of guests. An average A. Nav Hon. JC Rahman A. Nava, MD Nueva Valencia, Guimarasof P1,450.00 per individual for a group of six (6) persons will be charged Governor, Province of Guimaras Mobile: +63 916 9746983covering the karosa ride, boating, trekking, meals (2 lunch, 1 dinner and 1 Guimaras Provincial Capitolbreakfast), accommodation, tour guide services, cultural presentation, San Miguel, Jordan 5045 Ampar paro Ms. Amparo Buncadroundtrip transfer from Iloilo City to Guisi. Guimaras, Philippines Municipal Tourism Officer Telfax. No. : +63 33 5813349 Municipality of Nueva Valencia 2371111 Nueva Valencia, Guimaras Web: www.guimaras.gov.ph Mobile: +63 926 3317404 Toolkit on Local Economic Development for Resource Cities Dev for Resource 41
  • 45. Promoting LED, Achieving MDGsCase 9: Local Action on Partnerships in Tourism Public-Private Partnership in Guimaras Tourism DevelopmentT ourism has been identified as the cornerstone of the economic develop Marketing and Promotion. To tap the vast market of tourism and make ment of Guimaras. The rationale for the choice was obvious and needs no Guimaras competitive, new festivals and events were organized and lengthy explanation. The 60,457-hectare island-province is teeming with promotional materials were developed. Tour destinations were upgradedtourism potentials –– from pristine beaches and scenic landscapes to colorful and facilities improved to make them more attractive. Participation infestivals and rich cultural traditions. In short, tourism promises a lot for tourism fairs was encouraged to expose Guimaras products.Guimaras. Community-based Initiatives. Community-based tourismHowever, its tourism industry was projects were encouraged by assisting locals in planning andin disarray due to uncoordinated implementing their own initiatives. This was carried out by raisingdevelopments, low community their awareness on the impacts and benefits of tourism and byawareness, low capital invest- developing their capacities in ensuring the sustainability of theirments and poor quality of tourism respective initiatives.products. Developers did not takeinto consideration specific land Tourism Support Services. The provincial government helpeduses and environmental impacts. set up guest assistance centers and turned these over to theCommunity participation was poor municipalities for management. The Guimaras Trade andbecause they were uninformed of Information Center (GTIC) was opened to showcaseongoing programs. As a result, products and services. Tourism groups wereinvestors shy away. strengthened and provided with capacity-building supports. ProjectThe Project New products have been developed and established ones have been improved. Farmers and fishers haveTo fully develop the industry, been formed not only for agriculture and fisheryGuimaras encourage public-private partnership or 3Ps, an innovative approach productivity but also to support tourism-relatedthat sought to facilitate the participatory planning and development of the activities. Industry groups like tour guides, jeepneytourism industry in the province to increase tourism arrivals and receipts, and tricycle drivers, pumpboat operators, resortthereby contributing to its poverty reduction efforts. Four approaches were owners and producers were strengthened, makingused: them effective tourism front-liners. These made Guimaras more competitive and attractive, a can be Participatory Planning. Stakeholders were brought together to draw up a gleaned from the steady increase in tourist arrivals. This resulted to the tourism master plan, develop new programs, and install monitoring and expansion of the revenue base of local governments and more economic evaluation systems for the tourism industry. This gave them a sense of opportunities for the people. ownership over plans and projects, thus generating their full cooperation to ensure its success. Public-Private Partnerships in Guimaras Tourism Development is a Galing Pook awardee in 2004. Toolkit on Local Economic Development for Resource Cities Dev for Resource 42
  • 46. Promoting LED, Achieving MDGsAdvances dvancesThe results of the intervention introduced by CUI are remarkable. Foreigntourist and excursionist arrival figures showed that from 1,223 in 2002, itrose to 1,629 in 2003. Last year, the figure was a high 2,994. Domestictourists and excursionists continue to come in droves to Guimaras. From108,206 in 2002, in went up to 122,429 in 2003, and further up to133,638 in 2004. Gleaning from the numbers, it is obvious that tourismspelled good business for Guimaras. What is more remarkable is the factthat Guimaras has been trimming down its tourism budget over the pastthree years but continues to experience growth in tourism arrivals as wellas in tourism receipts in the same period.In 2004, for example, Guimaras only allocated 1.6 million pesos fortourism but by the end of the year, it recorded a total tourism receipts of ahigh 159.1 million pesos! The latter figure was 24-percent hike over the2003 receipts of 128.3 million pesos, where the tourism budget was 2.98million pesos. In 2002, tourist receipts totaled 53.3 million pesos while thebudget was 4.08 million pesos. From a meager budgetary allocation fortourism that goes slimmer each year, the provincial government hasrecorded not only huge but also increasing returns in its investments.The increase in tourist arrivals also spelled more jobs and employmentopportunities in the province. In 2004, resorts in Guimaras employed 421personnel, 111 were permanent and 191 were seasonal workers. The restworked as tour guides.ChallengesTo sustain the gains of Public-Private Partnerships in Tourism Development Contactin Guimaras, organizational structures and systems were institutionalized. Mr. Ruben Corpuz Mr. Ruben Corpuz A. Nav Hon. JC Rahman A. Nava, MDThese include the creation of the Provincial Economic Development Office Provincial Economic Development Officer Governor, Province of Guimaras(PEDO) whose mandate is to support the promotion and marketing of theprovincial tourism program. Municipal Tourism Offices, which regulates Provincial Economic Development Office Guimaras Provincial Capitoltourism activities in the municipal level, and Barangay Tourism Councils, Province of Guimaras San Miguel, Jordan 5045which help implement community-based projects, were strengthened and San Miguel, Jordan 5045 Guimaras, Philippinesmade fully functional. Tourism ordinances were enacted to provide support Guimaras, Philippines Telfax. No. : +63 33 5813349mechanisms for programs and projects. Tel. No. +63 33 2371134 2371111 Mobile: +63 917 3026920 Web: www.guimaras.gov.phCommunities and private sector collaboration must be maximized. Withouta strong collaboration, there could never be effective partnership anyway.Moreover, partnership is achievable when the motivation is economics, aclear proof to a wisecrack that says ““money is not the problem but it is thesolution.”” Lastly, it is clear that education and training are a must to turnstakeholders into partners for development. Toolkit on Local Economic Development for Resource Cities Dev for Resource 43
  • 47. Promoting LED, Achieving MDGsCase 10: Local Action on ““Buy Local”” Campaigns Farm Marketing Support Through GTIC and Panindahan sa ManggahanT he absence of employment opportunities in Guimaras and the little earning derived from traditional farming and fishing compelled itspeople to process fruits and vegetables, plant high-value crops and develop novelty products toaugment their income. However, no matter howsaleable they can be, their production could not besustained because of the absence of marketingopportunities and services.To support these endeavors, the local governmentof Guimaras introduced mechanisms that can serveas venue for small-scale entrepreneurs in marketingand promoting their products to generate returns,and at the same time encourage them to improveproduct quality for further sustainability of their GTIC’’s goal is to promote a supportive and First implemented in 2003 during the celebration ofendeavor. Among these mechanisms are the competitive climate that will enable Guimaras to the Manggahan Festival, it highlight the importantestablishment of the Guimaras Trade and attract new investments on fishery, agriculture and role of the market in boosting the local economy.Information Center (GTIC) and the initiation of the tourism. Managed by the Provincial EconomicPanindahan sa Manggahan. Development Office (PEDO), it also serves as the Held at the Jordan (Alibhon) Food Market, it body responsible to promote linkages among small provides economic opportunities for farmers and and medium enterprises (SMEs) with the national fishermen, local craftsmen and artists to showcase ProjectThe Project and local governments. GTIC plays a vital role as a their produce and subsequently earn income from venue to coordinate efforts in achieving the goal of the event. It also creates awareness on theThe Guimaras Trade and Information Center (GTIC) economic development for the province. GTIC’’s agricultural and fishery and tourism potentials ofis a showroom of all Guimaras products and construction was undertaken with funding the province.services that also serves as a one-stop information assistance from the Canadian Urban Institute (CUI).center for tourists, investors, existing businesses, It also relives the role of the Alibhon public marketand business associations responding to The Panindahan sa Manggahan is a farm market as the major trading center of the province whichinvestment inquiries with data and advices. It also day tour event directed to attract domestic tourists has traditionally been the main buying center forworks with site selectors to promote new of Iloilo City and Western Visayas, as a means of agricultural produce, fish and local delicacies andinvestments in Guimaras and conducts trainings promoting the agricultural, fishery, industries and handicrafts in the past, attracting traders andand provides business development services. GTIC local culture and traditions of Guimaras. consumers from Iloilo City and province of Iloilo.supports small entrepreneurs in trade andinvestment promotion, provides business andeconomic information, promotes Guimaras tourismand expedites investment generation for the island. Toolkit on Local Economic Development for Resource Cities Dev for Resource 44
  • 48. Promoting LED, Achieving MDGs Advances dvances The first Panindahan sa Manggahan posted a record sales of PhP 700,777 in just one day. It also drew domestic tourists from Iloilo City. Every year since then, the Panindahan has become a regular feature of the Manggahan Festival, an annual celebration marking the provincehood of Guimaras. The total sales of GTIC from January to September 2005 is PhP 1.295 million. Challenges Sellers from other local governments might complain that selection of products for sale in the GTIC favor only members Product quality and availability is not consistent for some items. Forecasting us important activity in ensuring constant supply Lack of budget for center infrastructures like display counters, tables, etc to ensure the excellent product presentation Sustainability of Panindahan rests on the motivation of local vendors association since the bulk of the responsibilities rests on themContactMr. Ruben CorpuzMr. Ruben Corpuz Gabinet Ms. Angeles GabineteProvincial Economic Development Officer Tourism SectionProvincial Economic Development Office Provincial Economic DevelopmentProvince of Guimaras OfficeSan Miguel, Jordan 5045 Province of GuimarasGuimaras Philippines San Miguel, Jordan 5045Tel. No. +63 33 2371134 Guimaras, PhilippinesMobile: +63 917 3026920 Mobile: +63 927 4185523 Toolkit on Local Economic Development for Resource Cities Dev for Resource 45
  • 49. Promoting LED, Achieving MDGsAbout CPPPGUG The Canadian Urban Institute (CUI) is a non-profit organization dedicated to Urban Institute providing solutions to important issues that have an impact on the quality of life in urban areas and communicating those solutions to a wide audienceT through a variety of media. he Canada-Philippines Par tnership Project for Good Urban Partnership Project for artner Urban Governance is a four-phase initiative funded by the Canadian Gov The CUI brings together experts from different disciplines to connect people, International Development Agency (CIDA) under the International money and ideas to build strong communities and equitable andPartnership Program for Good Urban Governance that supports the Philippines’’ competitive urban areas in Canada and internationally. The CUI wascontinued thrust towards decentralization of power to local authorities and established in 1990 by the City of Toronto and the Municipality ofempowerment of communities in local decision-making, as set forth in the Metropolitan Toronto with a mandate to:1991 Local Government Code.The geographic focus of the project is the Western Visayas Region, one of the Connect urban decision-makers at all levels of government, thepriority areas for intervention under CIDA’’s Country Development Framework. corporate and community sectors to enhance policy making and management of urban areas.The Canadian Urban Institute (CUI) works with several local and regionalgovernment units in the region, as well as with national level agencies with a Convene groups of decision-makers throughout Canada and abroad tolocal development mandate. The project is strengthening the capacity of local facilitate the exchange of information between urban areas within Canadaauthorities to promote sustainable development, good governance and and internationally.community involvement in decision-making. The project aims to assist theselected local government institutions in Western Visayas to achieve more Communicate the results of applied research and provide training inefficient and equitable delivery of economic, environmental and social services order to foster co-operative approaches to urban issues.through the promotion of inter-local governmental cooperation and good urbangovernance. The project consists of three activity components:Major initiatives currently underway include: Par ticipator y strategy development with involvement of civil society and the articipatory strategy dev ticipator private sector to assist in the development, coordination and implementation ofMetropolitan Iloilo Initiative (MII) which is assisting five local governments inMetrtropolitan Initiative (MII), strategic program plans. This is accomplished through establishing multi-this medium-sized urban region to pursue intermunicipal cooperation, regional stakeholder project steering committees and implementing demonstrationplanning, growth management and improvements to regional service delivery projects.through the establishment of a metropolitan governance body known as theMetro Iloilo Development Council. Capacity development and strengthening of the management and financial dev capabilities of local and regional institutions in order for them to effectivelyGuimaras Economic Initiative (GEI) which is aimed at developing the Initiative (GEI), plan, implement and evaluate collaborative strategies addressing commoncapacities of the provincial and municipal governments to bring about urban development issues. This is accomplished through conducting baselineeconomic development and poverty reduction, as well as to sustain earlier assessments, formulating capacity development plans, facilitating participatoryenvironmental protection undertakings. planning processes and strengthening capabilities in the areas of project and financial management.Malay Local Social Ser vice Deliver y Enhancement Initiative (MLSSDEI) whichMalay Service Deliverery Initiative (MLSSDEI),is assisting this municipality to improve the coordination and sustain the quality Communication and dissemination among local and regional partners andof the delivery of social services for the disadvantaged groups through broad- other stakeholders of project processes, lessons learned and best practicesbased inter-agency coordination and partnerships. resulting from the project. Toolkit on Local Economic Development for Resource Cities Dev for Resource 46