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CITY STRATEGY & GOVERNANCE The Naga City Model

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.

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CITY STRATEGY & GOVERNANCE The Naga City Model

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  1. CITY STRATEGY & GOVERNANCE The Naga City Model • Outline • The Setting • Governance Model • Illustrative Examples • Growth Programs • Equity-Building Programs • Participatory Mechanisms • Insights

  2. THE SETTING What Naga is Not NOT CENTRALLY-LOCATED.Approximately 450 kilometers from both Manila and Cebu; not even Bicol’s regional government center 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 A BIG CITY.Of the 114 Philippine cities, 63rd in terms of land area and 53rd in terms of population

  3. THE SETTING What 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. But this did not happen overnight…

  4. THE SETTING Naga 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: Good Urban Governance

  5. NAGA 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 Progressive perspective Good urban governance Participation Partnerships

  6. NAGA GOVERNANCE MODEL Progressive 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

  7. NAGA GOVERNANCE MODEL CORE PHILOSOPHY: “GROWTH WITH EQUITY” Shows an enlightened perception of the poor. It seeks to: Sustain the implementation of pro-poor projects (equity-building) Promote economic development (growth)

  8. NAGA GOVERNANCE MODEL Functional 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

  9. NAGA GOVERNANCE MODEL People 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

  10. ILLUSTRATIVE EXAMPLES Partnerships in Growth Programs 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 in operation)

  11. ILLUSTRATIVE EXAMPLES Partnerships in Growth Programs 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

  12. ILLUSTRATIVE EXAMPLES Partnerships in Growth Programs 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

  13. ILLUSTRATIVE EXAMPLES Partnerships 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

  14. ILLUSTRATIVE EXAMPLES Partnerships 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

  15. ILLUSTRATIVE EXAMPLES Participatory 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

  16. INSIGHTS 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

  17. INSIGHTS Operating 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

  18. INSIGHTS 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

  19. INSIGHTS Partnerships 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

  20. Naga City: An 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…

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