Sustainable Social and Economic Development Ideas For Business Investment, Revitalization and Tourism Promotion in Naga City


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Presentation of the University of British Columbia (UBC) Investment Promotion Group on June 6, 2007 at the Bicol Science and Technology Centrum, Naga City, in conjunction with their Naga Planning Studio Course.

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Sustainable Social and Economic Development Ideas For Business Investment, Revitalization and Tourism Promotion in Naga City

  1. 1. Sustainable Social and Economic Development Ideas For Business Investment, Revitalization and Tourism Promotion in Naga City Naga Studio Planning Course May 2007 Jeffery Chase, Celene Fung, Brady Martin and Marian Thomas
  2. 2. The Problem • Trying to maintain vitality and encourage investment in CBD I • Identifying models and mechanisms for local business development and public participation • Recommending low cost strategies for increasing tourism within the context of the Naga region.
  3. 3. Our Key• Principles • To complement the many ideas, practices and work already underway in the City • To build on Naga’s rich cultural history, impressive local governance models and processes, beautiful natural landscape and engaged public citizenry • To ensure that recommendations are environmentally, socially and economically sustainable • To situate the discussion within context of Naga • To explore new forms of partnerships • To institutionalize a framework that encourages aesthetics, functionality, accessibility, and investment in the public realm
  4. 4. Recommendations: Urban Design and Place-making Use Urban Design Principles and Place-Making Initiatives to revitalize CBD I
  5. 5. Urban Design and Place-making URBAN DESIGN • Plans, design guidelines and regulations governing: - Street and sidewalk design - Plazas and open spaces - Building height and massing - Building materials - Architectural character
  6. 6. Urban Design and Place-making PLACEMAKING Designing neighborhoods that are interesting and inviting but also contribute a sense of identity, pride and uniqueness to a city. - Strategies include: Character-building Cultural and historic preservation Marketing and branding
  7. 7. Process Recommendations: COMMUNITY VISIONING WORKSHOP • Outline the optimal and ideal vision for the city • Respect cultural identity, history, natural landscape and existing built form • Involve all stakeholders • Be daring and imaginative!
  8. 8. Process Recommendations: IMPLEMENTATION OF VISION • Based on the visioning workshop, develop a list of guiding principles for the design and look of CBD I. • Integrate these guiding design principles into bylaws and policies to be included in the Official Community/Development Plan for the district
  9. 9. Urban Design and Place-making Existing Assets already in place: • Street Design Narrow Streets Street Connectivity • Compact Urban Fabric • Lively Public Plazas, Squares and Marketplace • Beautiful and culturally significant Heritage Buildings
  10. 10. Narrow Streets Compact Urban Fabric Heritage Buildings
  11. 11. Urban Design and Place-making •Make the CBD I as comfortable and engaging as indoor shopping and entertainment venues Urban design strategies for CBD I: Raised Crosswalk Marked Crosswalk Sidewalk On-Street Parking Rehabilitation
  12. 12. Urban Design and Place-making •Make the CBD I as comfortable and engaging as indoor shopping and entertainment venues Urban design strategies for CBD I: Street Lighting Street Furniture Mixed-Use Street Trees
  13. 13. Urban Design and Place-making Place-making Strategies for CBD I: Heritage Preservation Vernacular Architecture Façade Rehabilitation
  14. 14. Urban Design and Place-making Place-making Strategies for CBD I Continue Neighborhood Entertainment Public Market Branding/Marketing District
  15. 15. Public private partnerships and processes for implementing revitalization strategies
  16. 16. Build-Operate-Transfer (BOT) Public-Private Partnership (PPP) What is it? • Obtain Local Developers to Build Infrastructure • Agree Upon Guaranteed Time-Space Lease • Win-Win Situation = Good Public Amenities and Profitable Returns for Businesses • Re-Zoning and Re-Engineering of the Downtown to Maximize Space • Sustainable partnerships • Extending economic life
  17. 17. Case Study Quezon Plaza
  18. 18. Enhancing Public Spaces and Community Inclusively Through Collaborative Large Scale Development Project Partnerships In balancing business interests and the public interest, often City officials are placed in a position to encourage investment at the same time promote civic interests to enhance the quality of public places and local livelihoods.
  19. 19. Win-Win Solutions for Everyone • Both private and public sectors have distinctive, but potentially complementary, parts to play. • The approach tries to maximize returns for the investor and the City. It also presents a direct opportunity for community members to participate in place making and ensuring that the new development not only brings in investment, but also meets their community's needs.
  20. 20. A Case study: Redevelopment of Oakridge Centre Mall, Vancouver BC Public Involvement from beginning to end… • Consultation meetings • Open House • Detailed Workshop Topics include: Use, Users, PPP community infrastructure, Urban Form and Social Integration opportunities
  21. 21. Key Transferable Outcomes The Developer • The developer was allowed to rezoning to a greater capacity than the initially zoning allowed • A range of diversity of mixes on site to ensure expanded market niche • A process that created support for the project vs. opposition The City • Increased business means an increased tax base • Enhanced public facilities and amenities spaces such as park/open space, daycare, seniors centre and library. The Community • Opportunities for the urban poor to enhance their livelihoods though integration of local retail • Ensured a diversity of shops and services to meet the entire community's needs
  22. 22. Business Improvement Areas Opportunity for Local Economic Development and Empowering Local Businesses
  23. 23. The Traditional Business Association Model Traditional business association is based on voluntary membership, and is funded primarily through member dues and limited grants. Business associations either have very narrow or very broad memberships.
  24. 24. The Business Improvement Area (BIA) Model A “BIA” is two things: • A Business Improvement Area or “BIA” model is a economically and socially sustainable. • A BIA is not intended to replace existing business organizations but to complement their role in a designated targeted commercial area.
  25. 25. What are some BIA Objectives? • To form and implement strategies to compete with larger or stronger markets outside BIA area; and • To build on going partnerships and strengthen the capacity of the local small business community. • And continue to improve the public realm in their business area and build their client base.
  26. 26. How are BIAs Managed? • A BIA is a registered non-profit society. The status provides a formalized structure to administer and implement the BIA budget and secure additional funds. • The BIA Board members are volunteer based and elected by the BIA members. • BIA budget spending and activities are monitored by community members and City staff. • Every year at the AGM, the Board proposes a business promotion plan and a budget that the BIA members
  27. 27. How are BIAs funded? • A BIA is formally designated by a municipal bylaw. This jurisdiction allows the municipality collects an annual special tax levy from eligible commercial properties within the designated boundary. • The collected levied money is then 100% re-directed back to the BIA. • The BIA levy is renewed on an annual basis.
  28. 28. How is the Funding Fair? • A commercial property owner’s share of the annual BIA budget is proportionate to their share of the total taxable property value within the BIA boundary. Proportion of Individual's Tax Contribution Proportion of Individual's BIA Relative to the Total Property Tax in the BIA Contribution Relative to the BIA Budget Area Individual Individual Proportion Proportion Total BIA Total Property Budget Tax
  29. 29. What is the role of the City? • The City can assist local business groups establish a BIA. The City has a continued role assisting with contacts between the BIA and City departments, facilitating the annual funding process, and monitoring BIA expenditures. • City Council essentially approves the annual budget and levy fees within the defined BIA area.
  30. 30. Applying the BIA to the Naga River Context Naga RiverWalk Possibilities River Walk Case Study: San Antonio, Texas: El Paseo del Rio The Success of San Antonio: BIA in Practice
  31. 31. San Antonio Riverwalk
  32. 32. Goals for Naga Riverwalk: • Revitalize and Improve Competitiveness of CBD I • Create a Site to Promote Tourism and Commerce within Naga (Long-term) • Utilize BIA Model to Raise funds and Community Participation • Promote Riverside Clean up and Environmental Soundness • Create a Vibrant Nightlife and Market • Day time Business Mid-section, Night time Business Ground Floor and Residential Floors on Highest levels
  33. 33. Create a BIA of all Restaurants, Hotels, and other business entities on Riverside (CBD I) A Step-by-Step Process: Incremental Implementation • Local Leader to Promote and Create a Quorum • Provide Public Consultations and Promotion • Form River Walk Association • Incorporate into a Non-Profit • Pass Relevant Ordinances • Short and Long-term Plans
  34. 34. Step by Step Continued… • Progress Review Board of both BIA and City Staff Members • Identify Historical, Cultural and Significant Markers on River • Reclaim River Easement to begin Pubic Space Creation • Divide into 4 sections, A Section at a time, Begin: Examples • Beautification • Trail Building, Walkway and Seating • River Clean-Up
  35. 35. Additional Details and Ideas: Urban Revitalization • Create a Riverwalk Website • Create Advertising Space • Banners and Signs for Place Identity • Gift Shops, Local Arts and Crafts • River Walk Tourism Office • School Education Programs • River Clean-up Activities
  36. 36. Tourism in the Naga Region ___________________________________________________________ Sustainable recommendations for tourism development
  37. 37. Naga City Tourism: Key guidelines for recommendations • Require little immediate costly infrastructure or substantial construction • Include health and wellness possibilities • Diversify economic and employment gains for communities • Take into account the natural assets surrounding Naga and East Highland Tourism zone
  38. 38. Cultural Tourism ”The discovery and enjoyment of local culture coupled with experiences of a community in a culturally genuine way.” (Stebbins, 1996) The tourism market is changing as travelers become more interested in genuine cultural contact/ more personalized trip experiences and less interested in package vacations, situating cultural tourism at a vantage point
  39. 39. Case Studies: Tourism with cultural identity • In Canada, the Lax'Siik Clan of the Gitxsan in BC: travelers have the opportunity to experience rich cultural beauty, wildlife and be immersed in Gitxsan culture • In Peru, the quot;Integrated Support Program for the Development of Tourism in Peruquot;; Highlight active involvement in local Peruvian communities as the main draw.
  40. 40. Cultural Tourism & Health and Wellness Recommendations • Small-scale resorts or bed and breakfast type accommodations whereby the tourist can engage with Nagueno’s culture be developed • That bed and breakfast type establishments develop specific health and wellness initiatives, day or weekend spa retreats • That health and wellness be rebranded to include cultural tourism and outdoor related activities • That consortia efforts be made to connect the resources of surrounding municipalities so that all communities benefit • That culture becomes the destination
  41. 41. Naga City General Recommendations • The city website should be updated to tap into diverse assets • The visitor center could be relocated to a more visible location • Transportation could be organized to assist tourists with accessing outlying sites • Promotional material could be revisited • That tourism in the area finds a balance between encouraging expansion and safeguarding culture within optimum sustainable limits
  42. 42. Conclusions • Planning as work in progress is a mentality that can be exported to our own communities; • Effective partnerships has been realized through practical and creative participation mechanisms that work to create win-win relationships; • Instilling partnership as central to the relationship between City Government and citizens, creates capital from which both the government and citizens can come to expect higher standards.
  43. 43. Thank you!