MIGEDC Roadmap 2010


Table of Contents
Executive Summary ……………………………………………………………………………….. 1 MIGEDC Framework Plan ……………………………………………………………………….. 3

A New Deal for Metro Iloilo and Guimaras ………………………………………………...... 4 Vision and Mission ……………………………………………………………………………….. Vision ……………………………………………………………………………………....... Mission ………………………………………………………………………………………. Areas of Collaboration …………………………………………………………………. Organizational Structure ………………………………………………………………. Metro Iloilo – Guimaras in a Snapshot 5 5 5 5 6

……………………………………………………….. 8 ………………………………………………... 18

Comparative Advantages and Challenges

Strengths and Weaknesses ……………………………………………………………………… 24 Strategic Plan 2010 ……………………………………………………………………………….. 29 30 30 34 35 40

MIGEDC Scorecard 2010 ………………………………………………………………………... Perspective: Improve Stakeholders’ Satisfaction of MIGEDC Services ……….. Perspective: Maximize Productivity of LGU Resources …………………………... Perspective: Strengthen MIGEDC Management Systems and Services …….. Perspective: Enhance Institutional Capacity to Manage Urban ………………. Development




A New Deal for Metro Iloilo and Guimaras
The MIGEDC Roadmap 2010 is a commitment to nurture partnerships that will make Metro Iloilo and Guimaras care for its communities, environment and everything it does. It will bring together key organizations and stakeholders, both from the public and private sector, and identify and coordinate actions to achieve sustainability and livability. This strategic plan will support the development of: a. regional economy that advances sustainability and livability (economic development); b. a sustainable region that ensures environmental integrity and ecological health (environmental actions); and c. a sustainable region in order to improve equal and equitable access to services and improve civic engagement and inclusion (social and cultural assets management). Achieving sustainability and livability in the economic sphere involves working in partnership with public and private sectors in attracting investments that contribute to ecological health and increase community wealth by providing equal and equitable access to entrepreneurial and employment opportunities. Environmental integrity and ecological health will be achieved by fostering stewardship, protecting ecological assets and attracting innovations and investments in environmental infrastructures. The strengthening of social and cultural assets and infrastructures requires fostering stewardship, increasing access of marginalized citizens and support civic engagement. Despite all the promise of a bright future for the Metro Iloilo Guimaras Economic Development Council (MIGEDC), the following challenges still need to be addressed by the MIGEDC Road Map 2010: The need to complete a regional growth management strategy to ensure the sustainability and livability of the region Putting an integrated infrastructure development as a framework for regional growth The improvement in community engagement and partnership building Dealing with social and economic issues in order to enhance community wealth. The response to pressing issues and challenges posed by the National Governments 10-Point Agenda and the mega-region economic development strategy Dealing with fiscal management and policy issues of the local governments


Vision and Mission
On August 28, 2006, the Metro IIoilo–Guimaras Economic Development Council (MIGEDC) was created through Executive Order No. 559 by President Gloria MacapagalArroyo. The creation of MIGEDC included the Municipality of Sta. Barbara (Province of Iloilo) and the Province of Guimaras in the metropolitan area. Vision The vision of the MIGEDC is “to make Metro Iloilo-Guimaras a highly livable region of God-loving and educated people working together for a progressive, self-reliant and sustainable community." Mission The mission of MIGEDC is “to improve cooperation and partnership in socio-economic development and management of the environment and natural resources of Metro Iloilo and Guimaras for the enhancement of the residents’ quality of life.” Areas of Collaboration The spatial development framework identifies Iloilo City as the core city and the five peripheral municipalities as satellites. Iloilo City will remain as the center for residential, commercial, financial and educational activities of the region. Pavia will serve as the agro-industrial center, Leganes as center for agriculture-based and light industries, San Miguel as agricultural basket and Oton as primarily residential area. Guimaras Province assumes the role of agri-eco-tourism center while Sta. Barbara as the international air travel gateway. Under the metropolitan arrangement, the LGUs identified areas of collaboration, determined the extent of collaboration in terms of programming and resource allocation, and formulated action plans. MIGEDC’s initial program strategy centers on eight sectoral priorities. These are to: 1. 2. 3. 4. 5. 6. 7. 8. enhance the safety and security of the communities; rehabilitate and protect environmental quality; provide efficient infrastructure; ensure the efficient delivery of basic services especially on housing, livelihood and health; promote Metro Iloilo - Guimaras as an investment area; develop and implement a regional physical framework plan; develop sustainable tourism; and improve access to other national and international development programs and projects.


Organizational Structure The organizational structure of MIGEDC is comprised of the following: 1. The Executive Council, composed of the Mayors of Iloilo City, Pavia, San Miguel, Oton, Leganes, Sta. Barbara, the Provincial Governor of Guimaras and the President of the League of Municipalities of Guimaras. The Council is responsible for policymaking of MIGEDC. 2. The Advisory Board, composed of representatives from the Iloilo Provincial Government, the Department of Trade and Industry, the Department of Interior and Local Government and the University of the Philippines. The Board provide policy and technical advice to the Executive Council. 3. The Secretariat, composed of the Executive Director, Assistant Executive Director, a Project Coordinator, and a Finance and Administrative Coordinator, coordinates the administrative work of the MIGEDC. 4. The Project Steering Committees (PSC), prepare programs and projects to address priority sectoral issues; recommend policies, rules, and procedures to govern the projects and programs; prepare work plans and budgets for their sector; and implement one priority project. Each PSC is composed of representatives from all Member-LGUs, one non-government organization, one private sector organization, and relevant national government agencies. 4. The Technical Working Group (TWG), composed of representatives from each of the Member-LGUs, supports the work of the PSCs and the Executive Council. Its functions include the following: plans and coordinates the activities of the PSCs; serves as the technical arm of the MIGEDC; provides progress reports to the MIGEDC on its activities; and prepares the annual work and financial plans.
Chair, Co-Chair and Council Members

Advisory Board

Executive Director

Assistant Executive Director Technical Working Group (Action Officers) Secretariat

Environmental Management Committee

Economic Promotion Committee

Basic Services Delivery Committee

Land Use Planning and Management Committee

Infrastructure Development Committee

Public Safety and Security Committee

Tourism Development Committee

Special Projects Committee


Having a clear understanding of the concept and the objectives of the local area partnership arrangement, the next step is to identify a sustainable institutional structure for MIGEDC to continue to coordinate such arrangement. There might be a need to consider a more permanent organization such as those of the other mandated government structures that may be proposed in the process of consultations and experience. The structure should also be clear about the sustained leadership of the body that will be created, as well as how it will be sustained in both organization and finance. It should also define how the organization should relate both horizontally and vertically with existing institutional structures in the region.


Metro Iloilo–Guimaras in a Snapshot
Metro lIoilo–Guimaras is located in the Western Visayas region. It is composed of the City of Iloilo, its adjacent Municipalities of Leganes, Oton, Pavia, San Miguel and Sta. Barbara, and the Province of Guimaras. It is the regional capital of Western Visayas, composed of the four provinces of Panay and the Guimaras Island. Regional Context. Western Visayas has a total land area of 20,223.2 sq. kms. and covers six provinces: Aklan, Antique, Capiz, Iloilo, Negros Occidental and Guimaras. The region has 16 cities namely Bacolod, Bago, Cadiz, Escalante, Himamaylan, Kabankalan, La Carlota, Passi, Roxas, Sagay, San Carlos, Silay, Sipalay, Talisay, and Victorias, with IloiIo City as the regional capital. Western Visayas is an agricultural region with an area of around 1.05 M Figure 2. Map of Western Visayas, Philippines hectares or 52% of the total land area. 35.4% of this is riceland. The region also produces sugar, coconut, banana, fruits, root crops and vegetables. It is one of the top food producers in the country. It is the largest producer of sugar, 63% of the total sugar produce in 1996. In 1996, it was the third largest rice producer among the regions, third ranking marine fish producer, and fourth largest aquaculture supplier. Western Visayas is one of the richest regions in the country in terms of natural resources. Its forests however have been denuded due to indiscriminate logging. Its waters abound with numerous species of fish and other marine products. Mineral resources include copper, gold, silver, clay, limestone, coal.


The National Government envisions Western Visayas, as part of the Central Philippines super region, to be the major tourist center of the country. Strategies and plans for its development will focus on making the area easily accessible to foreign and local tourists. Central Philippines super region comprises Regions V (Bicol Region), VI (Western Visayas), VII (Central Visayas) and VIII (Eastern Visayas), plus the provinces of Palawan and Romblon. Strategic themes for developing the super region center on harnessing the vast coastal and marine resources while protecting the islands' fragile ecosystem; linking the islands through efficient transportation and communication facilities; promoting the Central Philippines Tourism Center; developing agribusiness, SME and export potentials; pursuing responsible mining and quarrying; optimizing power potentials and ensuring adequacy and reliability of supply; and enhancing social services. Metro Iloilo and Guimaras Population. Metro Iloilo and Guimaras are in the heart of the Western Visayas Region. Iloilo City comprise more than half (52.6 percent) of the metropolitan area's population. However, the LGU only posted a growth rate of 1.93, which is second to the lowest among the metropolitan area constituents. The metropolitan area's growth can be attributed to the municipalities on the north of Iloilo City. These are Pavia and Leganes, which posted the highest growth rates of 4.47 and 4.36, respectively. Table 1. Population by City/Municipality, Metropolitan Iloilo and Guimaras, 1970, 1975, 1980, 1990, 1995 and 2000. Population City/Municipality 1970 1975 1980 1990 1995 2000 Iloilo 307,716 334,398 364,420 459,285 495,837 554,323 Iloilo City 209,738 227,027 244,827 309,505 334,539 365,820 Leganes 11,480 12,328 14,285 18,505 19,235 23,475 Oton 32,862 36,566 41,044 52,125 56,821 65,374 Pavia 13,745 15,180 17,330 23,814 26,756 32,824 San Miguel 12,033 12,635 14,241 17,606 18,819 20,754 Sta. Barbara 27,858 30,662 32,693 37,730 39,667 46,076 Guimaras 73,014 84,515 92,382 117,990 126,470 141,450 Buenavista 26,692 30,154 31,921 41,435 37,681 41,717 Jordan 27,016 32,474 36,014 45,852 25,321 28,745 Nueva Valencia 19,306 21,887 24,447 30,703 27,158 30,716 San Lorenzo 18,537 20,168 Sibunag 17,773 20,104 Metro lIoilo – 456,802 577,275 622,307 695,773 380,730 418,913 Guimaras Source of Base Data: NSCB, 2005


Table 2. Growth Rate by City/Municipality, Metropolitan Iloilo and Guimaras, 19701975, 1975-1980, 1980-1990, 1990-1995 and 1995-2000. Average Annual Rate of Increase City/Municipality 1970-1975 1975-1980 1980-1990 1990-1995 1995-2000 Iloilo 1.68 1.73 2.34 1.54 2.26 Iloilo City 1.60 1.52 2.37 1.47 1.93 Leganes 1.44 2.99 2.62 0.73 4.36 Oton 2.16 2.34 2.42 1.63 3.05 Pavia 2.01 2.68 3.23 2.21 4.47 San Miguel 0.98 2.42 2.14 1.26 2.12 Sta. Barbara 1.94 1.29 1.44 0.94 3.26 Guimaras 2.97 1.80 2.48 1.31 2.43 Buenavista 2.47 1.15 2.64 1.58 2.20 Jordan 3.75 2.09 2.44 1.82 2.75 Nueva Valencia 2.54 2.24 2.30 0.30 2.67 San Lorenzo 1.94 1.82 Sibunag 0.97 2.67 Metro lIoilo – 1.93 1.75 2.37 1.51 2.26 Guimaras Source of Base Data: NSCB, 2005 Land Area and Population Density The Metro Iloilo–Guimaras region has a total land area of 911.3 sq. km. comprising 4.5% of the Region's land area. In 2000, it recorded a density of 763 persons per sq. km. This figure is more than double of the Region's density of 307 persons per sq. km. The component areas in the Iloilo Province, which comprises one-third of the metropolitan area, posted a much higher density of 1,808 persons per sq. km. as compared to the density of Guimaras which is 233 persons per sq. km. The concentration of population is at Iloilo City with a very high density of 6,536 persons per sq. km.


Table 3. Land Area and Density by City/Municipality, Metropolitan Iloilo and Guimaras, 1970, 1975, 1980, 1990, 1995 and 2000. Land Area Density (persons /sq.km.) City/Municipality (in sq. km.) 1970 1975 1980 1990 1995 2000 Iloilo 306.6 1,004 1.091 1,189 1,498 1,617 1.808 Iloilo City 56.0 3,747 4,056 4,374 5,529 5,976 6,536 Leganes 32.2 357 383 444 575 598 715 Oton 84.6 389 432 485 616 672 769 Pavia 35.0 393 434 495 680 764 942 San Miguel 21.3 564 592 667 825 882 984 Sta. Barbara 77.5 360 396 422 487 512 594 Guimaras 604.7 121 140 153 195 209 233 Buenavista 128.3 208 235 249 323 294 328 Jordan 126.1 214 258 286 364 201 230 Nueva Valencia 137.1 141 160 178 226 198 226 San Lorenzo 93.12 199 215 Sibunag 120.0 148 167 Metro Iloilo – 911.3 418 460 501 633 683 763 Guimaras Poverty There is a high incidence of poverty in Metro Iloilo and Guimaras. An increase of 20% in the number of families whose annual per capital income falls under the per capita threshold was recorded from 1997 to 2000, while the incidence of poor families rose by 3.5% during the same period. Most of these are those informally settled along the foreshore area or living in unproductive lands. Economy Majority of the business establishments in Iloilo City or some 92.33% of the total registered business entities in the City are considered micro/cottage enterprises (i.e., with capital between P100,000 - P999,000), followed by small enterprises at 5.39% (i.e., with capital between P1 M - P10 M), medium enterprises at 1.17% (i.e., with capital between P11 M to P39 M), and lastly by the large enterprises at 1.11% (i.e., with capital P40 M and up). Iloilo's economy is dominated by businesses involved in trade and services, with wholesale and retail trade consistently making up more than 50% of the total businesses in Iloilo City for the past three years. In 2001, figures show that community, social, and personal services ranks second at 24.79%; financing, insurance, real estate, and business services at 13.65%; manufacturing at 3.9%; transportation, communication and storage at 2.34%; and construction, agriculture, fishing, forestry, mining and quarrying, and utilities at less than 2% each. One of the industries that contribute substantially to the city coffers is local tourism. Iloilo serves as jump-off point to tourists, since the city has much to offer to entice them to stay and explore Iloilo's best. One of the most famous places for tourists is the coastal section of Arevalo district along the northern seaboard that attracts tourists with its array of seafood cuisine and beautiful shoreline. For the year 2000 alone, the Department of Tourism reported a total of 570,898 tourists arrival in the city.


To further strengthen its tourism potential, the city government created the Iloilo City Cultural Heritage Conservation Council, which is tasked to conduct an inventory of the cultural heritage and legacy sites and structures and to promulgate rules and regulations for the promotion and preservation of these sites in order to enhance their tourism potentials. On the other hand, Guimaras’ economy as of July 2003, was dominated by the primary sector or agricultural sector which includes aquaculture, fishery and forestry, with 48.21% share in the total number of persons employed in the province. The next was the tertiary sector with 37.50% share. This sector includes transportation and communication; wholesale and retail trade; financing, insurance, real estate and business services; and community, social and personal services. The lowest share of 14.29% was taken by the secondary sector which includes mining and quarrying; manufacturing; construction and electricity, gas and water. As to the structural shift of the province’s economy from 1990-2000, it was apparent that the greatest change was towards the primary sector, but there was also a slight change towards the tertiary sector. In 2000-2003, the economy’s shift was toward the tertiary and secondary sectors which indicated that the trend was toward urbanization. This trend is supported by the result of the computation on the level of urbanization which was 51.79%, more than 50%, indicating that the province could be considered urban. Infrastructure Seaports. Iloilo City has a river port, a domestic seaport, an international port and an international seaport. Seventy-two foreign vessels and 10,471 domestic vessels docked at the port of Iloilo in 2000, all with a gross registered tonnage of 12,076,649 tons. On the same year, the port of Iloilo registered a passenger traffic figure of 1,933,964, of which 1,003,909 disembarked and 930,055 embarked there. THE national government has prioritized the improvement of seaports in Panay Island to fast track the flow of economic investments. Iloilo City will get two water transport facilities – the International Container Port Complex (ICPC) worth P350 million and the P65-million San Pedro Port rehabilitation project. These projects, which will be implemented by the Philippine Ports Authority (PPA), are expected to begin next year and operational by 2009 to improve the port operations. Funds for these projects will be sourced from government-owned and controlled corporations (GOCCs) while construction works are set to start next year until 2008. Airport. Iloilo City has a domestic airport located in Mandurriao district, with a 2,100 m. x 45 m. runway. It serves three commercial airlines and had a passenger traffic of 702,995 in 2001. The airport has a total land area of 52,635 sq. m. and has parking space of about 4,000 sq. m. and an area for concessionaires of about 6,024 sq. m. The domestic


airport is equipped with navigational and communication facilities, runway lights, power generator, water system, fire truck and a rescue team. There are existing efforts to information and materials needed to pursue the Asset Disposition Program of the existing Iloilo Domestic Airport. This is to facilitate decisionmaking of the Government of the Philippines when it wants to proceed with the asset disposition. It is the domestic trunkline airport facility controlled by the Air Transportation Office (ATO). Road Projects. The national government will pour billions of pesos for Iloilo road improvement projects in preparation for possible investments that the new airport in Sta. Barbara-Cabatuan area will generate. The Central Philippines mega-region aims to identify ongoing and proposed projects by the National Economic and Development Authority (NEDA), particularly infrastructure projects that need priority funding. The mega-region setup is covered by a four-year development plan from 2006-2010 aimed at spurring investments in the regions. The funding is allotted for proposed roadwidening projects in preparation for the operations of the new Iloilo airport. A P1-B circumferential road will be established in the metropolis linking Jaro, Mandurriao and Arevalo districts. The Japan International Cooperation Agency (JICA) and Department of Public Works and Highways (DPWH) have also considered the construction of a P6-B Metro Iloilo Road Network which will include six circumferential roads connecting the city to nearby municipalities. There is also the ongoing Iloilo East Coast-Capiz Road project costing P476 M while a P1.2-B Iloilo East-West Road that will traverse the Concepcion-Sara-San Rafael-Passi-Calinog route is being proposed. Iloilo City, being the gateway to Panay especially to the world-famous Boracay Island, is also eyed for the implementation of the proposed P2.664-B Iloilo City-Caticlan, Aklan highway. Environment Iloilo City. Iloilo City lies on a 20-kilometer coastline which is mainly for bathing, fishing, and navigation. This water usage encouraged the establishment of industries and commercial facilities like beach resorts, food shops, and restaurants along the coastline. These developments further encouraged the growth of settlements along this stretch. There are three major river systems in Iloilo, namely, the Jaro River, Batiano River, and the Iloilo River. The meandering form of the Iloilo River as it cuts across the city creates a natural river wharf which is currently considered as one of the country's best natural harbors where the century old porterage and warehousing business still continue to operate. The river wharf is likewise known for its excellent anchorage and shelter for shipping vessels of any size. The Batiano River is an estuarine that has a mouth at the Municipality of Oton and another at Barangay Calumpang in Molo, Iloilo City. The river has no defined watershed but catches water from the agricultural run-off and sea level during high tide. It also serves as a sink for domestic waste. It is classified by the DENR as Class C water use for


the propagation and growth of fish and other aquatic resources, recreational, and industrial water supply. The DENR has established six monitoring stations along this waterway. The other estuarine of the city is the Iloilo River which likewise serves as a main drainage channel for its two major tributaries: the Calajunan Creek and the Dungon Creek. These two creeks receive wastewater, surface run-off from agricultural, commercial, domestic, and industrial sources. The DENR has established four water monitoring stations along this river for monthly monitoring. The other equally important natural resources of the city are the natural waterways (i.e., estuaries, rivers and creeks), beaches, coastal zones, fertile soil, and a relatively safe ground formation. Although limited in numbers, there are also flora and fauna which can still be seen in the city's remaining mangroves, marshes, fishponds, estuaries, rivers, creeks, and coastal and tidal zones. Aquatic resources can still be harvested by marginal fisherfolks near the shorelines. There are nine monitoring stations evenly distributed along major thoroughfares in the city districts established through a Memorandum of Agreement signed on 28 April 1997 among DENR, Philippine National Police, Iloilo City Government, and the Panay Electric Company. Guimaras. On 11 August 2006, the tanker MT Solar 1, chartered by Petron Corp. to deliver two million liters of bunker fuel to Zamboanga, sank off the coasts of Nueva Valencia town in Guimaras Island while battling rough waters, spilling its cargo into the seas and destroyed the habitat of a diversity of marine fauna and flora. The oil spill heavily affected three of the five municipalities of Guimaras: Nueva Valencia, Sibunag and San Lorenzo. The two other municipalities (Jordan and Buenavista) were relatively less affected but likewise felt the impact of the resulting loss of market confidence on fishery products caught in Guimaras waters. The bunker fuel spilled from Solar I contaminated the marine waters of the Iloilo and Guimaras Straits; the fishing grounds of Guimaras fisherfolks. In addition, responses to mitigate the impacts of the oil involved the use of chemical dispersants which were cited as potentially harmful especially if used in shallow areas owing to its adverse effects on corals and seagrass. Considering that planktons are organisms that float at the surface of the water, they are particularly susceptible to pollutants at the surface like oil slicks. Initial tests conducted by the University of the Philippines in the Visayas (UPV) researchers in the Taklong Island National Marine Reserve (TINMR) revealed that there is a significant decrease in the plankton population. This may result to disruption of the food chain owing to the fact that planktons form the base of the marine food pyramid. This condition will potentially result to decrease in fish production and eventually affect the socio-economic status of the primarily affected communities in Guimaras and will consequently have multiplier effects to the local economy. The coastal zone contains some of the planet’s most productive ecosystems with rich biodiversity reserves. Loosely defined, the coastal zone includes both the area of land subject to marine influences and the area of the sea subject to land influences.


The coast also supports the majority of the planet’s human population. This is particularly true for a small island like Guimaras wherein a large percentage of communities are settled in areas within the coastal zone. Based on GIS data derived from 2002 aerial photos, there are approximately 2,300 households living within 100 meters from the shoreline in the 3 heavily affected municipalities. The spilled bunker fuel contaminated the coastal habitats: mangroves, seagrass and corals. A total of 647.98 hectares were affected out of which 209 hectares are in the TINMR. Although only a minimal area of seagrass and corals were directly affected, there is a concern on the residual and long term effects of the oil on these ecosystems as evidenced in some areas surveyed wherein bunker oil has seeped into the sediments almost 30 centimeters deep in the intertidal zone in Tamsik, Panobolon and Unisan Islands. Considering the intrinsic and economic value of mangroves, corals and seagrass, these impacts will have far reaching implications on the socio-economic conditions of the areas affected and the province as a whole. Being the spawning areas of marine life, disturbance of these habitats will consequently result to decreased fishery production and degradation of the general health of the coastal zone. Local Finance With the projected huge increase in the collection of taxes, the Iloilo City Government's income is foreseen to reach P1.0 B in 2007. A total of P1,201,200,000 would be the income of the City Government for the whole year of 2007. That is 58.8% higher than the 2006 income – P756,043,397. The city estimated that it would increase to 394,820,000 in the whole year of 2007 from only P347,520,000 during the year of 2006. To add, business income would also help in the increase in the total income. The City's Internal Revenue Allotment (IRA) was reported to increase for 13.3% or P43,456,603 from P326,543,397 in 2006. There is a great opportunity to increase the revenues from real property taxes since the city is undertaking the general revision of real property taxes. The local legislative body is already studying the possibility of revising local ordinances to adjust the local tax rates consistent with the Local Government Code (LGC). The city expenditures increased at an average of 15.28% from 1997 to 2001. For the last three years, it represented an average of 88.33% of the total income of the city. However, in 2000, the city incurred a deficit of 4.09% but regained a 6.02% surplus by 2001. On the average, general public services eat up majority of the city's financial resources at 46.57%, followed by economic services (12.30%), health services 910.42%), social services (6.50%), education, culture and sports (4.88%), and housing and community development (2.54%). The annual average growth rate of 14% and 15% for 1997 to 2001 in revenue and expenditures, respectively, does not show any growth in real terms. The Province of Guimaras derives receipts from the operation of economic enterprises such as markets and public utilities. It collects permit and regulatory fees and obtains credits and loans from the national government financial institutions and other sources. A major contribution to local government account comes from the share in the national internal revenue. According to the LGC (1991), the share of all LGUs from the internal


revenue allotment (IRA) is 40 per cent. In 2003, Guimaras was 87.4% IRA-dependent, decreasing to 77.8% in 2004. Key Development Issues The key issues confronting the region are the following: a. Poverty. Significant proportions of the urban and rural poor live in communities which lack access to basic services like piped water, sanitation, drainage, paved footpaths, electricity, etc. It is commonly held that lack of stable income is the reason why the poor lack basic services. Meeting residents’ needs for access to basic services, land tenure and environmental quality is a fundamental challenge for MIGEDC. Consistent with the fact that productivity and incomes are generally much higher in urban areas than in rural areas, people migrate from the countryside to the city because of better opportunities for escaping from poverty. This is not only socially problematic but raises questions about the sustainability of current development patterns. Therefore, policies targeted at the specific problems of the rural and urban poor have become more important. b. Urbanization of poverty and globalization impacts on local governance. The problems of urbanization, including pollution, traffic, and environment degradation, are some of the pressing urban issues to be confronted by MIGEDC. There is a need for actions that will prepare MIGEDC to address increasing challenges brought about by rapid urbanization. Globalization issues and concerns are being increasingly addressed by LGUs. Many LGUs have to introduce innovations and adopt relevant paradigm of thinking addressing the negative impacts of globalization. In this day and age of rapid developments in telecommunication and computers, local governments have begun to cross the so-called digital divide. c. Limited financial resources to support local development. The Philippine experience, with lack of financial decentralization, greatly hampers efforts at operationalizing a meaningful devolution in the country. Among other things, the past 10 years has seen LGUs in the Philippines being forced to absorb personnel devolved by the national Government to them without the accompanying financial resources. During the years immediately following the enactment of the 1991 Local Government Code, close to 65,000 personnel were devolved. LGUs have remained heavily dependent on the national transfers through the IRA which supports 80% to 90% of the LGU total fund requirements to deliver local services. There is therefore little effectiveness in the local service delivery and poverty reduction if LGU dependence on IRA is reduced. This is aside from the other popular sources of funds for LGU development projects, which is the Priority Development Fund of Congressmen and Senators. This funding usually addresses political needs rather than more strategic priorities affecting local services for poverty reduction. This contributes to inefficient allocation of government resources. Of most concern in terms of economic performance is the fact that very little LGU expenditure is for capital improvements or development related. LGUs spend almost invariably less than 10% of their budgets on real capital spending. The result is that LGUs do not have money available for catalytic projects, e.g., infrastructure. Even when local governments embark on critical infrastructure projects, their capacity in designing and implementing these projects has often been limited. Local


governments have yet to fully rise to the challenge of fiscal sustainability as mandated under the LGC. d. Low capacity in local governance and development. Capacity building is a major priority in the agenda for local governance. Capacity building efforts had been wanting considering the necessary skills need to carry out the MIGEDC responsibilities. The areas of capacity building concerns include: a) weak regional planning and budgeting system, b) poor revenue collection and management, c) policy making that is client-oriented, d) financial development framework, e) underutilization of public and community assets, and f) lack of accountability and transparency in governance processes.


Comparative Advantages and Challenges
1. Competitive Metro Iloilo–Guimaras Economic Region Metro Iloilo and Guimaras are part of the Central Philippines Mega Region, where tourism is defined as its competitive edge. This region includes the Visayas, Bicol, Palawan, Romblon, Camiguin, Siargao and Dapitan. The major tourism sites in Central Philippines are Boracay, Guimaras, Sipalay, Cebu, Bohol and Palawan. Important infrastructure in these areas are: in Boracay, an instrument landing system for the Kalibo airport; a new airport in Santa Barbara, Iloilo due to be opened this year; a new RoRo port in Sibunag, Guimaras; a good road network that will extend to destinations in the Panay Island; and Sipalay will be linked via Silay airport and Kabankalan airport. In Central Philippines, Iloilo City is the center for residential, commercial, financial and educational activities in the region. Pavia is the agro-industrial center since this is the designated location of the Regional Agro-Industrial Center (RAIC). Leganes is the center for agri-based and light industries. San Miguel is the agricultural center and food basket; Oton the residential area and Sta. Barbara the transportation center since this is the site of the airport of international standards due to be this 2007. The Province of Guimaras is the eco-tourism and agricultural center. Creating enough jobs, where population is growing fastest, is the single most important task that needs to be accomplished in order to significantly improve the quality of urban life in Metro Iloilo – Guimaras. People migrate from the countryside to the city precisely because of better opportunities to escape from poverty. However, while urban income and productivity is high on the average, inequality is also higher. The Metro Iloilo urban population is also increasing much more quickly than the rural. Therefore, policies targeted at the specific problems of the urban poor have become more important. Significant proportions of the urban poor live in communities which lack access to basic services like piped water, sanitation, drainage, paved footpaths, electricity, etc. Meeting urban residents’ needs for access to basic services, land tenure and environmental quality is a fundamental challenge. Individual member-LGUs of MIGEDC hardly contemplate competing in the global economy. Most local development plans are supply-driven, inward-looking, and limited to encouraging businesses that cater to local consumption needs or, at best, attracting industries producing relatively low-value and small-scale products for export. The National Government shares the same orientation and is neither providing the required strategic direction nor the enabling policy and institutional environment. Lately, however, the mega region economic development strategy of the National Government has provided strategic leadership in developing basic infrastructure for efficient and costeffective movement of goods and products within the regions. The Regional Agro-Industrial Center located in Pavia, Iloilo, for instance, have not helped in developing local industries that can compete in the world market, but instead have made LGUs compete with each other to host business locators, and impeded LGUs’ ability to harness their competitive advantages and develop competitive alliances. Specialization of products and services critical to sustainable growth has been stifled by this mode of development. There is a strong service orientation but very weak investment orientation in local development planning. NEDA’s metropolitan concept has been observed to be primarily service-oriented, dealing with traffic congestion, infrastructure, and other urban services. It is, however, seen as an instrument for promoting investment.


2. Brighter prospects of the tourism industry Tourism is the renewed thrust of the region. In spite of its potentials as revenue source, it has not been given sufficient attention. A review of the development trends in the tourism sector of the Metro Iloilo–Guimaras region between 1993 and 2002 indicates quite clearly that; • the tourism sector has been the fastest growing economic sector with tourism arrivals increasing at around 14% per annum, tourism establishments increasing at around 6% per annum, establishment income increasing at an estimated 10% to 15% per annum, and employment increasing at around 10% per annum, and employment compensation increasing at around 15% per annum compared to the traditional economic activities at 3% to 5% per annum; the centre or gravity of Panay Island's tourism development shifted from Iloilo that held 48.5% of total tourism in 1993 to Aklan Province (based largely though not exclusively on Boracay Island) which increased its share of the tourism sector from 12.8% in 1993 to around 48% of total tourism volumes and related economic impacts in 2002; Iloilo's share of total tourism volumes and impacts has progressively declined from 48.5% in1993 to 22% in 2002.

Iloilo City has been unable to capitalize on its former role as the Panay gateway. At the same time, the inability to develop its own tourism resources coupled with an inadequate inter-island transportation infrastructure, and the rise of Aklan Province as the primary destination for tourism development and investment in the 1990's are the proximal causes of the city's decline in importance as a destination and gateway. In short, the city is locked into the old economy whose influence and importance is slowly declining. The Iloilo City Government and Metro Iloilo municipalities have recognized the importance for urgent action to develop the tourism sector through the initiative to develop a new international standard airport in the Sta. Barbara area, and the recent creation of the Iloilo Visitors and Convention Bureau. The new airport has the potentials to link Panay Island with the main markets in the Asia-Pacific Region and to long haul international markets through major regional hubs such as Singapore, Bangkok, Hong Kong, and Seoul. The Iloilo Visitors and Convention Bureau is designed to promote the tourism products of the city and its environs initially to domestic markets and eventually, as product and access is developed, to international markets. In addition, it has now been recognized that if the city is to take full advantage of the growth prospects going forward, and thus re-establish its position as the gateway for tourism in Panay Island. As the main gateway to Panay Island, Metro Iloilo and Guimaras has the opportunity to play a leading role in catalyzing the development of Western Visayas’ tourism potentials on a sustainable basis and thereby benefiting its own development by: • • establishing itself as major urban tourism destination in its own right; providing the main access point into Panay Island for domestic and international tourists;


• • •

promoting the development of fast, efficient, and high quality access, transportation, and communication linkages and transportation services between it and the main destination points on Panay Island; being the preferred base for the offices of tourism companies involved in tourism operations on Panay Island; and establishing it as the centre for tourism training, education, and research on Panay tourism.

3. Local Ownership and Leadership Local leadership and a true partnership between the MIGEDC and local partners are critical elements of a successful ODA project. Only when there is a true partnership, are local partners able to articulate, champion, lead, and own a project that reflects their aspirations and needs. Donors seek local partners that demonstrate leadership, championship, and commitment to good urban governance, local government reform, sustainable development, and gender equality. Furthermore, donors seek local partners that are willing to share information and experiences, and possess sufficient capacity to absorb technical assistance to undergo change and sustain results. Also, continuing with current successful practice, to ensure projects are cognizant of the local cultural, political, social, and economic context, Critical to success, MIGEDC’s emphasis is placed on finding, nurturing, empowering, and promoting local champions – including political, institutional, and community leaders. Project champions have the local mandate and credibility to lead projects. They are willing to take risks and consider new ideas, creating the space for change to occur. Leaders and professionals working within the bureaucracy of partner local governments contribute the necessary physical and intellectual inputs that allow projects to achieve results. It is with these people that sustainable impacts are achieved. 4. Low investments in regional and metropolitan scale infrastructure The low capital investments in infrastructure by local governments do not augur well for local and regional development. Infrastructure in the Metro Iloilo and Guimaras has been hindering local and regional development. Beyond individual LGUs, there is a need for regional-scale services and infrastructure networks, which requires inter-jurisdictional coordination and collaboration. Intergovernment functions – regional transportation, solid waste, economic development planning and promotion, and so on – need to be coordinated at the extended urbanregional level, beyond any individual LGUs. Because of the inability to effectively plan and implement infrastructure expansion in a regional scale to accommodate growth, the price of scarce land that does have infrastructure services is bid up, thus raising the cost of business investment. Unplanned development that takes place without infrastructure has caused severe environmental damage. Retrofitting infrastructure after development is always much more expensive to the government than planning and implementing infrastructure in line with development and anticipated trends.


Given the emergence of the growing Metro Iloilo–Guimaras region, corresponding growth in infrastructure and capital investments will be vital in ensuring a livable and competitive urban-rural system. The need for both urban competitiveness and poverty alleviation would require significant improvement in urban infrastructure such as urban transportation, water supply, sanitation, solid waste, air quality improvement and information infrastructure. 5. Sustaining the regional urban environment Metro Iloilo and Guimaras already exhibit many problems associated with unmanaged urbanization, such as water and air pollution, inadequate water supply, weak sewerage infrastructure and waste disposal, presence of squatter colonies, and traffic congestion. Population growth, urban migration and lack of economic opportunities and poverty in the countryside leads to low productivity and destructive activities that threaten the already fragile urban environment. The devastating flooding and oil spill in Guimaras in the recent past attest to the environmental degradation that besets the area that must be proactively addressed. 6. Dealing with decentralization policy deficiency in inter-local government undertakings The LGC of 1991 not only provides the legal mandate for government decentralization, but also contributes to the policy framework for regional planning and development, which is part of the functions and responsibilities devolved to local governments. LGC encourages local governments to group themselves, develop alliances, and form partnerships with civil society in managing development. It also recognizes the potential of metropolitan arrangements consisting of clusters of LGUs. The LGC further broadens opportunities for increased revenue generation of LGUs through more defined delineation of taxation powers and authority to venture into alternative sources of financing. LGC devolves to LGUs the responsibility for the delivery of basic services, agriculture, health, social services, environment, and public works that was formerly the responsibility of the National Government. In addition, LGC provides opportunities for LGUs, civil society, and businesses to work together and make choices that serve their collective interests. Regional development has been enshrined in the policy and administrative agenda of every political leadership since the 1960s. President Gloria Macapagal-Arroyo, upon her assumption into office in 2001, promptly declared the need to address regional development issues, such as reducing regional disparities, strengthening cities and urban areas, promoting peace and development in Mindanao, and stepping up tourism development. Major strategies for regional development as mentioned in the National Framework for Regional Development of NEDA include national dispersion through regional deconcentration, enhancement of the urban-rural linkages, resource and areabased development, effective mechanisms for regional development administration, and delivery of minimum desirable levels of welfare.


The 2004–2010 MTPDP provides the broad guidelines in implementing the 10-point agenda of the President released after her election in May 2004. The plan calls for the development and rationalization of key infrastructure and utilities, promotion and development of identified tourism areas, and the provision of microfinance for small and medium-size enterprises. In terms of regional development, it calls for congruence of development plans within the archipelagic economy of the country and the need to conserve its fragile island ecosystem. The development agenda also calls for decongesting Metropolitan Manila by developing new centers for government, business and housing in each of Luzon, Visayas, and Mindanao establishing commuter links between Metropolitan Manila and the north and south regional areas, and the development of other transport hubs, such as airports and ports in identified areas in the country. Regional economic development is further challenged by many other policy gaps and institutional constraints. This contributes to the lack of capacity of LGUs to raise revenue other than IRA. The highly politicized bureaucracy and corrupt activities similarly affect sustainable regional economic growth. 7. Dependency on national government for fiscal matters Local governments have yet to fully rise to the challenge of development as mandated under the LGC. Ironically, LGUs have become more dependent on the national government for funding because of IRA. This increasing dependence on the IRA, acts as a disincentive to local governments to raise local revenues and to deliver more effective governance. Most LGUs rely on IRAs to finance their operations. The existing system of intergovernmental transfers does not facilitate the development of integrated and wellcoordinated plans and programs across the different tiers of government. The IRA formula has also been criticized for being inequitable, inefficient, and incapable of promoting local tax effort. Provinces and cities each get 23% share of IRA. Among individual LGUs, it has also been observed that poor or low-income class LGUs tend to get lower shares than high-income class LGUs. The equal sharing component of IRA encourages greater local government fragmentation and discourages local government mergers that could lead to more efficient provision of local goods and services. Finally, there are indications that IRA tends to substitute or decrease local tax efforts. For LGUs not inclined to put up new projects or improve their services, the IRA is enough to meet their operational requirements. In spite of the authority of LGUs to incur debts and raise equity, many LGUs seldom utilize the credit market for development financing. Most LGUs prefer to secure grants and donations. Also, there are few incentives for local governments to raise own revenues to deliver services more efficiently. Better performing LGUs are not rewarded fiscally, nor are poor performers sanctioned. Of most concern in terms of economic performance is the fact that very little LGU expenditure is for capital improvements or development related. A major factor constraining LGUs from borrowing is their lack of technical capability to formulate development plans and package project proposals for acquiring loans or other types of financing, such as BOT programs. Many LGU development plans are not supported by sound financing programs. There is limited knowledge of the policy implications and general technical content of the different means of credit financing. In


addition to the internal constraints of LGUs are legal and administrative constraints from the National Government. One major constraint is the debt cap on LGU borrowing under Section 324 of the LGC. It limits the annual appropriation for debt service to 20% of the regular income of an LGU, thus hindering the local government from implementing even self-liquidating and/or self-supporting projects that require sizeable capital outlay. The Commission on Audit and Central Bank regulations requiring LGUs to maintain their deposits with government financial institutions constitute another restriction. This requirement effectively disallows private financial institutions from availing of the IRA mechanism that serves as collateral for LGU and weakens the power of LGUs to negotiate or search for the cheapest borrowing rate.


Strengths and Weaknesses
Strengths 1. A new regionwide and poverty-focused development plan for Metro Iloilo and Guimaras formulated and being implemented with strong civic engagement. The first act of the new MIGEDC metropolitan arrangement was to harmonize, through a process of multi-stakeholder involvement, five disparate municipal plans into an urban regional framework plan. The now-completed Metropolitan Iloilo Land Use Framework Plan (MILUFP) provides both national and local stakeholders a powerful tool for managing rapid urban growth in Metropolitan Iloilo. What it needs at the moment is to consolidate this with the Guimaras Provincial Physical Framework Plan to form part of the MIGEDC Regional Growth Framework Plan 2. Refocused urban leadership towards integrated thinking for urban sustainability, poverty reduction and gender equity. A key factor of success in the development of former Metropolitan Iloilo Development Council (MIDC) was building the capacity of urban leaders (not just mayors, but also other key opinion leaders in the community) to begin understanding how metropolitan regions work, the complexity of the underlying forces at play, the unequal burden of problems and costs shouldered by the inner city municipality, and the interconnectedness of both the problems and the potential solutions across jurisdictions, agencies, sectors and political orientation. This was achieved through a sustained program of capacity development toward improved leadership, much of which was achieved through exposure to good (and not-so-good) practices from other places through study tours within the Philippines, to Canada and other places in South-East Asia such as Malaysia and Singapore. Leaders began also to appreciate the value of learning from others’ success and failures. The end result was a paradigm shift among the five urban mayors. The mayors now think within the context of “urban” and not just “municipal”, to better integrate issues of poverty reduction and gender equality into policymaking and planning, and have traded in their municipal decision-making freedoms for the collective decision-making of the MIDC, with a commitment to renewing the public realm. 3. A new mindset of urban-rural linkages and imperatives in local development. Over the course of the process, MIGEDC leaders have become more comfortable with and confident in the benefits of inter-local cooperation, that it is becoming standard for solving shared regional challenges. In the past year in particular, a real change in thinking has happened in integrating urban and rural issues into governance of the urban region. For example, to address common challenges of their tourist industries, the City of Iloilo and the Province of Guimaras have formed an alliance, cemented through a formal memorandum of understanding, to collaborate on tourism promotion and related infrastructure development such as ports.


4. Poverty support through community-based economic, livelihood and environmental initiatives. Economic growth has been felt at the community level, with new investments in tourismrelated services owned and operated by small-scale operators and individual entrepreneurs in communities across the island. The people of Metro Iloilo and Guimaras have chosen a sustainable route toward economic development and livelihood promotion that: a) takes advantage of the strengths of their local culture and history, through various tourism economic activities such interpretive guiding, a local food festival, and boating, and b) builds the economy through protection of ecological assets (coastal and terrestrial environments, solid waste management). 5. New institutional arrangements in place to sustain the pursuit of local poverty reduction targets. MIGEDC continues to innovate on institutional infrastructure to remain focused on its poverty reduction program and sustain its gains. For example, the member local governments have established or are on the process of establishing individual Local Economic Development Offices, a new agency responsible for stewarding communitybased economic development and investment, acting as a catalyst to increase local government revenues that in turn contribute to improving local services. Tourism and Investment Promotion Centers, a multi-faceted public facility, now serves four key purposes: a) as a micro-enterprise and livelihood incubator, b) as a tourism promotion and information center, c) as a center for promoting community-based and cooperative-sector products (agriculture, agro-processing and handicraft), and d) as a one-stop shop for businesses wanting to invest in the island’s economy. Weaknesses 1. Sporadic urban planning and implementation. It is envisioned that the areas composing Metro Iloilo and Guimaras will have a common development strategic plan. The plan basically identifies their major development roles so that complementarity of development goals will be assured. Moreover, there is a need for more a more coordinated land use planning so that investment planning will be more rationalized. One possible weakness is the absence of project implementation mechanism to cooperative undertaking, e.g. investment attraction. 2. Inadequacy of urban renewal, land use and zoning and shelter services. There is a need for the planning and implementation of policies, rules and regulations and programs and projects to rationalize and optimize land uses and provide direction for urban growth and expansion. Iloilo City is constrained to allow varied uses of its small land size. A larger scale for physical planning will allow for a more rational use of its existing land and permit greater economic and spatial links with its neighboring areas. The formulation of an integrated land use and zoning plan for the area will synchronize and give more meaning to existing land use and zoning plans and regulations of each of the member-areas. There is a need for an urban planning and design for the metropolis. There is also a need to look into the identification and development of suitable land for industry, of housing sites for urban dwellers including the resettlement of slum dwellers in


the city, of suitable landfill site for solid waste management, among others. It should also see the future in terms of further expansion and implications on infrastructure support to sustain and manage urban growth. 3. Fragmented transportation management system. There is a need for the formulation, coordination, design and monitoring of policies, standards and programs and projects to rationalize the existing and proposed transport operations, infrastructure requirements with the end in view of integrating into a single network the roads and major thoroughfares of member local government units. Iloilo City is the center of trade, commerce and industry in Panay Island. As trading center, the city boasts of several shopping malls and supermarkets. It is also one of the major centers of higher learning in the country. During ordinary days (especially school days), the city’s population bloats significantly. Despite the enormous number of people coming in and out of the city, there are only four exit points, one for each of the adjoining municipalities. Worsening the city’s traffic problems is the tremendous increase in the number of utility vehicles plying the city’s major thoroughfares. Fueled by rising standards of living, car ownership in the city and the surrounding municipalities escalated. Unfortunately, the city shares the woes of other aging cities where the streets are designed to accommodate small vehicles. 4. Growing community pressure for effective environmental sanitation, waste management and disposal. There is a need for the formulation, coordination, design and monitoring of policies, standards and programs and projects for proper and sanitary waste disposal. It shall likewise include the establishment and operation of sanitary landfill, incinerator, recycling facilities and related facilities intended to develop an environmentally friendly metropolitan level. The establishment of a common solid waste management system and facilities will greatly benefit all the concerned entities. Currently, Iloilo City has difficulty in accommodating the solid waste of neighboring municipalities. The current disposal site in the Mandurriao District is only good for Iloilo City. The identification of a common solid waste disposal site to be located at the outskirts of the metropolitan area will prove to be more sustainable and cost-effective. The needed facilities will not only be built with dispatch through sharing of costs but their use will also be maximized. Moreover, considering that the selection of landfill site is a contentious issue, it can be worked out so that the recipient municipality will be provided disturbance remuneration or other forms of privileges or compensation. 5. Need for effective flood control and sewerage management. Like many old settlements in the Philippines, Iloilo City sprouted at the mouth of major rivers -- Iloilo and Jaro Rivers. As transit point for commercial goods, Iloilo City’s economy grew and progressed. As the city became progressive, migrants from outlying municipalities came to reside in the city. The proliferation of squatter colonies especially in the riverbanks took its toll on the environment. Stilt houses were built along riverbanks thereby constricting the flow of the rivers. Adding to these woes are the subdivisions and residential houses in the Jaro District which claimed the several esteros (natural floodway) leading to Jaro River. The onset of the rainy season which starts during the


month of May and brings heavy monsoon rains prove to be devastating to the residents of Jaro and Lapaz Districts and Pavia. A comprehensive flood control system is being undertaken to ease the perennial flooding in Iloilo City and Pavia. A cooperative scheme can be arranged that will involve the dredging of the Jaro River from Jaro District upstream to Pavia and the construction of a network of floodways that will facilitate the flow of floodwater during heavy rains. Moreover, as the pace of urbanization accelerates, the need to have a comprehensive sewerage system must already be studied. Iloilo City and the surrounding municipalities do not have an efficient sewerage system. Consequently, the underground water aquifer is continuously degraded. 6. Need for networking of economic support infrastructure. There is a need for the implementation of a system of transport networks linking and integrating the various road networks of the member local government units into one big web of roads and thoroughfares. Collaboration among LGUs is essential for the success of infrastructure services to support economic development. The MIGEDC is the best venue for discussing how infrastructure plans can possibly complement each other. MIGEDC needs to take a look at enhancing the attractiveness of Pavia as an industrial area as the airport will increase the volume of traffic along the highway. 7. Lack of coordination in trade and investment promotion. There is a need for the formulation and implementation of a comprehensive investment strategy and the rationalization of investment rules and regulations, with the end in view of developing the whole area into one big economic zone. The need for creating an integrated promotion strategy for promoting Metro Iloilo and Guimaras as one investment area should be completed. While the Department of Trade and Industry, the Iloilo Business Club and the Iloilo Economic Development Foundation are devising promotional packages for the growth areas, this has to be translated to enhanced attractiveness. What is needed for these promotional packages to succeed is an assurance from investors that industrial development in the area is holistic and well coordinated. Only the formulation of a comprehensive and integrated investment promotion plan, duly ratified and endorsed by all concerned LGUs, can achieve these ends. 8. Guimaras Solar I Oil Spill Disaster impacts on the region. On 11 August 2006, the tanker MT Solar 1, chartered by Petron Corp. to deliver two million liters of bunker fuel to Zamboanga, sank off the southern coasts of Nueva Valencia town in Guimaras Island while battling rough waters. Since the sinking, about 10 percent of the ships cargo has spilled into the sea. Guimaras has been most heavily impacted. The spill has contaminated the beaches of all five municipalities of the Province (3 of them heavily, 2 of them moderately), as well as the coastal environments of several municipalities in the neighboring provinces of Iloilo and Negros Occidental. It has all but destroyed beaches and coastal areas, along with the habitat of a diversity of marine fauna and flora (coral reefs, mangroves, sea grasses). The local marine reserve is also heavily damaged.


The oil spill in the marine ecosystem of Guimaras has imperiled the fishing and tourism industries in the island province. The well-preserved marine ecosystem of Guimaras made it the home of two research institutions, namely the University of the Philippines Marine Biological Research Center and the Southeast Asia Fisheries Development Center. There are also health threats especially on the respiratory conditions of the people living in the coastal communities reached by the bunker fuel. Moreover, concerns on the possible inland pollution due to the oil refuse deposited in the shores and intrusion of the crude oil in the underground aquifer or groundwater reservoir are already being raised. After many years of sustained work for the sustainable development of the island and efforts to tackle poverty and uplift the lives of its residents, the catastrophe brings Guimaras many steps backwards in its economic and conservation initiatives. Two of the island’s three economic drivers – fishery and tourism – have been crippled. Immediate humanitarian relief has been mobilized. And with many years of sustained efforts to build good governance at the local level, there is capacity to respond to this tragedy. This capacity to act locally, combined with incoming assistance from the national and international levels, puts hope for a recovery on the horizon. There is a need for a Guimaras recovery done in coordinated manner with other actors and harmonized through both the MIGEDC and the Guimaras’ Task Force Sunrise.


Strategic Plan 2010
Given all the developments evolving in MIGEDC, strategic mapping workshops were held to define its directions and program of actions. There are more than 60 initiatives that need to be done until 2010. These workshops were designed to supplement the information provided by the various plans and programs of MIDC and Guimaras Province. The vision MIGEDC has and the functional roles adopted by the member-LGUs are clearly defined in order not to duplicate and compete with each other. These are: • • • • • • • Iloilo City as regional center for residential, commercial, educational and governance activities; Pavia as the agro-industrial center; Leganes as the center for light industries; San Miguel as the food basket; Oton as the dormitory; Sta. Barbara as the historic and cultural center; and the Island province of Guimaras as a “stop-over” in the Mega-Region’s Central Visayas Tourism Corridor

By 2010, MIGEDC hopes to achieve the following: 1. increase stakeholders’ satisfaction by transforming MIG as a progressive, selfreliant and sustainable region; 2. maximize its financial resources by increasing productivity of LGU resources and improve utilization of LGU assets; 3. improve MIGEDC’s internal processes through enhanced management systems, stakeholders’ management, logistics and policies and procedures improvement; and 4. enhance capacity for learning and growth through capacity building and institutional strengthening. The following actions, are laid out to achieve these objectives.


MIGEDC Scorecard 2010
Perspective: Improve Stakeholders’ Satisfaction of MIGEDC Services Objective Effective and quality health services Owner Basic Services Initiative 1. Accreditation of all main health centers with Sentro Sigla 2. Accreditation with Phil Health Insurance (OPB, DOTS and Maternity Packages) of all main Health Centers 3. Construction and improvement of key main health center facilities Effective and quality education services Basic Services 4. Improvement of education infrastructures and logistics 5. Expansion of basic education through extension projects 6. Development of Special Education programs through networking and linkages building 7. Improvement of SEF policies and programs 8. Gender-fair scholarship programs for poor and deserving students 9. Program for slow learners through teacher training, learning materials development and student development activities Provide integrated and efficient infrastructure that support coordinated economic development in MIG Infrastructure Committee 10. Road Improvement Project in MI and Guimaras 11. Local Government Drainage Improvement Project 12. Drainage Maintenance 13. Integrated infrastructure Master Planning (waste JICA Potential Funding Source




Initiative water treatment, landfill, seaports, traffic management, new road and waterways 14. Communication Facilities Improvement 15. Integrated Ports Development 16. Support to DPWH JICA Flood Control Project

Potential Funding Source

Support increased revenues from trading sectors from public infrastructures Provide adequate access to urban infrastructures for social and environmental development

Infrastructure Committee

17. Integrated Food and Transport Terminal Systems 18. Farm to Market Roads Improvement 19. Irrigation Development 20. Alternative Energy Research and Development 21. Communal Water Supply System 22. Rainwater Harvesting Projects 23. Power Generation 24. Small Town Water Supply Program Expansion

Infrastructure Committee

Achieve a progressive MIG through high agricultural productivity Develop programs for use of idle government lands Enhance existing growth centers in MIG Achieve a disaster prepared MIG

Land Use Management Land Use Management Trade and Investment Public Safety and Security

25. Implement strictly agricultural area zones

26. Old Iloilo Airport Redevelopment Program

Private sector

27. Inner City Revitalization Project (sidewalks, vendor relocation, designation, etc.) 28. Development of other growth centers 29. Emergency Equipment Pooling 30. Local Ordinance Codification




Initiative 31. Creation of MIG Disaster Management Council Disaster Management

Potential Funding Source

Establish MIG as center of arts, culture and sports


32. Innovative tourism products and project 33. Institutionalization of festivals in MIG 34. Heritage Conservation Program for Iloilo City and Guimaras 35. Integrated Tourism Marketing Program for MIG


Develop tourist-friendly communities


36. Tourism Sites Development 37. Establishment of tourism information centers in strategic locations 38. Community based tourism awareness projects 39. Community-based tourism enterprise development, marketing and industry support


Ensure a progressive industries in MIG

Trade and Investment

40. Establishment of Economic Development Office 41. Incentives Program for Retaining Existing Industries 42. One-stop Shop for New Investors 43. Business Support Services such as project feasibility, registration, technology and training, etc. and marketing


Increase agricultural productivity

Trade and Investment

44. Cooperative Organization Development and Strengthening 45. Agricultural Technology Support Services 46. Organic Farming Systems 47. Agricultural Infrastructure Support Services




Initiative 48. Agricultural Productivity Enhancement

Potential Funding Source

Increase employment opportunities

Trade and Investment

49. Intensified employment program 50. Comprehensive HRD Program 51. Economic skills enhancement program 52. Industry-School Partnership for technical and vocational education and trainings

Develop MIG as export manufacturing hub

Trade and Investment

53. Business Missions to attract investors 54. Strengthening ICT industry


Perspective: Maximize Productivity of LGU Resources Objective Make available financing for health care Generate alternative financing sources for large infrastructure projects of MIG To increase tourism receipts and arrivals To attract investment in tourism Owner Basic Services Infrastructure Committee Initiative 1. LGU Investment Program for Healthcare 2. Financing Options for Infrastructure Projects 3. Integrated Financing Plan for Infrastructure Development 4. Public-private partnerships in tourism economy 5. Tourism industry partnerships in business development and marketing and promotion 6. Agri-tourism circuit promotion 7. MIG website enhancement 8. Computerized Tourism information system Increase LGU revenues from tourism enterprises Develop MIG as financial center Generate funds for the development of agrifishery industry Attract ICT investments Tourism Trade and Investment Trade and Investment Trade and Investment 9. Tourism Enterprise Development and Promotion 10. Development of MIG as financial center 11. Financing post-harvest technologies 12. Strengthen financing system of cooperatives 13. Conduct industry analysis 14. Promote ICT as industry 15. Conduct business missions AusAID AusAID AusAID ADB Potential Funding Source

Tourism Tourism


Perspective: Strengthen MIGEDC Management Systems and Services Objective Ensure results based project management system Owner Secretariat/TWG Initiative 1. Multi-stakeholder committee management trainings 2. Results-based program and project management system 3. ICT-driven project planning and operations Increase awareness on MIGEDC activities Secretariat/TWG 4. Communications program development 5. Branding of regional services offered to clients and stakeholders 6. Improvement of MIGEDC website Improve MIGEDC services Secretariat/TWG 7. Equipment acquisition to enhance service delivery (computers, office equipment, etc.) 8. Development of MIGEDC collaterals and materials that promote MIGEDC services 9. Participation in metropolitan networks and organizations Increase public awareness of environmental issues Environment 10. School-Community Partnerships in SWM Campaigns 11. Establishment of community watch groups 12. IEC on sanitation and waste water treatment 13. IEC on small scale mining act 14. IEC on ground water protection 15. IEC on SWM 16. Improvement of communication facilities and AusAID CIDA Potential Funding Source AusAID



Owner services


Potential Funding Source

Improve environmental database for MIG


17. Environmental Mapping through GIS 18. Geo –hazard assessment surveys 19. Industry-Academe-Government Partnership on Environmental Researches and Environmental Compliance Monitoring 20. Regular water quality monitoring

Institutionalize the MIGEDC-LGU-NGA partnerships in environmental programming Increase compliance on environmental laws


21. Harmonization of LGU environmental codes, zoning and other ordinances 22. Creation of task forces to address informal settlers 23. Multi-agency consultation on improving links between MIGEDC committees and environment


24. Establishment of formal inspection system for environmental compliance of industries and households 25. Multi-partite committee on environmental monitoring 26. Monitoring of fishery laws compliance 27. River and coastal areas watch program

Improve NGA-LGU coordination in infrastructure development Integrate/harmonize regional physical framework plans

Infrastructure Committee

28. Collaborative Infrastructure Development Projects 29. Development of harmonized infrastructure program in coordination with NGAs and LGUs 30. Research to identify and develop new growth centers 31. Master planning of key sector projects (Iloilo City


Land Use Management





Initiative CBD, Mandurriao Old Airport, Sta.Barbara-lloilo City Corridor 32. Implement urban renewal projects

Potential Funding Source

Institutionalize urban planning through policy

Land Use Management

33. Review national land use planning policies and recommend changes 34. Establish urban planning guidelines 35. Form MIG Land Use Committee as permanent structure 36. Conduct of regular multi-stakeholder consultation

Update a GIS-based land use database for MIG Strengthen zoning administration system

Land Use Management Land Use Management

37. Conduct data gathering and capacity trainings on GIS and its applications 38. Install GIS system 39. Evaluate locational and zoning clearance in a transparent manner 40. Update zoning ordinances 41. Develop inter-local government planning guide


Improve public-private partnerships in public safety services Upgrade public safety facilities and services

Public Safety and Security Public Safety and Security

42. IEC on Partnerships for Public Safety 43. Establishment of Barangay Information Networks as support to public safety services 44. Integration of public safety service facilities in the infrastructure programs 45. ICT in public safety services 46. Gender-sensitive jail facilities and services

Improve coordination of NGA and LGUs on public

Public Safety and Security

47. Organization and implementation of Barangay Tanod Federation in MIG


Objective safety services delivery Establish a functional disaster risk management system in the MIG


Initiative 48. Creation of MI Fire Protection Council

Potential Funding Source

Public Safety and Security

49. Creation of integrated fire protection council with common service facilities 50. Establishment and implementation of multi-partite performance monitoring of disaster risk areas 51. Creation of integrated MIG police council

Improve tourism infrastructure support


52. Tourism infrastructure planning and financing 53. Construction of world-class toilets in strategic areas 54. Iloilo-Guimaras Seaport development


To ensure quality business support system


55. Improvement of efficiency of business permitting system 56. Adoption of DOT accreditation system 57. One stop shop for tourism investors


To provide efficient integrated infrastructure


58. DPWH-MIGEDC road implementation 59. Implementation of infrastructure plans contained in the MIPFP 60. Support program for the construction of affordable powerplant within Panay 61. Research and development on solar power , wind and geothermal energy sources 62. Improvement of agricultural support infrastructures 63. LGU initiated infrastructure projects


Improve marketing and promotion of key industries

Trade and Investment

64. Marketing program for key industries in MIG 65. Organize trade exhibitions



Objective Strengthening existing business and trade associations for networking

Owner Trade and Investment

Initiative 66. Organizational Development Program for business and trade associations

Potential Funding Source CIDA


Perspective: Enhance Institutional Capacity to Manage Urban Development Objective Enhance capability in regional, environmental, social and economic planning Improved staff capability to manage environmental projects Owner Secretariat/TWG Initiative 1. HRD program to enhance planning, communication and networking skills 2. Monitoring and evaluation of business processes 3. Local and foreign scholarships programs Environment 4. Creation of LGU Environmental and Natural Resources Offices 5. Acquisition of environmental monitoring tools and technologies 6. Creation of LGU Mining Regulatory Boards or similar bodies for MIG 7. Technical trainings on Environmental Impact Assessment, zoning ordinance enforcement and air pollution monitoring Reduce fishery laws violations Improved staff capability to manage environmental projects Environment 8. IEC on sustainable fishing 9. Creation of LGU Environmental and Natural Resources Offices 10. Acquisition of environmental monitoring tools and technologies 11. Creation of LGU Mining Regulatory Boards or similar bodies for MIG 12. Technical trainings on Environmental Impact Assessment, zoning ordinance enforcement and air pollution monitoring Reduce fishery laws Trade and 13. IEC on sustainable fishing GTZ CIDA GTZ Potential Funding Source AusAID CIDA


Objective violations Enhance skills of LGUs in infrastructure planning and management Ensure that national policies support local development Enhance skills of MIGEDC on land use planning Enhance skills in zoning administration Enhance barangay tanod skills in communication Improve knowledge and skills in project design and

Owner Investment Infrastructure Committee Infrastructure Committee Land Use


Potential Funding Source

14. Infrastructure Development Capacity Enhancement of Municipal Staff 15. Proposal Writing 16. Infrastructure Development Planning and Administration Assessment and Policy Development 17. Offer scholarships and trainings on urban planning, master planning and redevelopment 18. GIS Capability Building 19. Training programs on zoning administration 20. Barangay Tanod Communication Skills Development 21. Conduct project proposal writing workshop 22. Preparation of annual work and financial planning system 23. Updating of enforcers on public safety issues and concerns



Land Use Public Safety and Security Public Safety and Security


Enhance morale of PNP personnel Produce capable tourism players

Public Safety and Security Tourism

24. Capacity building for PNP personnel 25. Rewards and Recognition Program for PNP personnel 26. Home stay program training 27. Establishment or enhance of tourism education CIDA




Initiative 28. Institutional strengthening of tourism related organizations 29. Trainings for front line services

Potential Funding Source

Create municipal and city tourism offices Develop capable workforce

Tourism Trade and Investment

30. Review of DOT and Local Government Code requirements for tourism offices creation 31. Skills development on economic management 32. Trainings in product promotion and marketing 33. Economic planning skills enhancement 34. Organizing business missions, exhibitions and fairs 35. Conduct of industry planning and analysis 36. Prepare ICT action plan



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