City Development Strategy Report for Pagadian City 9 Mar 2009

Transcription

1 Cities Alliance Project Output City Development Strategy Report for Pagadian City 9 Mar 2009 City Development Strategies in the Philippines: An Enabling Platform for Good Governance and Improving Service Delivery P This project output was created with Cities Alliance grant funding.

2 City Development Strategies Report 1

3 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, longterm 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 Upscaling Poverty Focused City Development Strategies (CDS2) covered 31 new cities. In 2005, 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 UNDP (Lipa, Cagayan de Oro and Tagbilaran). For more information on CDS, you may visit Contact Mayor : Hon. Samuel S. Co Address : City Hall Complex, 016 Pagadian City Zamboanga del Sur Tel. Nos. : (062) Fax No. : (062) Mobile No. : (0918) URL/Web : CDS 2008 Pagadian City ZAMBOANGA DEL SUR, PHILIPPINES CITY DEVELOPMENT STRATEGIES IN THE PHILIPPINES Chairman : Hon. Samuel S. Co, Mayor Vice Chairman : An Enabling Platform for Good Governance and improving Service Delivery Hon. Estrella D. Arao, City Councilor Members : Engr. Reynita R. Ebal, Asst. CPDC Engr. Rogelio C. Alcasid, Project Evaluation Officer IV Ms. Milagros D. Radaza, Administrative Assistant II Ms. Ma. Theresa C. Balucan, Administrative Aide VI CITY DEVELOPMENT STRATEGIES REPORT

4 Preface Today, after a review and analysis of how we, so far are going in this City Development Strategy (CDS) process, it is only fitting and proper that we first view the pro-active attitude of the Local Government and its staff who manifested a sense of urgency to forge planning tools for sustainable development. It is evident that the tasks before us are daunting. Indeed, we are not only expected to improve or modernize our system to deserve our people s trust in us. We are counted upon to lay down the foundations of genuine government service painstakingly and whole-heartedly. A heart of courage and determined spirit can move gargantuan things. No less than Her Excellency President Gloria Macapagal-Arroyo once said: Even the smallest actions of a determined spirit can bring grace to the entire nation. I hope that we will have your pro-active stance to the City Development Strategy (CDS) from now on, as we vow to provide a community much improved on major aspects of your concerns. Certainly, these improvements would be a lasting contribution to our nation. I am sure that the CDS Training organized by the League of Cities through the support of the Cities Alliance, World Bank, JICA and ADB will help us find solutions to common problems encountered in local governance. We must keep abreast with the changes that are happening around us- wherever public service calls to render. Continuing changes is indispensable to the achievement of our goals. The underlying answer to the objective of CDS is clear: Enhancement of better public service by competent local government. Within these pages, we chart our plans taking due consideration to population, environment and local resources on the efficient allocation and use of the city s resources for optimal growth and development. Knowledge on population and interrelationship of the demographic processes and state of support system especially infrastructure will sustain our planning tools for growth. As Martin Luther King said: My obligation is to do the right thing; the rest is in God s hand. I am obliged to make a CALL TO ACTION for all of us to build a modern city where all social classes have equal access to public service. We will always remember: methods are many, values are few, methods always change, and values never do. Our plans are anchored on a love of humanity, a sense of public service or moral obligation in caring about people we have never met or barely know. In taking these challenges as partner of the CDS process, the city affirms its commitment in enhancing a strategic platform that provides foundations and impetus to development as it works and learns with others of how to bring the social and economic change, we passionately believe are necessary for the realization of the city s vision God bless us all in our present and other initiatives. Hon. Samuel S. Co MAYOR Remember, you may come from comfortable offices and wonderful homes; you may have been raised on or have been exposed to exotic urbanization. But because of common objectives, because of common desires to improve the quality of public service, and the urgency to help our constituents, we shall, in this corner of the nation, overcome our differences and find strength in our similarities. This we must do and do without delay as a matter of national concern. We shall in this part of the region plant the seeds of ideal public service from enlightened local government offices run by open minds that accept continuing changes that are dedicated to a common cause.

5 TABLE OF CONTENTS Page Selected Urban Karte IndicatorS Introduction 1 Situation Analysis Livability 6 Competitiveness 7 Bankability 9 Good Governance 9 Vision and City Brand 10 Strategies 11 Capital Investment Plan 13 PROJECTED NET NEW FINANCING 14

6 Definition of Terms & Acronyms CDS City Development Strategy CLUP Comprehensive Land Use Plan ESWM Plan Environment and Solid Waste Management Plan HHs Households IRA Internal Revenue Allotment LGU Local Government Unit MPA Marine Protection Areas NPC National Power Corporation NGO Non-Government Organizations OTOP One Town, One Product PAIC Provincial Agri-Industrial Center ZAMSURECO I Zamboanga del Sur Electric Cooperative -1 SELECTED URBAN KARTE INDICATORS A1 A2 A11 A7 A15 A17 A18 L1 L11 L14 L30 L41 L45 C18 C29 C32 B3 B4 FP2 - B FP2 - D G2 A B C A B C D A B C D INDICATORS 2000 population Total Population (2005) Population Growth Rate ( ) Administrative Land Area (Km 2 ) 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 trade) What are the City s geographical advantages? Regional/provincial center Accessibility to an airport of international standards Accessibility to a port of international standards Others (please describe) % of HH with access to piped water (level 3) Cohort survival rate for elementary (2005) Cohort survival rate for high school (2005) Infant mortality rate Crime solution efficiency rate Number of HH living in informal settlements Building permits issued within the last 5 years Residential Commercial Agricultural Institutional Unemployment rate (2001 vs. 2005) % population with undergraduate degree % Total Debt Servicing Needs to Total Regular Income % of savings to expenditures (2007) 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) PAGADIAN 142, , % Km 2 78,326 28,041 yes no 84.14% 74.67% 3,650 6% 8.16% 3-5 days

7 SELECTED URBAN KARTE INDICATORS G2 G7 G INDICATORS 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 industries (2001 vs 2005 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 PAGADIAN 3-5 days INTRODUCTION Pagadian City was converted into a chartered city by virtue of Republic Act No. 5478, otherwise known as the Charter of the City of Pagadian on June 21, It is the seat of the regional government and administrative center for Western Mindanao-Region IX as mandated in EO No.429 dated October 12, The city is geographically situated in the northeastern side of the Province of Zamboanga del Sur in the Island of Mindanao and has a total land area of square kilometers that constitute 8.46% of the land area of the Province of Zamboanga del Sur. It has a total population of 142,585 (28,041) households, with an annual growth rate of 2.82% per annum. The city has 54 barangays--13 classified as urban and 41 classified as rural. The city had been declared the regional administrative center for Western Mindanao because of its strategic location among the cities and provinces in the region. Being the capital city, and located in the northeastern side of the province of Zamboanga is advantageous. It is the intersection or the crossroad to eight (8) cities and one (1) capital municipality. 8 City of Pagadian City Development Strategies Report 1

8 A B Luzon C Visayas D A. Zamboanga del Norte B. Misamis Occidental C. Lanao del Norte D. Zamboanga del Sur Dumingag Mahayag Josefina Midsalip Sominot Tambulig Mindanao Bayog Tigbao Lakewood Ramon Magsaysay Tukuran Pagadian City Labuyan San Pablo Dinas Ilana Bay Pagadian City Pagadian City Dimataling Pitogo Tabina 2 City of Pagadian City Development Strategies Report 3

9 Mt. Susong Dalaga View of Pagadian City Alegria Falls Dao-dao Island Taklubo Stage at Plaza Luz Puting Balas 4 City of Pagadian City Development Strategies Report 5

10 Situation Analysis LIVABILITY Pagadian City s average annual growth rate is higher than the national growth rate due mainly to the in-migration of residents from the neighboring areas. People from the rural barangays of the city have also migrated to the urban center because of better economic opportunities. 27% of the population of the city live below the poverty line ---- farmers, fishermen, informal settlers, laborers, government workers, construction workers, among others. Because of the influx of migrants/ settlers to the city, the total number of households (HHs) with no security of tenure grew to 52.67%. Informal settlers living along the road right-of-ways, riverbanks, and along the coastline represent 9% of the total households. The city government plans to reduce the number of informal settlements along the coastal area through its partnerships with non-government organizations (NGOs). A total of 72.80% households in the city have electric power and 93% of the barangays are energized by ZAMSURECO I through the NPC from Iligan City % of households have level 3 water supply services. The city has abundant springs which are utilized as water sources while deep wells are developed in designated areas for additional sources of water for domestic use. In terms of environmental issues, Pagadian City s forest cover is now only 19.37% out of the 34.74% forest area vis-à-vis the fact that the city is part of a watershed area and that its remaining natural resources must be protected and conserved. In addition, the city also faces a geohazard the form of the Moro Gulf faultline which runs along the coastal area and was one of the causes of the August 1976 tsunami. The low-lying coastal areas are also prone to flash floods during heavy downpours that eventually subside when the rain stops. Informal settlements along the riverbanks, coastline/shoreline, and mangrove areas have also degraded and destroyed the urban environment and cutting of trees /kaingin in the rural areas has denuded the mountains and hills and caused soil erosion and flooding. City Government has constructed a controlled dump site, but the garbage collection services cover only 17 barangays and do not yet include segregation at source. There is currently only 1-Barangay Materials Recovery Facility in the city, a Bio-Reactor and Windrow Composting. The city envisions that the approval and strict implementation of the ESWM Plan together with the ordinance for the purpose will solve waste management problems in the city. The health problems of the people in the city include URTI/Bronchitis, Pneumonia, and diarrhea. The city also has very limited number of medical health personnel and resources/facilities and has to respond to the challenges of strengthening and sustaining of its health programs in terms of additional medical personnel, improvement of health facilities and equipment. The City Health Office is confronted by increasing number of children and mentally deranged persons in need of special protection, shelter and care for rehabilitation and/or diversion. Every barangay in the city has a day care center, and pre-school located in the public elementary schools, with private pre-schools in the urban center. In the elementary level, participation rate is 119% and 95.12% in the secondary level. Cohort survival rate is 96.59% for elementary and 74.67% for secondary. Drop-outs are caused by poverty and/ or financial constraints and inaccessibility of schools for those residing in far-flung barangays of the city. Secondary public schools cover clusters of barangays. COMPETITIVENESS Of the total labor force of 57,673, 35% are employed in agriculture/fishery, 10% in manufacturing and 55% in services/wholesale/retail businesses. Agriculture and fishery are the dominant economic activities and ranked foremost sources of livelihood in the city while rice, corn, coconut, root crops, and high value crops are the main agricultural products. Fish and marine products come from the municipal, commercial, and aqua-culture fishing while dried fish of all kinds come from Jolo, Zamboanga and some nearby municipalities. Northern Mindanao, Cebu, and some parts of Mindanao are the market areas of these agri-products while the city itself acts as the trading and commercial center for agricultural products, manufacturing and non-manufacturing services. With the above opportunities, the city commits itself to the cultivation of agricultural land areas so that these too will become productive. It also aims at improving the agricultural skills of farmers and fishermen which 6 City of Pagadian City Development Strategies Report 7

11 should be more environmentally friendly and focuses too on resource management. Other support programs will be implemented in order to improve income and generate livelihood opportunities. There are 6,000 registered business establishment 3% of which are engaged in manufacturing and 97% in non-manufacturing businesses. The city has 17 commercial, cooperative, rural and government banks with 71 private lending shops /financing investors. Telecommunication facilities and connection are available through SMART /GLOBE / SUNCEL/ DSL / PLDT and CRUZTELCO. Secondary airport and seaport are also available as, well as land for development. Pagadian City has a Double A Slaughterhouse, good road network, the availability of the investment incentive code and is identified as the site for the Provincial Agri-Industrial Center (PAIC). On-going Development Programs and Projects for Farm Mechanization, Livestock, Pagadian City Fish Port Project, Construction of the 2-Storey 3-Side Perimeter Commercial Building at the Public Market that expands the existing market buildings at the 2-hectare site, Improvement of the Pagadian-Buug National Highway and the operation of the Provincial Bio-Fertilizer Plant at Barangay Dao that changes farming techniques, are vigorously undertaken to bolster productivity. The city is typhoon free, accessible to the BIMP-EAGA, and seaweeds is its One-Town-One Product (OTOP). While the city prides itself in being dubbed as the regional center of Zamboanga, it still has to develop the regional center site and it looks up to the national government to provide and allocate funds for building construction. To date, regional offices with minimal workforce has already transferred to the city with privileges and benefits given by the City Government. The City s rolling terrain poses difficulties for the vehicles, thereby resulting in traffic congestion in several areas. Road and traffic signage will be installed to enable proper traffic enforcement and orderliness. Likewise parking areas will be designated to reduced traffic congestion in the central business district. BANKABILITY The city is classified as a first class city even if it has 78.14% dependency. The total revenue for CY 2005 was P 341,702, with an IRA of P267,020, This situation prompts the city government to improve and enhance fund utilization in the delivery of basic services and facilities. Development programs and projects are implemented annually and are regularly financed by the city government. Austerity measures are formulated and implemented to reduce expenditures in the usage of maintenance operating and overhead expenditures (MOOE), travel, among others. An integral component of the city s resource mobilization activities are the City s had loan agreements with the Land Bank of the Philippines (LBP), Development Bank of the Philippines (DBP), and Philippine National Bank (PNB) for the implementation and development of major projects - the Pagadian Fish Port Project, the improvement of the public market through the construction of the 2-storey 3-side perimeter commercial building, and the Class AA City Slaughterhouse. The city s rate of savings to expenditures is 8.16% while the debt servicing ratio is 6%. GOVERNANCE The city government has 88.91% permanent regular employees, which means that all vital positions are filled to deliver better services. Personal services over total expenditures is 53.89% which is higher than the allowable threshold. Twenty-Eight (28) selected NGOs are members of the City Development Council out of the 75 accredited NGOs. There are on-going partnerships with NGOs in implementing programs/projects such as school building construction, and housing projects, among others that create strong coordination and participation for development. The city government has conducted medical, dental, optical outreach missions, and mobile services to the different barangays of the city in partnership with some NGOs. The city has installed desk information, suggestion box and/or complaint box, Bulletin Boards, and TV/radio programs for transparency. While the city has good drainage system due to its topography, drainage facilities are insufficient and causes flooding in the low lying urban areas. 8 City of Pagadian City Development Strategies Report 9

12 The main development challenge of the city is to improve urban governance. The City has to improve its organizational structure and the capability building programs in order to meet the demands of growth and development. Capable, well-qualified, responsible, and credible officials and employees are committed to be working with good governance. Management operations need to be improved and enhanced through data-based computer system. Vision 2015 and City Brand Pagadian City, as the regional administrative center of Western Mindanao, shall be the center for commerce, trading and agri- based industry, upholding a sustainable ecosystem, administered by a technologically empowered local government, with peace-loving and culturally-diverse people. The city envisions sustainable growth in commerce and trade among the neighboring provinces, municipalities, in the island of Mindanao. The establishment of agri-based industry will support the increased agricultural production that generates employment, increases income and reduces poverty. Environment will be properly sustained for the welfare of every Pagadianon. The mixture of varied tribes and religions is not hindrance for living in peace, love, and harmony. All of these is governed with a systematic and empowered city government. Pagadian City s mission is to provide its constituents basic and other services that are needed to enhance their dignity as human beings, leading them to the full enjoyment of happiness in a peaceful, friendly, safe and orderly society through innovative, integrated, environmentally and culturally sensitive, and gender responsive programs. City Brand The City s brand name is the Heart of Western Mindanao. With its strategic and geographic location in Region IX, the Province of Zamboanga del Sur, and its neighboring cities, provinces. It is where agricultural products from rice, corn, vegetables, poultry, hogs, fish (fresh and dried), aqua-culture are landed and traded. Strategies 1) Administration of Participatory Governance. Effective, efficient and participatory governance will be administered. Transparency and participatory are processes necessary in the development. Tax collection through updated tax revenue code, revenue enhancement strategies and computerization will be increased to finance development programs and projects. a. Develop and enhance the resource mobilization capacity of the city; b. Institutionalize and upgrade human resource development; c. Computerize local government operations system (i.e. MIS & GIS); d. Seek the support of the National Government to fully develop the regional administrative center and provide an incentive package to effect the regional transfer of government offices and their staff; and e. Full/Strict enforcement of CLUP to deter illegal conversion of agricultural lands by the private landowners 2) Implementation of sound economic and infrastructure development. programs/projects for urban transport, infrastructure and agriculture will be implemented to enable development. a. Develop the 20-hectare Regional Government Center Complex b. Provision of Service Plots for Regional Employees c. Intensify agricultural and fishery development d. Construct and/or improve support infrastructure and facilities for agriculture and commerce e. Integrate transport planning and traffic management into the development planning process 3) Intensification of Social Development. The generation of employment and livelihood opportunities will give better family income and improve the standard of living. Basic social services will be enhanced through community based programs and advocacy. a. Increase the provision of basic social services to the marginalized, persons with special needs and street children; b. Locate and relocate informal settlers; 10 City of Pagadian City Development Strategies Report 11

13 c. Intensify protective services efforts, upgrade and modernize capabilities; d. Advocate mechanism through coordination, integration and participatory approach between the public and private sector 4) Balancing Environmental Protection and Development. There is a need to balance growth and progress with the environment through the protection, reforestation and waste management. a. Protect and rehabilitate the environment and degraded natural resources, and uphold balance ecosystem b. Implement the ESWM Plan PROPOSED PROJECT TITLE 1 Dev t of Regional Complex Site 2 Environmental Management Program 3 City Computerization Progam(MIS/GIS) 4 Agricultural Support Program 5 Urban Transport Development Program Capital Investment Plan ESTIMATED TOTAL PROJECT COST (In Million Pesos) Social Development Program Upgrading/ Improvement of Pagadian City Airport Development of Reclamation/Boulevard Establishment of Pagadian City Commercial Center Human Resource Development and Capacitation TOTAL COST 1, SOURCE OF FINANCING a. Last year s budgetary surplus b. Increase in tax collection/local funds c. Revision of City Revenue Code d. Income from projectsuser charges e. Bank loan f. Bond Flotation g. BOT/Joint Venture h. Grant/subsidy from NG, and others TOTAL COST City of Pagadian City Development Strategies Report 13

14 Projected Net New Financing Projected Operating Revenue 345,315, ,609, ,754, ,416, ,644, ,107, Projected Operating Expenditures 341,654, ,808, ,654, ,468, ,386, ,686, Gross Cash Flow for Operations 3,660, ,801, ,099, ,947, ,257, ,421, Debt Service on Current Obligations Gross Funds - after debt 3,660, ,801,262,25 4,099, ,947, ,257, ,421, Less: Projected Recurring Expenditures 2,000, ,000, ,500, ,500, ,000, ,000, ,660, , ,599, ,447, , ,421, Less: Proposed Capital Expenditures 44,000, ,000, ,000, ,000, ,000, ,000, Net New Financing Needed 42,339, ,198, ,400, ,552, ,742, ,578, NOTES AND ASSUMPTIONS: Debt Service on Current Obligations is included in the Operating Expenditures *** Average Annual Growth Rate (AGGR) for Expenditures 1.06% Therefore Average Income to Expenditures 98.94% Average Annual Growth Rate (AGGR) for Income as Computed 3.85% CY 2005 Actual Revenue 332,513, City of Pagadian City Development Strategies Report 15

15 18 City of Pagadian