Led toolkit

Promoting LED
Achieving MDGs
Toolkit on Local Economic Development for Resource Cities
Dev for Resource

IMPORTANT
IMPORT

This is a first draft publication produced purposely for the
Balanghai Summit: The LGC + 14 and the MDGs
LGC 14
12-14 October 2005, Butuan City, Philippines
held in celebration of World Habitat Day

If 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

This report was published with funding support from the

Canadian International
Development Agency

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 LED
Jumpstarting 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”” Campaigns
Farm Marketing Support Through GTIC and Panindahan sa Manggahan 44
About CPPPGUG 46

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P
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 and
sustain local revenues for local governments to be able to
meet the MDG requirements.

Recognizing the limitations of the national government in financing MDG
needs, the LGUs are left with the responsibility of expanding their
revenue base and economic resources. Economic development
strategies need to be crafted by LGUs, in collaboration with the private
sector and civil society, in order to achieve the targets.

Responding to the emerging need to promote LED in the context of rapid
urbanization, and the role LED plays in meeting the MDGs, this training
is proposed to initiate and implement LED interventions through a to them with the passing of the Local Government Code of 1991, which
locally-owned and -driven strategic planning process. includes economic development. In particular, difficulties are being
encountered in efficiently and effectively deliver economic development
The training, using the LED manuals developed by UN Habitat, promotes services and support. This is principally due to limited technical
an inclusive, participatory process that integrates strategic planning, capabilities of the municipal staff, inadequate access to information
community participation, sustainability and good decision-making in and know-how, and lack of effective delivery mechanisms to tap the
local 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 capacity
In addition to these challenges, the city and the region are also development work in Iloilo City and Guimaras Province under the
struggling to properly manage the full range of responsibilities devolved International Partnership Program for Good Urban Governance.

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The 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.

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Framework for Local Economic Development Strategic Planning
Dev Promo
omotion endeav to
Local Economic Development and Promotion is an endeavor to
order to
substantially increase economic and business activities in order to
impr
pro gov (LGU).
improve the living conditions within a local government unit (LGU). It is
progress,
concerned with the accelerating economic progress, attraction of
appropriat
opriate inv production mark
appropriate outside investments, production and marketing of local
products; commercial enter
erprises;
products; establishment of commercial and industrial enterprises; and
dev entrepreneurship. for concert
development of local entrepreneurship. LED calls for a concer ted
effort various sector ors gov ov
effor t of various sectors helping the local governments in the overall
dev effort locality.
development ef for t of a locality.

In the course of capacity development activities under the Canada-Philippines
Partnership Program for Good Urban Governance (CPPPGUG), we have found
ourselves 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 effective
poverty reduction without incorporating explicit poverty reduction actions.

Therefore, a key challenge is to ensure the pursuit of inclusive economic
development that provides for both the promotion of local wealth creation and
poverty reduction; this ensures that those traditionally left out are active
participants 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. This
long-term goal for health and safety reasons, better public management or requires firmly placing LED within the broader framework of local sustainable
increased 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

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various 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 to
support LED was really a big challenge on our Canada-Philippines partnership
initiatives. We found an answer through a LED framework on strategic planning The LED framework is divided into 4 modules with 10 steps distributed among the
produced by UN Habitat and Vancouver-based Ecoplan International, the idea of 4 modules. Examples are provided in the boxes corresponding to the module or
which 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
ramew
The LED Framework
Step 1: Getting Started
Local economic development (LED) is a participatory process in which local Step 2: Stakeholders and Participation
people 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 create
decent 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: Visioning
A LED strategy is a process-oriented and non-prescriptive endeavor Step 5: Setting Objectives
incorporating:
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 focuses
attention on important issues and on how to resolve them. Strategic planning Step 9: Monitor and Evaluate
provides a general framework for action: a way to determine priorities, make Step 10: Adjust and Modify
wise choices and allocate scarce resources (e.g., time, money, skills) to achieve
agreed-upon objectives.

Strategic planning for local economic development can be viewed as a series of
four basic questions:
1. Where are we now?

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Module 1: Where are we now?
Step 1: Getting Star ted
Step Getting Start Step 2: Stakeholders and
Step Stakeholder
eholders
Table 2: Ten Factors for Successful Participation
Ten Factors for
actor Par
articipation
articipation
Par ticipation
Task 1: Get organized, get commitment and
Get get 1. Good timing and clear need
build trust 2. Strong stakeholder groups Participator Approach?
articipatory
What is a Par ticipator y Approach?
3. Broad-based involvement
Without commitment from other A participatory approach involves the
4. Credibility and openness of process
stakeholders, well-coordinated organization inclusion of different stakeholders so that
and respected leadership, a strategic 5. Commitment and/or involvement of high level, visible
their views, concerns and issues can be
planning 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, strategies
Establish a core group before the actual possible. Reviewing who should be involved
planning work begins. This will be the engine 8. Strong leadership of the process
in the planning process is an essential first
that keeps the process moving. 9. Interim success task in creating a successful strategy
10. A shift to a broader concern
Task 3: Determine where the ““local”” is in
Det
process
the LED process
How to Incorporate Par ticipation in the Planning Process
How to Incorporat Par
porate articipation Process
Defining 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 to
The 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 and
objectives 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 stakeholder
Understand the ‘‘triggering event’’ and ask questions that address core partner
tnership group.
par tnership group.
problems rather than symptomatic ones, giving economic development
planning more leverage.

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Step 3: Situation Analysis
Step
Table 3: Data needs for understanding a functioning local economy
for unders economy
for Dev
What is a Situation Analysis for Economic Development?
1. Human and Social Capital
a. Organizational and Leadership Capacity: Partnerships,
Leadership
The 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 Family
This requires an understanding of local resources, local businesses, what they
d. Capacity, Competency and Innovation: Institutional,
Capacity, Compepet Innov
produce, 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 Capital
identify and prioritize important issues for consideration in future development
a. Financial: Services, Access (credit)
plans.
3. Natural Capital
a. Resources: Primary resource, Resource process
How to Conduct a Situation Analysis
How 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).

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Module 2: Where do we want to go?
Step 4: Visioning
Step Example of Vision
Exam
ample

What 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 families
The economic vision begins to answer the question: ““Where do we want to go?”” working together for a progressive economy, self-reliance, and sustainable
It 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 is
informed by the current situation and looks to the future to alter the current
into the desired. Objectives and actions are then based on this vision, thereby
connecting 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. As
human beings, we respond to this tension with an impulsive desire to close the
gap. A clearly articulated vision statement provides a continuous point of
reference to keep closing the gap and keep the process heading in a desirable
direction. As a general expression of values, visioning provides an opportunity Step 5: Setting Objectives
Step Setting Objectives
for the local area to think in broad terms about the future. Developing the
vision also provides the opportunity for dialogue, learning, relationship building Objectives?
What are Objectives?
and awareness raising. Finally, insight from the visioning process supports
development objectives, the decision-making framework (discussed in Step 5). The four points below discuss objectives:
Objectives answer the question: ““What matters?”” and ask: ““What is
How to Develop a Vision for Local Economic Development
How 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 area
describe one method: values.
Objectives clarify directions of preference that can be compared and
Task 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 good
chance 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.

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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 data
How to Set Objectives
How to Set Objectives banking and sharing of information

Setting objectives might take longer than expected. However, here is where There is a lack of information on the presence of inter-Local
time should be spent to ensure that objectives are complete, concise and Government Unit projects and programs
controllable. Well-constructed objectives will not only provide direction for
decision-making but also a framework for
monitoring and evaluating how well- chosen
actions fulfill the local area’’s vision of the
future (described in Step 9). The following six
tasks 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 statements
of objective.
Task 4: Organize objectives: separate means
from ends, actions from objectives.
Task 5: Develop SMART indicators of
performance (Specific, Measurable,
Appropriate, Realistic, Time dated).
Task 6: Prioritize objectives.

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Module 3: How do we get there?
Step 6: Identifying and Evaluating Strategy Options
Step Evaluating Strategy

How are strategy options designed?
How strategy

Strategy options are the heart of strategic planning for LED. A strategy option is
an action or group of actions that, when implemented, can help realize the
local area’’s LED vision and objectives. All the previous steps in the process
have been designed to allow the LED planning group to create good strategy
options. This is perhaps the most tangible point in the planning process ––
where thinkers and doers connect, where specific actions are envisioned and
where those with the greatest
promise are chosen.

Table 5 below provides a list of 31
common LED actions that could be
taken alone, phased in over time or
combined 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

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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?

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Chapter 4: How are we now? This is the strategy and the action plan. It
An action plan contains a description of the specific tasks and activities represents priority programs and projects for implementation. Here is
necessary to implement the chosen strategy option. The key tasks involved in where coordination of funding sources and partnerships/organizations for
action 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! LED
Strategy Documentation: Preparing the Strategic Plan
Strategy 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 LED
strategic planning document will be unique in content, but will likely contain the Dev
Institutionalization and Organizational Development
same summary information –– information derived from the Ten Steps of
Planning Excellence process. A typical LED strategic document will contain the New ways of thinking about LED and utilizing a participatory approach will take
following 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.

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Module 4: Have we arrived?
How is institutionalization done?
How Step 9: Monitor and Evaluate
Step Monitor Evaluat
aluate
The 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.

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How to Monitor and Evaluate Project Implementation
How 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 Modify
Step 10: Adjust

The monitoring and evaluation process is designed to track performance and
identify where and when adjustments in plan implementation at the project
level need to be made or where more fundamental changes to the plan vision
or objectives might need to occur. Adjustments and modifications should occur
throughout the strategic planning process whenever new information arises or
new priorities for direction or action are identified. And, of course, on a regular
basis (every 5-10 years), the strategy needs to be completely revisited. At this
time, go back to Step One.

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Unleashing LED Through Partnership
P
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 from
neighboring islands. The flourishing village impressed the colonizers that it was This Visayan city aims to be more attractive both as a
made the seat of the colonial government in this part of the archipelago. In the
mid-19th century, Iloilo City rose to economic prominence following the opening business and cultural center in the region. The local
of its port to world trade and was made a vibrant infrastructure largely because leadership laid out a plan to establish business facilities
of a strong partnership between the colonial government and private including a stock exchange, convention centers,
enterprise.
manufacturing facilities, and an interconnected mass
It was in 1855 when Isabel II, transport system, while preserving cultural heritage.
Queen of Spain, declared open to
Source: Iloilo City Public Governance Roadmap, 2005
international trade the port of
Iloilo. Following a Royal Order, the
colonial government provided Aggravating these problems are its limited land area of only 70.23 square
necessary improvements to the kilometers and its growing population that increases by 1.93 percent annually
port to support the full-scale and which was pegged at 366,391 as per 2000 Census. The figure swells to at
development of the Philippine least 100,000 more during daytime, what with workers and clients of
sugar industry. But this is only government and businesses as well as students that descend everyday on the
half of the story as the other half region’’s administrative, trade and education capital. The ninth most populous
lies 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 the
port of Iloilo into an energetic trading hub which eventually brought unexpected With little elbow room, urban growth and the problems associated with it are
development 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 four
But much like the rest of the urban areas in the Philippines, Iloilo City’’s towns have formed the Metropolitan Iloilo Development Council (MIDC) and
development took place without much reference to plans or infrastructure have identified areas of collaboration along which they based their common
capacity. As such, the city’’s present spatial pattern is composed of and integrated development plan. Iloilo City, however, will remain as the center
uncoordinated packets of development. Further, efforts to integrate the various of residential, commercial, financial and education activities with the other four
land uses and the necessary infrastructure facilities into a coordinated towns as its satellites.
development plan have been futile, as the implementation of land use plans
and 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 prevailing
As 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 the
congestion, 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 the
picture, 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 the
activity takes place. shared vision of becoming a ““Premier City by 2015.””

Dev for Resource 14


Economy
Economy Infrastructure

The economy of Iloilo City is driven by the following sectors: The development of
Iloilo’’s role as a
Trade and Ser vices Iloilo City’’s economy is dominated by businesses involved
Services
vices. commercial center is
in trade and services. In particular, employment in wholesale and retail trade, buoyed by the city’’s
finance, insurance, real estate and business services top the list. In spite of its transport infrastructure
being one of the country’’s traditional economic centers, the growth of Iloilo network, which provides
City’’s economy has been relatively sluggish. Classification of businesses by the necessary links with
industry shows that almost 75 percent of the city’’s commercial establishments the local and national
fall under the category of micro-enterprises, or firms with a capitalization of only markets. The city’’s road
PhP 150,000 and below. The decreasing number of registered business network facilitates the
establishments also points toward a downward trend in investment. transport of agricultural
products from the
Tourism. Iloilo City has great potential surrounding region to
as a heritage tourist site due to its other parts of the country. However, traffic congestion is becoming an
wealth of historic buildings and colorful increasing problem at the city proper due to the large volume of vehicles
festivals celebrated to honor the city’’s converging within the small area.
patron saints. Over a two-year period
alone, receipts from the tourism The Iloilo City Port Complex is considered the leading trade and commercial hub
industry amounted to close to PhP for Western Visayas, as well as one of the safest natural seaports in the
100,000,000. However, insufficient country. Seventy-two foreign vessels and 10,471 domestic vessels docked at
infrastructure facilities, as well as the the port of Iloilo in 2000, all with a gross registered tonnage of 12,076,649
lack of maintenance of its heritage sites tons. On the same year, the port of Iloilo registered a passenger traffic figure of
hamper 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 airlines
Industr y . Manufacturing in Iloilo City is
Industr
try
and had a passenger traffic figure of 702,995 in 2001. In the same year, it
practically 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 of
sector. 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 terminal
sector 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 in
small 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. The
absence 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 the
Agriculture The development of Iloilo City’’s agricultural sector is compromised
griculture. urban households having no electrical connections. Problems, however, arise
by the spatial demands of urbanization. Agricultural lands have been reduced during the peak load hours where demand exceeds supply, therefore resulting
significantly 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 from
addition, 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 decline
with 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 actually
settlements along its banks has been identified as the primary source of an oversupply of telephone lines. The combined switching capacity of the local
pollution. service providers –– Globelines and the Philippine Long Distance Telephone Co.
(PLDT) –– is 72,982. As of 1998, there were still 21, 625 unused lines.

Dev for Resource 15


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 and
Environment
Envir
vironment industrial growth.

Much of Iloilo City’’s environmental problems have to do with drainage and 3. Institute stricter environmental policies to minimize adverse impacts
wastewater 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 worst
of 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 tourism
water. 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 great
monitoring is practiced in the residential areas where household waste is still potential for enhancing its central role in the region. Among the many
discharged into the drainage systems and canals. options it can pursue are the following:

Dev for Resource 16


•• 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 Process
Local 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 representatives
Local economic development in Iloilo City aims to nurture the tradition that from the city and national government agencies and private sector
flourished in the port of Iloilo during the mid-19th century when the colonial organizations to act as advisors and technical working group or project
government and the private enterprise forged a strong partnership to boost the management team in order to coordinate the project activities. These include
economy. Specifically, it seeks to increase the level of private sector support the following:
and investment in the midst of the economic
difficulties currently experienced by the country. a. Iloilo City Convention Bureau
b. Iloilo City Tourism Commissionc
There is a prevailing need for attracting private c. Task Force Calle Reald
investment both domestically and internationally. d. Iloilo City Heritage Conservation Councile
While Iloilo City indicated that its business e. Iloilo City Investment Board
environment is relatively conducive to attracting f. Task Force Clean and Green
private investment, there are also chronic and
Undertaking Economic Assessment through Economic
ndertaking through
increasing 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 economic
resistance by local producers to diversify, and an
programs and projects including analysis of capacity to
increasingly competitive local, national and
implement the programs and projects. The result was the
export market for traditional goods and services.
summary of city strengths, weaknesses, opportunities and
threats. These respectively include, among others, having
There 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 worsening
opportunities 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.

Dev for Resource 17


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 in
Food security. This calls for launching of education and family planning project development and implementation were trained on monitoring and
campaigns, setting up of research centers, strengthening of cooperatives, and evaluation. Through workshops, stakeholders were then equipped with the tools
improvements 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, Gains
introduction of heavy mass transport system, improvement of drainage
systems, dredging of major waterways and port facilities, expansion of the After some years of facilitating the LED process, the following gains were
international port, development of alternative ports, development of alternative achieved:
water sources, expansion of the water system, strengthening of
telecommunication 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 the
Environment. This calls for actions that would prevent air and water pollution, professional management of Dinagyang Festival. With increasing tourist
forest denudation and degradation of marine environments, as well as address arrivals, the economic benefits of the festival have trickled down to other
the worsening solid waste problem like massive information campaigns, strict sectors like transportation, food, retail and even the lowly street traders. The
enforcement of environmental laws, provision of livelihood opportunities to new investments in the tourism industry (two new hotels in Iloilo City) has
marginal 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 LED
and national government agencies on matters pertaining to economic efforts of the city:
development.

Dev for Resource 18


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 of
Tourism (DOT) to be used to market Iloilo and its cluster under the Visit Iloilo
and Guimaras 2006 project.

Organized alliances. The Guimaras-Iloilo City Alliance (GICA) was organized to
help improve the economic competitiveness of the participating LGUs through
joint undertakings in investment promotion, tourism development and
promotion, 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 and
PhP 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, the
city has attracted call centers firms in Metro Manila to invest in the city.

Improved deliver y of services. The enhanced private sector participation in city
Impr
pro deliver
ery services.
governance has improved delivery of tourism, heritage conservation, economic
promotion, environmental services

Dev for Resource 19

Case 1: Local Action on Public-Private Partnership in LED
Jumpstarting Local Economic Development Through Dinagyang Festival

I
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 management
from 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 the
drums rumble. The colorful and exciting prancing of ati warriors is punctuated
with shouts of ‘‘’’Viva Señor Niño!’’’’ and yells of ‘‘’’Hala Bira!’’’’ as they raise spears
and shields. The contest will be held on Sunday, the last of the two-day festival
highlight.

Yearly, the city government allocates a substantial amount for the festival but
there had been no effort to account the financial donations, giving rise to
doubts 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 presentation
lacked focus and failed to showcase what is uniquely an Ilonggo culture.
In 1988, the city government tapped the private sector’’s help in managing the
festival. The Iloilo Dinagyang Foundation was then organized to work hand in
hand with the city government. Since then, the festival has evolved into what is
Project
The Project
truly an Ilonggo cultural show and its management has become a success story
on 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 and
From 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 attract
behalf 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 in
holding 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 as
from 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.

Dev for Resource 20


The management of the Dinagyang Festival is under the Iloilo Dinagyang Advances
dvances
Foundation. Every time the Dinagyang season would draw near, the city mayor
issues an executive order creating the organizational Committee, executive •• The tourism industry benefited a lot from the Dinagyang. With increasing
committee and the working committees. The executive committee is headed by tourist arrivals, i.e. 159,888 in 2001 to 207,780, the economic benefits of
the 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 tourism
Jose Parish priests and national agencies, among others, as members. The industry (two new hotels in Iloilo City) are expected to generate more
working 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 the
success 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 to
The various committees then conduct their respective planning and budgeting communities. Tourism is a market for all kinds of goods and the increasing
conferences, 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-oriented
executive committee conducts a fund-raising campaign by soliciting establishments gaining more.
sponsorship to meet the budgetary requirements of each committee. It is the
committees that implement their respective activities, ensuring that these are Challenges
carried out successfully.
•• Due to the limited financial assistance from the City of Iloilo, The IDFI took
In the city government’’s annual budget, there is always an allocation for the charge of looking for funds from other sources. The Festival committee created
Dinagyang, which then becomes the city’’s contribution to the festival. The a marketing group to undertake solicitation from various business entities and
finance and marketing committees then work to raise additional funds. There is individuals by offering media mileage and promotional collaterals. Exchange
then massive promotion for the festival while the program committee prepares deals and advertising packages were designed to fit the particular needs of
a 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 from
religiosity of the Dinagyang remains intact. An executive director oversees the private donations, while government donation was only Php 1.1. million that
entire 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 Iloilo
called dirty works. provincial government, and Php 100,000 from the Department of tourism.

Program structure
Program •• 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 the
lone district of Iloilo City and the provincial governor. The oversight committee
includes the city mayor, the chair of the city council’’s committee on tourism and Contact
the executive assistant of the mayor. The executive committee is composed of
the officers of the Iloilo Dinagyang Foundation, the head of the City Tourism and Mr. Benito Jimena
Mr. Benito Hon. Jerry P. Treñas
Jerry P. Treñas
Development Office, the chair of the city council’’s committee on tourism, the Executive Director City Mayor
mayor’’s executive assistant, the San Jose parish priest, the head of the working Iloilo Dinagyang Foundation, Inc. City of Iloilo
committees, the regional directors of the Department of Trade and Industry and Iloilo City Hall, Plaza Libertad Iloilo City Hall, Plaza Libertad
the Department of Tourism, the representative of the provincial government of Iloilo City 5000 Philippines Iloilo City 5000 Philippines
Iloilo and the Philippine National Police. An executive director oversees the Tel. No. +63 33 3372760 Tel. No. : +63 33 3373573
entire conduct of the festival. There is also the secretariat that does all the so- Fax No. +63 33 3375268 3370085 / 335 1736
called dirty works. Web: www.dinagyangfoundation.com Fax No.: +63 33 3350689
Email: benitojimena@yahoo.com Email: jerry_trenas@yahoo.com

Dev for Resource 21

Case 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, to
traditional 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. Public
The demands of globalization and urbanization however, have taken its toll on support is necessary for proposals emanating from task forces and
the city. The problems typical of urban or urbanizing areas such as traffic councils, thus, education and communication campaigns are essential not
congestion, 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 proper
area where most of the city’’s economic activity takes place. As Iloilo City
continues to grow, its physical, economic and demographic structure will
change along with it. And in light of the prevailing trends in the nation and the
rest of the world, there is a need to re-examine the role of the city with the
respect to the province and the surrounding regions.

Partnership between public and private sector and the community are often
effective and efficient approach to implement LED strategies in cities

Dev for Resource 22


Advances
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 motivational
tools.

Dev for Resource 23

Case 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 and

W
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 the
tourism 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 and
investment boom in a certain locality, which would indicate an encouraging
Guimaras provinces and adjacent destinations, to promote these sites as
peace and order condition, would also make it attractive to tourists who are
potential tourism, trade and investment destinations. It was conceptualized in
becoming 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 look
Iloilo 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 slice
of 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 and
sites. 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 true
in attracting investments where offers must be much tempting over the others.
Dev for Resource 24


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 requirements
The Iloilo Investment Promotion Center is responsible for investment and
tourism 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
Contact
The center provides a two-pronged service –– investment and promotion, and •• conducts training and
business support. Jerry P. Treñas
Hon. Jerry P. Treñas
education programs to promote
City Mayor, City of Iloilo
entrepreneurship, small
1. 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 the
2. 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

Dev for Resource 25

Case 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 the
encourage investors in the area. economic competitiveness of the participating LGUs through joint undertakings
in investment promotion, tourism development and promotion, planning and
In 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 and
effective 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 infrastructure
priorities such as ports, road system, and common investment policies to
services and projects
ensure 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 issues
Contact
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

Dev for Resource 26

Case 5: Local Action on Investing in Natural Capital
Investing in Environmental Initiatives for LED

I
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 rehabilitation
with 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 drainage
of 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 the
current per capita waste generation stands at about 0.70 kilograms per day. project through enactment and enforcement of local ordinances that
Likewise, 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 and
generation, 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;
and
Among 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 be
Despite 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 Asian
counterparts, formulated a plan of action for the management of water and Specific Project Descriptions
Specific Project
sanitation 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

Dev for Resource 27


Advances
dvances
strategies in the aspect of
land use, environment, •• Inclusion of the Iloilo River rehabilitation in the list priority projects
social, economic, and the creation of a multi-sectoral ad-hoc body to prepare initial
infrastructure and preparation for river improvement planning.
transportation that will •• Preparation of the Iloilo River development master plan by the Iloilo
encourage local and
River Development Council and the Iloilo Business Club.
foreign investors.
•• Attraction of the US-AEP and The Asia Foundation’’s assistance to
Iloilo Solid Waste
Was
ast help facilitate the preparation of the Iloilo River Development
Management Project. The
Project
oject. Master Plan and Urban Design.
Iloilo City government •• Establishment of the City Environment and Natural Resources
intends 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 partial
problems that may occur due to the open dumpsite found in Mandurriao
relocation of informal settlers around the river, enforcement of
district. The law of solid waste management, also known as the Ecological Solid
protective zoning, organization of Barangay Fisheries and Aquatic
Waste Management Act 2000, requires local government units to convert open
Resources Management Councils and construction of the
or controlled dumpsites into sanitary landfills that should be operational by
promenade.
2007. The city has already made a preliminary design for the sanitary landfill as
supported by Iloilo Flood Control Project. It will be located in the existing •• Finalization of the City Environment Code which partly deals with
Calajunan dumpsite in Mandurriao that is about five to eight hectares. The waste management and pollution control along the critical water
project 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, and
transfer 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

Dev for Resource 28


Reducing Poverty, Reaping Progress
I 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 similar
line to deplore the widespread poverty that was gripping the island. Today
though, that may no longer apply –– in the same manner that it does not
anymore fit the now prosperous Canada when its shores failed to impress
French explorer Jacques Cartier in 1534, prompting him to write that historical
lamentation.

Truly, Guimaras was in dismal state then when it became a full-fledged province
in 1992. Most of its inhabitants were poor. There were not much investments to
create jobs for the people and income for local governments, making the latter
unable 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 of
decentralization, as identified under the Social Reform Agenda of then
President Fidel Ramos.

In 1990, Guimaras had an unemployment rate of 15.4 percent, much higher
than the regional (Western Visayas) and the national rates of 11.7 and 8.5
percent, 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 quandary
National 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 14
resulting to diseases and redirection of hard-earned income for medicines and percent of financial resources are raised locally, and close to 86 percent of
hospitalization. external funds are in the form of Internal Revenue Allotments (IRA) for the three
towns that then comprise the province –– Buenavista, Jordan and Nueva
The 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 units
the 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 there
the national government. The law also devolved personnel, assets, equipment, were less funds to propel the economy. Poverty persisted. That same year, the
and the though task of economic survival. Sadly, the new local governments Census on Population showed that the poverty incidence in Guimaras based on
that were installed did not have the appropriate structures, leadership and the food threshold was pegged at 75 percent, the highest in the region. The
technical competence and resources to handle the demands of ““devolved data meant 75 percent of its people could not afford the minimum food
governance.”” requirement to sustain their well-being.

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Poor 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 kalamansi
percent) 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 metric
only 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 with
other 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 Guimaras
absence 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 was
realized 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 the
drivers that it can readily tap to hurdle dominant species cultured, production reached 2,410 metric tons in 1988.
the challenges that came with its new
provincial status. Given the right The island has become synonymous with
framework and support for their picturesque beaches, alluring shore islets,
development, they can serve as panoramic farms, rustic countryside and
vehicles to progress. culturally based festivals. Travel
magazines have featured spots like Isla
In agriculture, the island beams with Naburot, Costa Aguada and Raymen
fertile soil growing high-value crops like mangoes, coconut, cashew and Beach. The Pagtaltal sa Guimaras and the
Philippine lime (kalamansi). In fishery, it is fringed with a wealthy fishing Manggahan Festival highlight its rich
ground yielding marine life enough to sustain a sizable population. heritage. It also boasts with historical and
Above 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. In
events and exciting festivities. 1993, the tourist arrival figure in
Guimaras was 2,247. It jumped to 5,756
Like 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 a
67.6 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 coconut
production is 28 per tree per year with an estimated total production of Innov
The Innovation
42,146,080 per year. Copra production in 1995 was 5,591 metric tons.
With its various challenges, the provincial government of Guimaras has been
Mango is however the most important commercial crop in the province. The
aggressive in its economic development initiatives. However, ineffective
Guimaras carabao mango is one of the best in the world and is renowned for its
coordination of local economic development programs result to inefficient
sweetness and superior eating quality. In 1995, there were 3,996 mango
utilization of resources and capabilities. In answer, an economic development
growers, 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 were
Guimaras started to export mangoes to the United States in 2001. With at least

Dev for Resource 30


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 local
piloted 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 the
Supporting 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 96
the government of Canada. CUI assists Guimaras through the Guimaras barangays of the province. Information obtained provided a comprehensive
Economic Initiative (GEI), a program that is aimed at providing capacity view of barangays’’ priority needs and was an important step in the finalization
development assistance to the provincial and municipal governments through of each of the Strategic Barangay Development Plan. All the other findings and
economic strategy development and its implementation as well as initiate an priority issues were gathered to form a Provincial Situation Analysis, which
inter-local government cooperation to sustain initial achievements in local contains the profile of the island’’s economic base, market profile, business
economic development strategy processes. resources and economic trends and forecasts. The preparation engaged close
to 39 stakeholders from the private sector, cooperatives and officials of the
The partnership program is focused on community-based and multi-stakeholder local government units.
development planning and implements a process that involved all the three
levels of local governments, non-government organizations and civil society. It Preparing Local Economic Vision and Strategy. A local economic
has since resulted to plans that now provide direction for the local governments development agenda was developed based on local economic resource
in mobilizing human and financial resources for the achievement of their analysis, various reports from workshops and consultant reviews. The strategy
priority economic, environmental and social development objectives. To test if calls for the attainment of food self-sufficiency for farmers and fisherfolks, the
the plans work, pilot projects on the area of integrated solid waste availability of necessary basic infrastructure to support local economic
management, heritage tourism development and local economic development development, guaranteeing efficient and responsive local government
were created.

Dev for Resource 31


decisions 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 Canadian
presented to stakeholders for validation and experts were tapped to provide technical
approval. The strategy provided a framework for support and on-site trainings to
coordinated focus for economic development stakeholders. Workshops also involved
efforts in Guimaras. A project approach for government agencies like the Department of
strategic economic planning has been designed, Trade and Industry and the Bureau of
leading to the formation of a multi-stakeholder Investment. There were also study tours
team –– the Provincial Implementation Task Force within the Philippines (Cebu and Bohol in the
on Economic Development (PITF) –– established Visayas, and Davao and Samal Island in
by the provincial government to coordinate Mindanao) to look at successful economic
implementation of economic development initiatives in these areas and learn how
strategy. It is composed of representatives from these were carried out with the intent of
key provincial departments, five municipalities echoing them back in Guimaras. Officials
and the business and private sectors. The role also visited Singapore and Malaysia to learn
and functions of the PITF was clearly defined. A from the experiences of other Asian
complementation workshop was conducted to countries not only in the area of economic
review 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 later
integrated 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 local
on Guimaras found the need for an appropriate organizational and structural governments to offer greater opportunities for local investments and give
machinery 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 take
charge 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 the
province. Thus, the Guimaras Provincial Economic Agenda and the Guimaras
province’’s poverty reduction goals.”” The office is guided by the vision of
Medium Term Provincial Development Plan pushed for the creation of the
making Guimaras ““the preferred tourism and investment destination for
Provincial Economic Development Office (PEDO) that will coordinate economic
agriculture, fishery and tourism in the country.”” The creation of PEDO
development efforts in order to maximize human and financial resources to
seeks to foster a supportive and competitive investment climate in
effectively achieve the province’’s economic goals and targets. The office
Guimaras, retain and expand existing business in agriculture, fishery and
became 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, and
capacities of local governments were enhanced through training-workshops and
strengthen the entrepreneurial capacity of cooperatives, associations and
coaching. These include those in Economic Strategy Development, Investment
groups.

Dev for Resource 32


Guisi Community-based Heritage Tourism Agri-Fishery Development Program

The Guisi Community-based The Agri-Fishery Development Program aims to contribute security and
Heritage Tourism is designed improved standard of living of marginal fisherfolks, sustenance fisherfolks
develop and promote the cultural, and small processors through increased income. It also intends to develop
historical, 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 intensify
One of its aims is to launch an marketing and institutional support to agri-fishery development. These
environmentally sensitive and were carried out through the integration of duplicating services to ensure
cooperative form of community efficiency and effectiveness in service delivery.
economic development. The project
is being implemented by the Monitoring and Evaluation. Seeing to it that programs and demonstration
tourism division of PEDO, the projects are continuously assessed for further improvements, key personnel
municipality of Nueva Valencia and the Barangay Council of Dolores, the involved in project development and implementation were trained for
village where the project in being piloted. The Barangay Dolores Tourism monitoring and evaluation. An economic monitoring system for Guimaras was
Council (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 also
Panindahan 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 key
The Panindahan sa Manggahan, first implemented in 2003 during the indicators such as agriculture, fishery, tourism, trade and industry, and
celebration of the Manggahan Festival, showcased how simple coaching business support services. Results were then shared with stakeholders for
can 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. Held
at the Jordan (Alibhon) Food Terminal Market, it was aimed to highlight the
market’’s role in the town’’s economy. Posting record sales of PhP 700,777 Guimaras Gains
in just one day, the activity drew domestic tourists from Iloilo City. Every
year since then, the Panindahan sa Manggahan has become a regular By utilizing local economic development to answer its needs, Guimaras has
feature of the Manggahan Festival, an annual celebration marking the made a number of inroads. Its economic agenda has been formulated and
provincehood of Guimaras. adopted in the provincial development plan. Characterized by a community-
based ““bottom-up”” approach to planning, it was carefully crafted, taking into
Public-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 not
A 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 the
participatory planning and development of the tourism industry in the The capacity of its stakeholders have been developed and strengthened by
province to increase tourism arrivals and receipts, thereby contributing to series of workshops and trainings as well as by study tours and on-the-job
the poverty reduction efforts of the provincial government. It uses four coaching. Stakeholders are now equipped with necessary skills and knowledge
approaches –– participatory planning, marketing and promotion, in investment promotion, proposal writing, strategic planning, business process
community-based initiatives and tourism support services. All these improvement, industry analysis and economic monitoring. The organization and
undertakings were witnesses to a close collaboration between the operationalization of the Provincial Economic Development
provincial government and national government agencies, and non-
government organizations and communities.

Dev for Resource 33


Office (PEDO) also spelled a lot in building up the economic capacity of
Guimaras. Providing strategic direction, leadership and action to strengthen the
local economy and to support the province’’s poverty reduction goals, PEDO also
fosters a supportive and competitive investment climate in Guimaras. It also
operates the Guimaras Trade and Information Center (GTIC), a showroom of all
Guimaras products and services that also serves as a one-stop information
center for tourists, investors, existing businesses, and business associations
responding 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, it
rose by 33.2 percent to 1,629 and nearly doubled at 2,994 by 2004. Domestic
tourists and excursionists continue to come in droves to Guimaras. From
108,206 in 2002, in went up to 122,429 in 2003, and further up to 133,638
in 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 over
the 2003 figure of PhP 128.3 million. Of late, Guimaras has partnered with
Iloilo City in creating the Guimaras-Iloilo City Alliance (GICA) to improve the
economic competitiveness of the two places through joint undertakings, one of
which is in the area of tourism development and planning. The ““Visit Iloilo-
Guimaras”” project was also launched to market the two areas as tourism
destinations.

GICA also called for the joint undertakings in investment promotion and
coordination of infrastructure support services, both of which are part of the
economic development thrusts of Guimaras. Specifically, the agreement called
for the strengthening of investment policies and improvement of road systems
to ensure favorable business climate. Iloilo City agreed to upgrade its port
facilities that serve as jump-off point to the island-province. This complements
the RORO (Roll-on Roll-off) Sea Transport System that is already in place. It
enabled the easy transport of heavy and light vehicles, freight and passengers
between Iloilo and Guimaras.

Guimaras has also acquired a Geographic Information System (GIS), a real-time exchange of business information between the provincial government
technology 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 spatial
data. It can specifically be used for effective land use planning; zoning; socio- Telecommunications has dawned in the island. It is already linked to the world
economic profiling; design, implementation and monitoring of government by telephone and mobile services is available. In 2003, at least 9,520
facilities and infrastructure; site planning and development; resource telephones lines have been installed in the towns of Jordan and Buenavista. A
management; environmental monitoring; and mapping of government land- PhP 115-million, 3.4-megawatt bunker oil-fired Guimaras Power Plant was
based assets, among others. The Guimaras GIS project is considered a recently inaugurated to address a decade-old problem in the island’’s power
landmark effort in the country, making it the only province implementing this supply. The project was a result of the electricity supply agreement signed in
system using microwave communication technology to achieve real-time or near November 2003 between Guimaras Electric Cooperative (Guimelco) and the

Dev for Resource 34


Trans-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 the
electricity throughout the island, sourcing its power from the National Power island. Foremost in its mind is to sustain and coordinate provincial and
Corp. (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 support
Efficient and effective delivery of services is a major thrust of the local infrastructures through partnership agreements and institutional organizations
leadership in Guimaras, which continuously seeks to develop and strengthen its ensure the sustainability of the program. The comprehensive investment
governance capacity and policies, and improve its systems. Responsive ordinance and institutionalized policies that were put in place also work in the
governance is considered an economic driver. Guimaras recognizes that the same vein.
island’’s potentials as well as the development assistance that it has been
receiving 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 how
responsive governance. As such, the local leadership readily adopts LED impacts on them. Agricultural research capacities of local governments will
recommendations 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
Sust
Ensuring 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 that
Economic Development Office (PEDO) was created under an ordinance re- once enveloped Guimaras Island.
organizing the provincial government of Guimaras. The Local Government Code
of 1991 allows every local government unit in the Philippines to design and
implement its own organizational structure and staffing pattern based on its
priority needs and service requirements.

The same law also allowed Guimaras to explore cooperative arrangement with
other local government units to pursue common development agenda. In this
light, Guimaras partnered with neighboring Iloilo City to form the Guimaras-Iloilo
City Alliance (GICA) to improve the economic competitiveness of the two places
through joint undertakings in investment promotion, tourism development and
planning and coordination of infrastructure support services. The Guimaras
Provincial Investment Code, now in its final draft, will outline policies for
investors and business in the province in anticipation of capital influx that may
come as support infrastructures and services are being strengthened.

Future Concerns

Dev for Resource 35

Case 6: Local Action on Organizational Development for LED
Provincial Economic Development Office

G
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 strategic
food threshold was a high of 75 percent, which meant most of its people could direction, leadership and action in strengthening the Guimaras economy and
not afford the minimum food requirement to sustain their well-being. The supports the province’’s poverty reduction goals. PEDO is tasked to coordinate
provincial revenue was relatively low due to the absence of investments, the implementation of all economic activities and provide technical and
rendering 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, the
local 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, agriculture
based 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.

Dev for Resource 36


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
services

Contact
Mr. Ruben Corpuz
Mr. Ruben Corpuz A. Nav
Provincial Economic Development Officer Governor, Province of Guimaras
Provincial Economic Development Office Guimaras Provincial Capitol
Province of Guimaras San Miguel, Jordan 5045
San Miguel, Jordan 5045 Guimaras, Philippines
Guimaras Philippines Telfax. No. : +63 33 5813349
Tel. No. +63 33 2371134 2371111
Mobile: +63 917 3026920 Web: www.guimaras.gov.ph

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Case 7: Local Action on Attracting Investment
Attracting Outside Investment for the Guimaras GIS

S
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 real
property taxes. To increase their tax collection base, local governments
traditionally increase tax rates. But Guimaras is faced with the dilemma
between increasing tax rates and the capacity of its populace to pay higher
taxes amid economic difficulties. Instead of increasing tax rates, it worked to
make its collection more efficient.

Guimaras believe that it is better to efficiently collect taxes than pass on to
taxpayers the burden of offsetting shortfalls by increasing taxes. Putting in
place a system that will expedite the assessment and processing of real
property 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 eliminating
red tapes.

Project
The Project

The Geographic Information System (GIS) for Guimaras Project has the following
objectives:

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.

Dev for Resource 38


Considering that the
establishment of a GIS-based Advances
dvances
system requires large financial
investment, Guimaras searched In many instances, the GIS for Tax Mapping has generated
for investors or partners in information on the tax base of the province and thus indicate some
implementing the project. F. F. economic opportunities in terms of areas for investments
Cruz and Co. that has been The local staff of the provincial governments have discovered new
operating in the island for knowledge and skills that will guide tem in revenue generation
several years through its The project provided opportunity to exchange technical knowledge
shipping industry has been on financing options which was used in establishing the project
identified as a possible partner
following its recent Challenges
advancement in GIS through its Survey Geomatics Division.
There are many potential problems with developing and revising tax
Owing to the pioneering nature of the project, F. F. Cruz is likewise in search of a ordinances as results of GIS technology
partner 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 the
For Guimaras project, a soft financial arrangement has been proposed; only 35 project and the needs and the ability of the provincial government
percent 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 one
year after full operationalization of the project. Contact

The 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. Jimmy
on the component activities and the approach used. Guimaras is a pioneer in Governor, Province of Guimaras Provincial Planning and
terms of the technology known as datasets, where geo-rectified aerial Guimaras Provincial Capitol Development Coordinator
photographs (orthophoto maps) and parcel data generated through technical San Miguel, Jordan 5045 Province of Guimaras
description mapping, are linked and fitted together. Furthermore, Guimaras is Guimaras, Philippines San Miguel, Jordan 5045
the only province implementing this system using microwave communication Telfax. No. : +63 33 5813349 Guimaras, Philippines
technology to achieve real-time or near real-time exchange of business 2371111 Tel. No.: +63 33 2371384
information between the provincial government and each municipality. Web: www.guimaras.gov.ph Mobile: +63 917 3026920

The project comprised the conduct of aerial photography and ground control
survey using Global Positioning System technology, the generation of
orthophoto maps, geographic database development, technical description
mapping, GIS applications development, the provision of hardware and
software, microwave radio networking of the provincial capitol and municipal
halls, and capability building through training and technology transfer.

Dev for Resource 39

Case 8: Local Action on Sustainable Tourism
Guisi Community-based Heritage Tourism Project

G
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 Tourism
natural, cultural, historical and religious attractions. But aside from attracting Project is designed to assists current efforts in
outside capital to develop the tourism industry, it also encouraged communities Guimaras in developing and implementing
to invest on their own assets so they can directly reap the benefits. tourism in order to develop and promote the
natural, cultural, historical and religious
One such community is Guisi, a coastal hamlet in Barangay Dolores in Nueva heritage of province. It is being implemented by
Valencia town with a rich natural, historical and the Provincial Tourism
cultural heritage. It is home to a Spanish-era Office, the Municipality of
lighthouse, a white-sand beach, a cave, a waterfall and Nueva Valencia and the
people that have preserved their indigenous culture. It Barangay Council of
was found to be a perfect spot to pilot an Dolores and being
environmentally sensitive and cooperative form of managed by the Barangay
community 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.

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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 Mayor
The second day of the package will lead the guests to a scenic trek to Provincial Economic Development Office Municipality of Nueva Valencia
Panaloron Falls offering a magnificent view of Guimaras Strait. With the Province of Guimaras Nueva Valencia, Guimaras
assistance of the Barangay Tanods as tour guides, one could also experience San Miguel, Jordan 5045
hill 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 Manager
water of Guisi. Mobile: +63 917 3026920 Guisi Heritage Tourism Project
Barangay Dolores
The tour package cost varies depending on the number of guests. An average A. Nav
Hon. JC Rahman A. Nava, MD Nueva Valencia, Guimaras
of P1,450.00 per individual for a group of six (6) persons will be charged Governor, Province of Guimaras Mobile: +63 916 9746983
covering the karosa ride, boating, trekking, meals (2 lunch, 1 dinner and 1 Guimaras Provincial Capitol
breakfast), accommodation, tour guide services, cultural presentation, San Miguel, Jordan 5045 Ampar
paro
Ms. Amparo Buncad
roundtrip 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

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Case 9: Local Action on Partnerships in Tourism
Public-Private Partnership in Guimaras Tourism Development

T
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 upgraded
tourism potentials –– from pristine beaches and scenic landscapes to colorful and facilities improved to make them more attractive. Participation in
festivals 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 tourism
However, its tourism industry was projects were encouraged by assisting locals in planning and
in disarray due to uncoordinated implementing their own initiatives. This was carried out by raising
developments, low community their awareness on the impacts and benefits of tourism and by
awareness, low capital invest- developing their capacities in ensuring the sustainability of their
ments and poor quality of tourism respective initiatives.
products. Developers did not take
into consideration specific land Tourism Support Services. The provincial government helped
uses and environmental impacts. set up guest assistance centers and turned these over to the
Community participation was poor municipalities for management. The Guimaras Trade and
because they were uninformed of Information Center (GTIC) was opened to showcase
ongoing programs. As a result, products and services. Tourism groups were
investors shy away. strengthened and provided with capacity-building
supports.

Project
The Project New products have been developed and established
ones have been improved. Farmers and fishers have
To fully develop the industry, been formed not only for agriculture and fishery
Guimaras encourage public-private partnership or 3Ps, an innovative approach productivity but also to support tourism-related
that sought to facilitate the participatory planning and development of the activities. Industry groups like tour guides, jeepney
tourism industry in the province to increase tourism arrivals and receipts, and tricycle drivers, pumpboat operators, resort
thereby contributing to its poverty reduction efforts. Four approaches were owners and producers were strengthened, making
used: 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.

Dev for Resource 42


Advances
dvances

The results of the intervention introduced by CUI are remarkable. Foreign
tourist and excursionist arrival figures showed that from 1,223 in 2002, it
rose to 1,629 in 2003. Last year, the figure was a high 2,994. Domestic
tourists and excursionists continue to come in droves to Guimaras. From
108,206 in 2002, in went up to 122,429 in 2003, and further up to
133,638 in 2004. Gleaning from the numbers, it is obvious that tourism
spelled good business for Guimaras. What is more remarkable is the fact
that Guimaras has been trimming down its tourism budget over the past
three years but continues to experience growth in tourism arrivals as well
as in tourism receipts in the same period.

In 2004, for example, Guimaras only allocated 1.6 million pesos for
tourism but by the end of the year, it recorded a total tourism receipts of a
high 159.1 million pesos! The latter figure was 24-percent hike over the
2003 receipts of 128.3 million pesos, where the tourism budget was 2.98
million pesos. In 2002, tourist receipts totaled 53.3 million pesos while the
budget was 4.08 million pesos. From a meager budgetary allocation for
tourism that goes slimmer each year, the provincial government has
recorded not only huge but also increasing returns in its investments.

The increase in tourist arrivals also spelled more jobs and employment
opportunities in the province. In 2004, resorts in Guimaras employed 421
personnel, 111 were permanent and 191 were seasonal workers. The rest
worked as tour guides.

Challenges

To sustain the gains of Public-Private Partnerships in Tourism Development Contact
in Guimaras, organizational structures and systems were institutionalized. Mr. Ruben Corpuz
Mr. Ruben Corpuz A. Nav
These 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 the
provincial tourism program. Municipal Tourism Offices, which regulates Provincial Economic Development Office Guimaras Provincial Capitol
tourism activities in the municipal level, and Barangay Tourism Councils, Province of Guimaras San Miguel, Jordan 5045
which help implement community-based projects, were strengthened and San Miguel, Jordan 5045 Guimaras, Philippines
made fully functional. Tourism ordinances were enacted to provide support Guimaras, Philippines Telfax. No. : +63 33 5813349
mechanisms for programs and projects. Tel. No. +63 33 2371134 2371111
Mobile: +63 917 3026920 Web: www.guimaras.gov.ph
Communities and private sector collaboration must be maximized. Without
a strong collaboration, there could never be effective partnership anyway.
Moreover, partnership is achievable when the motivation is economics, a
clear proof to a wisecrack that says ““money is not the problem but it is the
solution.”” Lastly, it is clear that education and training are a must to turn
stakeholders into partners for development.

Dev for Resource 43

Case 10: Local Action on ““Buy Local”” Campaigns
Farm Marketing Support Through GTIC and Panindahan sa Manggahan

T
he absence of employment opportunities in
Guimaras and the little earning derived from
traditional farming and fishing compelled its
people to process fruits and vegetables, plant high-
value crops and develop novelty products to
augment their income. However, no matter how
saleable they can be, their production could not be
sustained because of the absence of marketing
opportunities and services.

To support these endeavors, the local government
of Guimaras introduced mechanisms that can serve
as venue for small-scale entrepreneurs in marketing
and promoting their products to generate returns,
and at the same time encourage them to improve
product quality for further sustainability of their GTIC’’s goal is to promote a supportive and First implemented in 2003 during the celebration of
endeavor. Among these mechanisms are the competitive climate that will enable Guimaras to the Manggahan Festival, it highlight the important
establishment 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 Economic
Panindahan 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
Project
The 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 the
The Guimaras Trade and Information Center (GTIC) economic development for the province. GTIC’’s agricultural and fishery and tourism potentials of
is 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 market
and business associations responding to The Panindahan sa Manggahan is a farm market as the major trading center of the province which
investment inquiries with data and advices. It also day tour event directed to attract domestic tourists has traditionally been the main buying center for
works with site selectors to promote new of Iloilo City and Western Visayas, as a means of agricultural produce, fish and local delicacies and
investments in Guimaras and conducts trainings promoting the agricultural, fishery, industries and handicrafts in the past, attracting traders and
and provides business development services. GTIC local culture and traditions of Guimaras. consumers from Iloilo City and province of Iloilo.
supports small entrepreneurs in trade and
investment promotion, provides business and
economic information, promotes Guimaras tourism
and expedites investment generation for the island.

Dev for Resource 44


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 them

Contact
Mr. Ruben Corpuz
Mr. Ruben Corpuz Gabinet
Ms. Angeles Gabinete
Provincial Economic Development Officer Tourism Section
Provincial Economic Development Office Provincial Economic Development
Province of Guimaras Office
San Miguel, Jordan 5045 Province of Guimaras
Guimaras Philippines San Miguel, Jordan 5045
Tel. No. +63 33 2371134 Guimaras, Philippines
Mobile: +63 917 3026920 Mobile: +63 927 4185523

Dev for Resource 45


About 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 audience

T
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 and
Partnership Program for Good Urban Governance that supports the Philippines’’
competitive urban areas in Canada and internationally. The CUI was
continued thrust towards decentralization of power to local authorities and
established in 1990 by the City of Toronto and the Municipality of
empowerment 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, the
priority 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 regional
government units in the region, as well as with national level agencies with a Convene groups of decision-makers throughout Canada and abroad to
local development mandate. The project is strengthening the capacity of local facilitate the exchange of information between urban areas within Canada
authorities to promote sustainable development, good governance and and internationally.
community involvement in decision-making. The project aims to assist the
selected local government institutions in Western Visayas to achieve more Communicate the results of applied research and provide training in
efficient 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 urban
governance.
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 of
Metropolitan Iloilo Initiative (MII) which is assisting five local governments in
Metrtropolitan 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 demonstration
planning, growth management and improvements to regional service delivery projects.
through the establishment of a metropolitan governance body known as the
Metro Iloilo Development Council. Capacity development and strengthening of the management and financial
dev
capabilities of local and regional institutions in order for them to effectively
Guimaras Economic Initiative (GEI) which is aimed at developing the
Initiative (GEI), plan, implement and evaluate collaborative strategies addressing common
capacities of the provincial and municipal governments to bring about urban development issues. This is accomplished through conducting baseline
economic development and poverty reduction, as well as to sustain earlier assessments, formulating capacity development plans, facilitating participatory
environmental 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) which
Malay Service Deliverery Initiative (MLSSDEI),
is assisting this municipality to improve the coordination and sustain the quality Communication and dissemination among local and regional partners and
of the delivery of social services for the disadvantaged groups through broad- other stakeholders of project processes, lessons learned and best practices
based inter-agency coordination and partnerships. resulting from the project.

Dev for Resource 46

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