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Cities Alliance Project Output

Updated City Development Strategy Report for Iloilo City 9 Mar 2009

City Development Strategies in the Philippines: An Enabling

Platform for Good Governance and Improving Service Delivery

P098173

This project output was created with Cities Alliance grant funding.

City Development Strategies Report | �

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C I T Y D E V E L O P M E N T S T R AT E G I E S R E P O R T

I LO I LO, P H I L I P P I N E S

C I T Y D E V E L O P M E N TS T R AT E G I E S I N

T H E P H I L I P P I N E S

An Enabling Platformfor Good Governance andimproving Ser vice Delivery

Iloilo City

CITY DEVELOPMENT STRATEGIES IN THE PHILIPPINES: AN ENABLING PLATFORM FOR GOOD GOVERNANCE AND IMPROVING SERVICE DELIVERY

The CDS3 Project is a technical assistance grant funded by Cities Alliance and supported by the Asian Development Bank, Japan International Cooperation Agency, UN-Habitat, and the World Bank. The CDS project was developed in response to the need to introduce an integrated, comprehensive, and participatory approach to urban management. Founded on the principles of livability, bankability, competitiveness and good governance, the CDS process guides the cities in the preparation of comprehensive, long-term development strategies, where the city government involves local stakeholders in the entire strategic planning process-assessment, visioning, strategy formulation and project prioritization and capital investment planning-through a series of consultations.

The World Bank implemented the pilot phase in the 1999 with 7 cities. Since then, the League of Cities of the Philippines, carried out 2 succeeding phases, which expanded the program to 58 cities in all. In 2001, the Up-scaling Poverty Focused City Development Strategies (CDS2) covered 31 new cities. In 2006, the project CDS in the Philippines: An Enabling Platform for Good Governance and Improving Service Delivery (CDS3) added 15 new cities to the roster of CDS cities in the Philippines. Under the preparation grant for the City Development and Investment Project, the League also carried out CDS for 5 new cities. As of 2008, 64 of 120 cities have participated in the CDS program, including 3 cities assisted by ADB under the Cities without Slums Project (Caloocan, Quezon and Taguig), and the 3 cities that participated in the Local Environmental Planning and Management Project of the UN Habitat (Lipa, Cagayan de Oro and Tagbilaran).

For more information on CDS, you may visit http:www.cdsea.org

ContactMayor : Hon. Jerry P. TreñasAddress : Iloilo City Hall, Mabini Wing, 3rd Floor Robinsons Mall Mabini St., Iloilo City Tel. Nos. : (033) 3373773; 3370085 Fax No. : (033) 3350689Mobile No : (0917) 7188424Email : [email protected]/web : www.iloilocity.com.ph

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Iloilo CityI LO I LO, P H I L I P P I N E S

C I T Y D E V E LO P M E N TS T R AT E G I E S I N T H E P H I L I P P I N E S

A n Enabling Pla tform for Good Governance and improving Ser vice Deliver y

C I T Y D E V E L O P M E N T S T R AT E G I E S R E P O R T

CDS Core TeamHon. Jerry P. Treñas City Mayor

Mr. Melchor U. TanCity Administrator

Mr. Francis T. Cruz Executive Assistant

Mr. Jose Roni SJ Peñalosa, City Planning and Development Coordinator

Ms. Ma. Cristina V. Octavio, Asst. City Environment and Natural Resources Officer

TABLE OF CONTENTS

PAGE

SELECTED URBAN KARTE INDICATORS

INTRODUCTION 3

SITUATION ANALySIS 8

LIVABILITy 8

COMPETITIVENESS 12

BANKABILITy 13

GOOD GOVERNANCE 13

VISION AND CITy BRAND 15

STRATEGIES 17

PROJECT PROFILES 24


A1

A2

A11

A7

A15

A17

A

B

C

A18

A

B

C

L1

L11

L14

L30

L41

L45

C18

A

B

C

D

C29

C32

B3

B4

Total Population (2000-2007)

Population Growth Rate (2000-2007)

Administrative Land Area (Km2)

Urban Population (projected 2005)

Number of Households (2000)

Estimated Employment by Industry Sector

Primary (agriculture, fishery, forestry)

Secondary (manufacturing, mining, processing)

Tertiary (services, banking, insurance, wholesale/retail

What are the City’s geographical advantages?

Regional/provincial center

Accessibility to an airport of international standards

Accessibility to a port of international standards

% of HH with access to piped water (level 3)

Cohort survival rate for elementary (2006-2007)

Cohort survival rate for high school (2006-2007))

Infant mortality rate

Crime solution efficiency rate

Number of HH living in informal settlements

Building permits issued within the last 5 years

Residential

Commercial

Special

Institutional

Unemployment rate

% population with undergraduate degree

% Total Debt Servicing Needs to Total Regular Income

% of savings to expenditures (2007)

INDICATORS 2000 2007

94,466

99,880

5.73%

12,747.351 Km2

39,437

19,751

149

538

9,979

yes

yes

yes

accessibility to NCR and other provinces

58.30%

99.08%

95.08%

3.48%

86.25%2,067

344

14

37

5.77%

14.19%

10.84%

8.53%

286.37

81.11

366,391 418,710

1.97% 1.86%

70.23 Km2 70.84 Km2

18,234 20,007

72,218 84,946

5,000 5,000

18,000 19,000

107,000 109,000

yes yes

yes yes

yes yes

19.53 24.62

81.12 76.68

65.99 67.47

99.7%

735 586

28 196

1017 52

73 14

� | City of Iloilo City Development Strategies Report | �

INTRODUCTION

Iloilo City, is one of the most accessible cities in the country. Its strategic location of about 283 statute miles from Manila through Antique waters and 337.6 nautical miles through Capiz waters, made it the business and government gateway to the flourishing region of Western Visayas. From Manila, Iloilo City is only 45 minutes by plane and 18 hours by the fastest ship. From Cebu, it is only 25 minutes by plane.

With determination to recapture its crown as the “Queen City of the South,” the City continues to stride towards revitalizing socio-economic growth. The entry of multi-million investments, the rise in real estate development, and the emergence of new industries are concrete manifestation of this economic vision of Iloilo.

The ability to provide a better living condition for its constituents underlies this motivation of Iloilo City to become an economic powerhouse. A population that grew at an average of 1.95 percent over the past decade made Iloilo one of the most populous and densest cities in the Philippines. It is only with rapid growth that the City can provide for employment and livelihood opportunities and basic social services for its constituents.

The City is gearing itself up to become a premier city by 2015, a vision that is nurtured by good governance. The tenets of participation and consultation, and transparent, accountable and ethical public service are being entrenched in the local bureaucracy. This demonstrates to the external and internal stakeholders of Iloilo City the political will to bring about reform in local governance, thereby ensuring that the consequent economic gains will benefit a broader constituency, especially the marginalized.


FP2-B

FP2-D

G2

G2

G7

G11

1

2

3

4

5

6

7

8

9

10

11

Per Capita Allocation to Health Services

Per Capita Allocation to Education Sector

Average Number of days to issue a NEW business license (w/ complete documents)

Average Number of days to RENEW business license (w/ complete documents)

% of local revenue/total revenue

Frequency of meetings of the Local Development Council (LDC)

ADDITIONAL DATA (from the survey)

Poverty Incidence

Performance of elementary children in NAT

Performance of high school children in NAT

Percentage of participation of Local Special Bodies (LSBs) in public hearings conducted

Presence of ELA (if yes, proceed to questions 6 and 7; if no, proceed to question 8)

Percentage of Projects implemented from ELA derived from CLUP

Percentage of Projects implemented from AIP derived from ELA

No. of registered small and medium industires(2001 vs. latest for all types)

Number of barangays practicing segregation at source and served by an MRF

Percent of waste generated diverted from disposal

Presence of sanitary landfill

94,466

99,880

5.73%

12,747.351 Km2

39,437

19,751

149

538

9,979

yes

yes

yes

accessibility to NCR and other provinces

58.30%

99.08%

25 mins

44.82%

2 yrs. 2 yrs.

INDICATORS 2000 2007


Mindanao

Visayas

Luzon

Visayan Sea

Iloilo City

A. AntiqueB. IloiloC. CapizD. Aklan

A

B

Iloilo City

Iloilo City

Pototan

ConceptionSan Dionisio

Oton

SaraSan Rafael

Bingawan

D C

San joaquin

TigbauanGuimbal

Miagao

Dumangas

Leganes

Anilao

BanateBarotac Viejo

BatadEstancia

Guinticgan

CalinogLambunao

Passi

Dueñas

Igbaras

Tubungan

CabatuanMaasin

JaniuayBadlangan

Zarraga


ROAD NETWORK IMPROVEMENTFLOOD CONTROL PROJECT

PAROLA PORT REDEVELOPMENT PLAN

DRAINAGE IMPROVEMENT

RELOCATIONS SITE ALLEY

DEVELOPMENT OF RESETTLEMENT SITES


The increasing population in the city brought about by in-migration from the neighboring provinces and municipalities have now contributed to a fast–paced urbanization that has adversely affected the environmental quality of the 7,023 sq. km. metropolis.

Rivers and waterbodies now show signs of degradation with its pollution loads and silt from agricultural run-offs from the neighboring rice-fields and headwaters up north, resulting in occasional fishkills in these waterbodies. Decreasing fishstocks are also seen as a result of polluted coastal waters that are caused by a high coliform count in the squatter colonies along the city shorelines. Contamination and saltwater intrusion has also adversely affected the city’s groundwater resources. The World Bank’s Environment Monitor has recently identified the city as one of the country’s saltwater intrusion hotspots.

Due to the recent typhoons and extended rainfalls both in the city and at its watershed in Maasin, the city was once again inundated and flooded. Its constricted rivers, creeks and waterways could hardly cope with the huge volumes of waters that surged and meandered across the city and onwards to the river mouths and the sea. The city’s old and small diameter drainage pipes did not do well in alleviating the flood waters at the city’s low-lying areas.

About 300 tons of garbage are being generated in the city every day and the average citizen is estimated to be generating a per capita waste generation of .642 kgs. per day. The present generation rates are still increasing in proportion with the increased consumption patterns and complex lifestyles of the city’s residents and daytime population.

Despite these difficulties and the high investment costs needed to address these, the city has now complied with the Ecological Solid Waste Management Act ( RA 9003). The Act requires the city to convert its open dump into a controlled dump and eventually into a Sanitary Landfill by January 2006. It also required the establishment of Material Recovery Facilities (MRF) at various barangays in the city for the required 25% waste diversion within a five-year period. Waste segregation at the barangay level is the Act’s other requirement and the city is now strengthening its Information, Education and Communication (IEC) Program to help encourage households to reduce, reuse and recycle wastes.

SITUATION ANALYSIS

Situational analysis has traditionally been undertaken through a sectoral approach. Sectors are categorized in accordance with the parameters adopted for national development planning set by the National Economic and Development Authority. The condition and performance are therefore described in terms of economic, social, environmental, and governance sectors. The same categorization has been applied to the formulation of the Comprehensive Land Use Plan.

In this report, the framework of analysis deviates from the traditional approach. The difference lies on the focus given to desired attributes livability, competitiveness, bankability, and governance. This is not to say that it totally deviates from the sectoral perspective, since sectors still constitute the unit of analysis. This approach at analyzing the city’s situation is advocated by the Cities Alliance, a global network of cities and urban governance practitioners through the City Development Strategy (CDS). CDS is an innovative tool that permits better assessment of the City’s needs and is more attuned to the local government practices.

Livability

The City of Iloilo has never been remiss in the delivery of the basic needs of its constituents. In fact, the City recently awarded a resettlement area spanning a total of 721,344 square meters to 6,401 beneficiaries on onsite, offsite areas and those affected by the Iloilo Flood Control Project.

In terms of health services, the total number of beds rose from 1,569 in 2003 to 1,677 in 2007. Iloilo City is currently recognized as the center of education for Western Visayas. The reference is attributed to the numerous schools in the City with 78 elementary, 42 secondary, and 79 tertiary including technical/vocational schools. Students coming from as far as Luzon and Mindanao enroll in local colleges and universities every year. The number of policemen increased by 7.9 percent over the last five years, while the number of police stations and fire protection services remains the same. For 2007, Iloilo City’s crime solution efficiency is 99.70%.

Iloilo is surrounded by a long coastline and is traversed by three major rivers. In accordance with the categories set by the Department of Environment and Natural Resources Department Administrative Order No. 34, the upstream to the midstream of these rivers (Class A) provide the main source of water supply.

�0 | City of Iloilo City Development Strategies Report | ��

Solid waste clogging the drainage systems and tertiary facilities also compound the flooding situation.

• Worsening traffic congestion in the city during rush hours

• Presence of dilapidated old buildings and structures that are a threat to public safety

• Inadequacy of potable water supply for about 30,000 urban poor households in the city, comprising 37 percent of total number of households.

Strengths and Opportunities

• High skilled and trainable human resources

• Center of education in Western Visayan

• Political and institutional center in Western Visayas

• Continued existence of partnership programs for flood control, air, and water quality monitoring, watershed management, waste water treatment design planning and river management.

Competitiveness

Services, commerce and trade remain as the main focus of Iloilo City’s economic activities, being the regional center in Western Visayas. Iloilo City’s economy is dominated by business involved in trade and services with wholesale and retail, averaging 50 percent of City’s total businesses for the past years. This trend is expected to be sustained, with the proportionate increase in the service sector.

As a major urban center, the City is a convergence point of a wide variety of people from all cultural backgrounds. Iloilo City has a rich arts and cultural heritage and natural attractions that have helped to increase tourist arrivals in the last five years.

Development Issues and Concerns

• Slow business permit registration and renewal due to manual systems and red tape

• Delayed mobility of goods and services due to bad road and traffic conditions

• Mismatch between the employable qualifications of the urban poor and available job opportunities

To date, the city has already converted its open dump into a controlled dump and is set at establishing its sanitary landfill by 2010. It has already established a central MRF and some 25 barangay-based MRFs.


Social Services

• Prevalence of malnutrition among urban poor children, with 527 and 3,462 estimated to be severely and moderately underweight among preschool children, respectively

• Inadequacy of health service facilities, supplies and equipment to cope with increasing clientele needs

• Low completion and graduation rates especially among public high school students at 47.51 percent and 77.84 percent respectively.

• Prevalence of diseases that could have been prevented through immunization

• Inadequacy of relocation sites for urban poor relocatees from government project sites, environmental hazard zones and court-ordered relocations. As of 2006, it is estimated that 13,157 urban poor households are in need of secure tenure.

• Increasing housing backlogs due to migration which grows at an annual rate of 1.8 percent and which is projected to be around 13,882 units by 2010

• Increasing informal settlement and slum areas especially along the city’s southern coastlines

Environmental Management

• As of 2006, around 5,272 households living in slum and unsanitary conditions are living along the Guimaras Strait coastline and the Batiano River numbering

• Poor water quality of City’s southern coastal waters, estuaries and creeks that does not meet the DENR standards

• Flooding and inundation caused by the combining topographical factors and obsolete drainage facilities. Iloilo City is the natural catchment of the Tigum-Aganan River, which makes it vulnerable to perennial flooding. Moreover, the drainage facilities do not meet the requirements of a large urban area and the projected flooding cycles.

�� | City of Iloilo City Development Strategies Report | ��

• Inadequacy of infrastructure for the complex commercial, trading and industrial activities


• Booming industries

• Center for commerce and trade in Western Visayas

• Take off point for tourist

• Presence of Tax Incentives Ordinance

• Proximity to the Iloilo International Airport

• Membership in the Metro Iloilo Guimaras Economic Development Council (MIGEDC)

Weaknesses

• High cost of power and water

• Inadequate power supply

• High acquisition and rental cost of urban land and commercial spaces

Bankability

Iloilo City earned a total of Php648 million in 2003 and Php889 million in Cy 2007 with a growth average rate of 1.92 percent. The main sources of revenue are taxes on goods and services, comprising 18.63 percent of the total revenue income. This is followed by real property taxes at 15.90 percent and the income from public enterprise at 3.58 percent. Taxes and charges are imposed on specific services that the City delivers. The share of the Internal Revenue Allotment (IRA) has been reduced from 51 percent in 2001 to 44 percent in 2007.

On the other hand, expenditures increased by 20.11 percent from the period 2006 to 2007. For the last three years, expenditures represent 90.05 percent of the total income of the City.


• Untapped financial resources and credit facilities offered by local commercial banks to business and commercial establishments

• Unconscionable rates of interest in banks and financial institutions

• Negative attitude/outlooks among the residents towards tax responsibilities


• Steadily increasing income of the City

• Financial soundness

• Financial, commercial center for Western Visayas

• Visayas has been identified as the tourism belt in the Super Region Economic Development Strategy of President Arroyo

GOOD GOVERNANCE

The City is focused on urban governance which targets the creation of an environment where the civil society, private sector and the government can work harmoniously for the realization of the City’s vision.

Good governance promotes greater transparency and accountability among government officials through values orientation and adoption of harmonized plans and investments. It facilitates the adoption of strategic and harmonized work approaches and processes, which informed the formulation of the MIGEDC Roadmap 2015.

It also calls for the strengthening and broadening of alliances among the public and private sectors and the implementation of existing laws, policies and ordinances under a transparent system of incentives and rewards. Out of 50 non-government organizations in the City, 35 have been duly accredited by the legislative body. Many of them sit as members of the City Development Council, which in turn, meet twice a year.

Aside from the regular meetings of the CDC, and other Task Forces created whose membership are mostly NGOs , other mechanisms such as the city’s regular newsletter, Kauswagan ,regular TV and radio programs , anytime and anyone can text the mayor for its feedback and report.

The personnel profile of the city consists of 1,593 permanent employees , 16 elective officials , 8 co-terminus, and 302 casual employees. 15 permanent employees have masteral degrees.



• Need to improve client relations skills and attitudes among City Government frontline staff

• Inadequacy of computerized business transaction/work systems to cope with increasing clientele demands at the City Hall

• Weak harmonization and coordination in the implementation of some sectoral plans and projects

• Sub-optimal utilization of scarce resources that will support a more aggressive campaign for premiership by 2015

• Inadequacy in the quality and quantity of basic service delivery due to limited logistics and resources

• Weak implementation of plans and enforcement of policies, ordinances and issuances

• Absence of concrete plans and programs for sidewalk vendors and other similar marginalized groups

• Limited revenue from investments of relocation sites

• Inadequacy of good governance capabilities among barangay captains and officials which result in poor compliance to mandated barangay service delivery systems and good governance practices, e.g., transparent participatory planning

• Inadequacy of in-house facilities and equipment for protective and emergency response

Opportunities and Strengths

• Availability of affordable Geographic Information System and other computer aided urban/regional planning and growth management technologies and tools

• Existence of the MIGEDC

• Strong and active participation of national government agencies (NGAs) and private sector groups in the development concerns of the City

Ongoing implementation of many projects carried out through official development assistance and other grant providers such as MIGEDC Tourism Strategy, Urban Integrated Infrastructure Plan Private Sector-Initiated Housing Project , Heritage Conservation Master Plan, Iloilo City Ten-year

Solid Waste Management Plan Implementation, Calajunan Dumpsite Conversion (from controlled dumping to sanitary landfilling), Waste Reduction Program, Flood Control and Drainage Improvement Project, Clean Development Mechanism Program and other Carbon Crediting Initiatives, Wastewater Treatment Program, Iloilo River Development Project, Ateneo/WVSU scholarship program, MIS/GIS Program, Business Permit Streamlining Project, Construction of a New Slaughterhouse with Wastewater Treatment Plant, MIGEDC Roadmap 2010 Implementation

VISION AND CITY BRAND

In the early part of 2006, Iloilo City convened a multi-sectoral consultative body composed of representatives from the national government, barangays, civic groups, business, academe, church, youth, professionals and peoples’ organizations. The purpose of the consultation was to formulate a new vision for the City as it strives to become vibrant, competitive and prosperous. This was followed by a series of consultations (i.e., focused group discussions, analysis of the Strength, Weaknesses, Opportunities and Threats, and other methods) to be able to identify the challenges that face the City and the appropriate measures to be established.

The vision that was articulated from this exercise is now enshrined in City Resolution No. 2006-453 signed on 5 April 2006. It also replaced effectively the Comprehensive Land Use Plan set for 1998-2010 horizon.

Iloilo City is now aiming to be a Premier City by 2015. The underlying elements of this vision are enunciated below:

• A leader in the practice of participatory governance that will speed up and sustain growth and development, in order to open up more and better opportunities for all;

• Constant upgrading in the standards of education, ethics and transparency in government;

• Sustained expansion and improvements in infrastructure, to eventually secure a dynamic, safe, peaceful and healthy environment conducive to learning, sports and eco-cultural tourism; and

• Full dedication to the preservation and further enrichment of the city’s cultural heritage amidst modernization and growth


The vision is supported by the local leadership which listed the following development targets for the city:

1. Livable and prosperous City

2. Adequate housing and human settlements

3. Center for the arts, culture and sports

4. Assurance of equal opportunities

5. Establishment of a convention and tourism center

6. Establishment of an inter-modal transport system

7. Transformation into a financial center

8. Progressive mass communication industry

9. Adoption of an efficient and dynamic public governance system

10. Center for advanced knowledge and learning

11. Healthy and productive population

12. Hub for major export manufacturing activities

In the formulation of this vision, it has been established and acknowledged that the City alone would not be able to single-handedly carry out the agreed programs and projects. Through the collaboration with other local governments that comprise the MIGEDC, the City would be able to leverage its resources in order to achieve better impacts. These partners are the Province of Guimaras and the Municipalities of Pavia, Oton, Leganes, San Miguel and Sta. Barbara.

This voluntary agglomeration among the local governments was commended no less than by the President who institutionalized the set up through Executive Order 559 signed on 28 August 2006. Iloilo City’s development efforts will now take on a concerted planning and management approach focused on the following eight areas of collaboration:

1. Tourism development

2. Environmental management

3. Infrastructure development

4. Public safety and security

5. Basic services

6. Land use planning and management

7. Trade and investment promotions

8. Special projects

STRATEGIES

In order to help realize the City’s vision and the updated Iloilo City Comprehensive Land Use Plan, the three-year City Development Agenda 2010 seeks to achieve the following sectoral goals, which are anchored on the localized Millennium Development Goals:

1. Economic Development through private sector involvement

• establish the city as a financial, convention, and tourism center

• further expand tourism potentials with focus on festivals, culture, etc.

• establish an inter-modal transport system and improve infrastructure and utilities

• establish a progressive mass communications industry

• make the city the hub for major export manufacturing activities

• promote investment through private sector support

• generate employment from information communications technology, commerce and trade

• improve incomes and productivity through enterprise development, skills enhancement, etc.

• real estate development and urban redevelopment planning through GIS

2. Social Development with focus on health, education, housing and poverty reduction

a. MDG No. 1: Eradicate extreme poverty and hunger

• bring down the proportion of urban poor households without security of tenure from 12 percent to 6 percent by 2015

• bring down the proportion of underweight children under five years old from 6.46 percent in 2007 to about 5 percent in 2010 and 3 percent by 2015


b. MDG No. 2: Achieve universal primary education (still for validation among stakeholders)

• increase the participation rate of 6-11 year old children from 90 percent in 2005 to 99 percent by 2015

• increase the cohort survival rate of primary school children from 71 percent in 2005 to 99 percent by 2015

• increase the simple literacy rate of 6-11 year old children form 90 percent to 99 percent by 2015

c. MDG No. 3: Promote gender equality (still for validation among stakeholders)

• increase proportion of women enrolled at all levels of education from 49 percent in 2005 to 50 percent by 2015

d. MDG No. 4: Reduce child mortality

• reduce infant mortality rate of 12 per 1,000 livebirths in 2005 to 4 per 1,000 livebirths by 2010

• reduce mortality rate among children under five years old from 30 per 1,000 livebirths in 2005 to 10 per 1,000 livebirths by 2010

e. MDG No. 5: Improve maternal health

• reduce maternal mortality rate from 100 per 100,000 in 2005 to 25 per 100,000 by 2015

• increase the proportion of married couples, who have been married for not more than three years, availing of the City’s reproductive health services from 70 percent in 2005 to 95 percent by 2015

f. MDG No. 6: Combat HIV/AIDS, malaria and other diseases

• maintain the low incidence of HIV/Ab seropositive cases at one percent until 2010

• reduce the malaria morbidity rate from 18 cases per 100,000 in 2005 to zero case per 100,000 by 2010

• reduce malaria mortality rate from three cases per 100,000 in 2005 to zero case per 100,000 by 2010

• reduce TB morbidity rate from 23 cases per 100,000 in 2005 to zero case per 100,000 by 2010

• reduce TB mortality rate from three cases per 100,000 in 2005 to zero case per 100,000 by 2015

• reduce Dengue morbidity rate to zero case per 100,000 by 2010

• reduce Dengue mortality rate from to zero case per 100,000 by 2010

g. MDG No. 7: Ensure environmental sustainability

• increase the proportion of urban poor families with security of tenure from 51 percent in 2006 to 76 percent by 2010

• improve the proportion of urban poor families all of whose school age children are in school and no member of the household is malnourished or has experienced illness from 75 percent in 2005 to 99 percent by 2010

• improve the number of informal/slum settlements with upgraded community facilities and which are within easy access to recreational, economic, educational religious/faith-based and socio-cultural activities by 60 percent by 2010

• increase the proportion of urban poor families with security of tenure from 51 percent in 2006 to 60 percent by 2010

h. provide adequate housing and human settlements and improve shelter planning for urban poor relocation site acquisition and development

i. make the city the center for arts, culture and sports

j. make the city the center for advanced knowledge and learning

k. sustain a healthy and productive population

l. provide equal opportunities for all citizens

m. improve health and nutrition programs with increased logistics

n. enhance micro-lending and other livelihood assistance programs

o. formulate and implement a city-wide sports program

p. expand social welfare programs for streetchildren, women, disabled and other marginalized groups

q. reduce the impacts of natural hazards through effective disaster management and sustain disaster relief programs through private sector support

�0 | City of Iloilo City Development Strategies Report | ��

3. Environmental Management with focus on rehabilitation and protection measures

a. MDG No. 7: Ensure environmental sustainability

• increase the percentage of barangays serviced by the city’s collection system from 80 percent in 2005 to 99 percent by 2010

• improve the average of water quality rating by the Department of Environment and Natural Resources and Bureau of Fisheries and Aquatic Resources of the Iloilo River and the city’s coastline by 10 percent by 2015

• improve the city’s average ambient air quality rating by 20 percent by 2015

• increase the proportion of urban poor households with access to Levels II and III connections from 60 percent in 2005 to 80 percent by 2015

b. make the city more livable, through varied environmental programs such improved solid waste management system and citywide environmental sanitation, urban greening in partnership with the private sector, mangrove reforestation, Iloilo River Development,

c. promote measures that conserve energy

d. put in place other air and water quality management protocols and projects, including flood control, anti-smoke belching, sludge management, etc.

4. Good Governance through improved work structures, plans and policies

a. MDG No. 8: Develop a global partnership for development

• improve the proportion of revenue from firms whose half of production is exported

• increase the proportion of patients served by the city health office from 10 percent in 2005 to 12 percent by 2010

b. sustain an efficient and dynamic public governance system, through synchronized planning, budgeting and investment programming, strict enforcement and implementation of harmonized plans, computerization for streamlined business permitting system and other processes

c. improve revenue generation and collection

d. strengthen linkage/network with ODAs, NGAs, NGOs/Pos and civil society partners and urban and regional planning and growth management through the RDC and MIGEDC

Table 1 below summarizes the results of the strengths, weaknesses, opportunities and

Table 1 SWOT MatrixStrengths

1. The Mayor as an urban development champion and an effective and efficient leader

2. Dynamic and supportive city department heads

3. In-house plans, programs and policies for sustainable city development and growth

4. Improving bureaucratic reforms and improved work systems for service delivery and good governance

5. Harmonious relationship between executive and legislative branches

6. Strong vertical and horizontal linkages and networks with the Office of the President, NGAs, civil society organizations (business, academe, private, non-government organizations and peoples’ organizations, religious, etc.), official development assistance and other development work partners

7. Current investments on human resource development programs

Weaknesses

1. Limited local incomes and revenues to use for service delivery

2. Bureaucratic red tape that delay business permitting and other transactions

3. High dependency on IRA

4. Increased work obligations and targets set by recent laws, issuances and policies

5. Limited number of city work force for basic service delivery and governance functions

6 .Poor coordination of work distributed to various departments, task forces, council, committees, etc.

7. Limited technical competence and capacities for some


8. Existence of basic city facilities and amenities (internet access, tourism establishments, health/wellness centers, inter-modal transport, etc.)

9. Low crime rate

10. High business and investment sector confidence on the city leadership

11. Presence of development-oriented private individuals and volunteer groups who are aware of the city’s economic potential and who are willing and able to work in partnership with the city

SO Strategies

1. Implementation/enforcement of existing plans and policies in partnership with the private sector, NGAs, and the Regional Development Council

2. Availment of official

development assistance through the Mayor as champion

urban renewal work such as flood control and drainage planning, transport planning, wastewater treatment, etc.

8. Poor and deteriorating infrastructure and urban amenities

9. Occasional brownouts/blackouts

10. High cost of water and power

11. Prevalence of negative

attitudes (bahala na, fence sitting, walang pakialam, etc.)

12. Prevalence of city development issues on health, housing, poverty, etc.

WO Strategies

1. Augmentation of limited financial and resources for service delivery through development assistance windows of the private sector, NGAs, and MIGEDC

3. Availability of ODA windows for urban development

4. Membership in the MIGEDC which now enjoys a certain recognition among the international development assistance community

5. Current focus on the Visayas as the Tourism Belt in the PGMA’s Super Region Economic Development Strategy

Threats

1. Mounting pressure on the national leadership that may impact on local governance systems

2. Unforeseen man-made threats like war, terrorism, or such political sanctions like embargo

3. Health threats (bird flu, SARS, etc.), climate change and other global environ mental or public health threats and risks

3. Adoption of MIGEDC’s regional perspective in regional planning and growth management through a strong city executive-legislative cooperation

4. Optimization of the city’s vertical and horizontal linkages in pursuit of PGMA’s Super Region Economic Development Strategy with Tourism as a focus

ST Strategies

1. Optimization of the city’s vertical and horizontal linkages and networks for the improvement of its infrastructure

2. Anticipating unforeseen man-made threats, health threats and environmental threats through a pro-active executive-legislative work cooperation

3. Resolving key issues on poverty, housing, traffic, power, water through the strict implementation of existing plans and policies

4. Eradicate if not significantly reduce the negative attitude of the constituents through advocacies led by the Champion Mayor

WT Strategies

1. Improvement of coordination among departments, task forces and other work committees for the solution of current city issues and problems

Opportunities

1. NGAs which are supportive to the city’s development programs

2. Existence of a functional Regional Development Council


PROJECT TITLE ESTIMATED PROPOSED LEVEL OF PROJECT STATUS COST (PhP) FUNDING PRIORITy (among (project concept, SOURCE top 10 projects) pre FS, FS on going)

1. New City Hall Building

2. Urban Drainage

3. Sanitary Landfill

4. Expansion of District Health Centers

5. School Building

6. Maintenance of Govt. Buildings / Struc-tures

7. Maintenance of Roads & Bridges

8. Wastewater Treat-ment Plant

9. Implementation of Iloilo River Devel-opment Plan

10. Sites Development

11. City Road Expansion & Improvement

12. Street lighting

13. Establishment / Rehabilitation of traffic Lights

14. Rehabilitations of Public Plazas

PhP 500 M

PhP 500 M

PhP 500 M

PhP 25 M

PhP 30 M

PhP 15 M

PhP 26 M

PhP 50 M

PhP 200 M

PhP 100 M

PhP 100 M

PhP 15 M

PhP 6 M

PhP 12 M

Project Concept,Detailed Engineering Design, Awarded to Arch Coscuella and associates

FS ongoing

On- going negotiation with funding agency and government bank

Included in the 2008-2209 Annual Investment Plan

Project Concept

Included in the 2008-20009 Annual Invest-ment Plan

Included in the 2008-2009 Annual Investment Plan

Project Concept

On-going

On-going

On going

On going

On-going

On-going

LGU Funds,Loan

LGU Funds,Loan

Loan

LGU Funds

LGU Funds

LGU Funds

LGU Funds

LGU Funds, Donor Institution

LGU Funds, Donor Institution, Private Sector

LGU Funds

LGU Funds

LGU Funds

LGU Funds, Donor institution, Private Sector

LGU Funds, Donor Institution

Among top five (5)

Among top five (5)

Among top five (5)

Among top five (5)

Among top five (5)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

Among top five (10)

PRIORITY PROGRAMS AND PROjECTS

With the Urban Karte as baseline, the city’s project priorities were identified through a process spearheaded by the Iloilo City CDS Team. The Capital Investment Programming conducted in 2006 led to the identification of the following priorities:

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