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CITY STRATEGY & GOVERNANCE The Naga City Model. Outline The Setting Governance Model Illustrative Examples Growth Programs Equity-Building Programs Participatory Mechanisms Insights. THE SETTING. What Naga is Not. - PowerPoint PPT Presentation
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CITY STRATEGY & GOVERNANCECITY STRATEGY & GOVERNANCEThe Naga City ModelThe Naga City Model
Outline
• The Setting
• Governance Model
• Illustrative Examples
• Growth Programs
• Equity-Building Programs
• Participatory Mechanisms
• Insights
What Naga is NotWhat Naga is Not
NOT A BIG CITY. Of the 114 Philippine cities, 63rd in terms of land area and 53rd in terms of population
NOT A PORT CITY. Landlocked; no access to the sea and, therefore, at a disadvantage compared to Manila, Cebu, Davao, Iloilo and General Santos
NOT CENTRALLY-LOCATED. Approximately 450 kilometers from both Manila and Cebu; not even Bicol’s regional government center
THE SETTINGTHE SETTING
What Naga IsWhat Naga Is
RECOGNIZED CENTER OF LOCAL INNOVATIONS. More than 40 national and international recognition– including the 1998 Dubai International Award for having one of the Top 10 Best Practices worldwide.
LIVABLE CITY. Says Interface, the newsmagazine of the League of Cities.
STRONG NON-GOVERNMENT SECTOR. In the form of civic, business and people’s organizations. More than 100 are accredited with the city.
TOOK ADVANTAGE OF LOCAL AUTONOMY. The state policy to promote local autonomy has helped Naga mainly because it has helped itself, crafting innovations that even antedate the Local Government Code.
THE SETTINGTHE SETTING
But this did not happen overnight…But this did not happen overnight…
THE SETTINGTHE SETTING
Naga in 1988 – Development ChallengesNaga in 1988 – Development Challenges
despite a tradition of being the center of trade and commerce, local economy was sluggish and stagnating due to years of neglect reduced from a first- to a third-class city low business sector confidence with the number of firms plateauing at 2,000; the Central Business District (CBD) was overcrowded and remained unchanged for more than four decades basic services had been deteriorating resources required to address problems were not forthcoming crime was on the rise; smut films and lewd shows proliferated; illegal gambling was rampant homeless urban poor population was growing
Naga’s Answer: Naga’s Answer: Good Urban GovernanceGood Urban Governance
NAGA GOVERNANCE MODELNAGA GOVERNANCE MODEL
Progressive development perspective - based on “growth with equity” as a core philosophy
Functional partnerships - vehicles that enable the city to tap community resources for priority undertakings
Participation - mechanisms that generate stakeholder-ship and ownership over local undertakings
Participation
Progressiveperspective
Partnerships
Good urban governance
NAGA GOVERNANCE MODELNAGA GOVERNANCE MODEL
Progressive Development PerspectiveProgressive Development Perspective
a function of the local leadership
In the case of Naga, given its problems in 1988, had to involve:
confidence-building measures
sharing with the community a vision for the city
leadership by example
NAGA GOVERNANCE MODELNAGA GOVERNANCE MODEL
CORE PHILOSOPHY: “GROWTH WITH EQUITY”GROWTH WITH EQUITY”
Shows an enlightened perception of the poor. It seeks to:
Promote economic development
(growth)
Sustain the implementation of pro-poor projects (equity-building)
NAGA GOVERNANCE MODELNAGA GOVERNANCE MODEL
Functional PartnershipsFunctional Partnerships
Multiplies the local government’s capacity and enables it to overcome resource constraints
May be:
for growth or equity-building strategies
with community groups or individuals
government-initiated or private-led
NAGA GOVERNANCE MODEL NAGA GOVERNANCE MODEL
People ParticipationPeople Participation
Borne out of the belief that the extent of the city government’s success is contingent on how people respond to its initiatives
Mechanisms to ensure the inclusion of individuals and the community in decision-making
Mainstreams and engages people in governance
Promotes long-term sustainability by generating broad-based ownership of initiatives
Promotes the partner-beneficiary concept
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Urban Transport & Traffic Management Plan
a growth strategy for expanding the CBD only through the relocation of transport terminals outside the CBD
expanded the commercial area by a third of its original size
Satellite/District Markets development dispersed to areas outside the CBD bv encouraging the development of privately- owned district markets (5 currently inoperation)
Partnerships in Growth ProgramsPartnerships in Growth Programs
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Panganiban Upgrading & Beautification created a new business corridor at a main thoroughfare leading to the CBD (formerly a swampy one-kilometer eyesore)
Central Business District-II a 27-hectare distinct commercial area developed by the private sector
has resulted in a 100% expansion of the commercial district, and stabilized commercial
land prices
Partnerships in Growth ProgramsPartnerships in Growth Programs
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Naga Southwest Development multi-billion property development covering approximately
90 hectares another private-led partnership involving one of the country’s leading property development conglomerates will be the area for first-class commercial and residential
development
Partnerships in Growth ProgramsPartnerships in Growth Programs
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Partnerships in Equity-Building ProgramsPartnerships in Equity-Building Programs
Urban Poor Program (Kaantabay sa Kauswagan) – with urban poor organizations, landowners and private developers;
already covers 6,940 households
Livelihood – provides livelihood assistance to the urban poor
and other micro entrepreneurs
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Partnerships in Equity-Building ProgramsPartnerships in Equity-Building Programs
Health, Nutrition and Emergency Assistance – brought down the number of malnourished children to 5.3% of the pre-school population; institutionalized Emergency Rescue Naga with various community groups
Education – schools for early education and development, specialized high schools
ILLUSTRATIVE EXAMPLESILLUSTRATIVE EXAMPLES
Participatory MechanismsParticipatory Mechanisms
Naga City People’s Council – institutionalized the concept of NGO participation in governance
Other Local Special Bodies – participation by specific sectors in various policy-making bodies (City Development Council, Housing Board, Livelihood Management Council, Investment Board)
I-Governance Program – seeks to involve the individual Nagueño in governance through more avenues for information openness and transparency
INSIGHTSINSIGHTS
Why Partnerships?Why Partnerships?
They can take place between and among the various levels of government (national, regional, local); between government
and the business and NGO-PO community; and between government and private individuals or entities
They can be government-led or private-led (with the government providing the environment for partnerships) They enable LGUs to marshal untapped resources of the local
community for local development initiatives They allow involved parties to attain mutually-beneficial
objectives even with minimum individual resources They multiply the LGU’s internal capability, opening doors to
opportunities that are otherwise beyond its resources to pursue
INSIGHTSINSIGHTS
Operating Principles of PartnershipsOperating Principles of Partnerships
Role definition – setting of rules of engagement minimizes potential conflicts
Resource complementation – “the whole is greater than the sum of its parts”
Specialization – moving towards one’s core competencies
INSIGHTSINSIGHTS
Why Participation?Why Participation?
Participatory mechanisms promotes accountability and transparency which lead to further innovations
They can lead to more partnerships
They are effective strategies for encouraging and increasing stakeholders support for local development programs,
projects and activities
INSIGHTSINSIGHTS
Partnerships and ParticipationPartnerships and Participation
both are key components of Naga’s governance model
however, at the operational and practical level, partnerships work best among organized groups and institutions
this can exclude individuals and the community at large from the governance process
partnerships must be complemented by mechanisms that promote stronger participation at the level of individual
citizens
this is addressed by the city’s current initiatives such as I-Governance
Naga City: Naga City: An Maogmang LugarAn Maogmang Lugar
among the country’s fastest-growing economies with an annual growth rate of 6.5%-- a big jump over 1988
A lower unemployment rate of 5.2% compared to the national
A per capita gross product which is 115% higher than the national average; a family income that is comparable to other highly-urbanized areas, 126% higher than the average family in Bicol, and 42% higher than the national average
A lower poverty incidence of 29% compared to the region’s more than 50%
All a result of a concerted community effort…
- end of presentation -