BOMBON CAMARINES SUR
Growth and Development Strategy Framework
The strategy on the economic development of Bombon Camarines Sur is adopted from the LED or Local Economic Development strategy and the MDGs. The six broad themes are: sustainable economic growth through free enterprise; social protection; social development; infrastructure development, improvement in education, focusing on agriculture and tourism sectors and improving governance.
I. SUSTAINABLE ECONOMIC GROWTH THROUGH FREE ENTERPRISE
a. Focusing on Present Enterprises
Encouraging local business growth
Encouraging local business growth involves providing advice, support and resources to enable existing local businesses to grow
The aim is to provide the most attractive business environment possible so that the businesses that are already established in the area can stay and grow.
These strategies are sometimes called business retention and expansion strategies. Most economic growth in municipality is likely to be generated by small and medium sized businesses that are already established such municipality. The range of initiatives to support local businesses is vast and some can be expensive, but others are not. The number of business establishments in Bombon as of the moment is quite low. Businesses, however are essential components of economic growth, that is why focusing on such aspect is highly considered. The strategy in line with the business growth towards economic development for Bombon shall include the following:
Business retention visits and surveys
By visiting and surveying each firm one is able to identify its problems, how the business is performing, where it sources its inputs from, whether it is expanding and so on. The core of the strategy is to be able to persuade business owners to source more inputs locally, identify and finance training and skills needs, help strategy formulation process and so on. Perhaps the most important role these dialogues with small businesses can have is to forestall a business leaving the area.
Entrepreneurship training and SME support programs
The city's mainstream programs could be adopted to meet specific needs of this target group and area. Local delivery of services could be helpful.
Technical assistance
This can include broad based management and marketing programs, quality and environmental standards training and advice through to more specialized export training or research and development support. The focus here should be on providing accredited, demand-led, technical assistance, paid for on a fee-for-service basis if possible. Often these services are provided through one stop business service centers.
Financial advice and assistance
One of the hardest issues for businesses is to access capital. An appropriate financial support program will be able to give advice and training on financial planning, access to capital and credit etc. In some cases it may be possible to establish small grant or loan programs to encourage, for example, investment in modern technology. Great care should be taken with these to ensure fairness and these schemes should always be transparent. It is essential that residents of Bombon, particularly those engaged in businesses are able to avail support from money-lending institutions backed by government assistance. The program aims to lessen the gap between these institutions and the businesses to open up opportunities for business growth.
Public procurement policies and "buy local" campaigns
These are local business friendly policies where the local government, public sector organizations and larger local businesses make their contracts more accessible to local companies. This has to be done within fair-practice laws normally. Initiatives could include adjusting the size of contracts so that smaller companies may bid, encouraging and accepting bids from groups of local companies, holding procurement events for local businesses, publishing local business competency directories and so on.
Bureaucracy reduction programs
The amount of permits and approvals that businesses need to obtain, and the time it takes to obtain them, are not only expensive and time consuming, they can also be a disincentive to register into the formal economy or expand. A good place to start is to review existing regulations and laws, consult with stakeholders and develop a remedial plan. This will include an internal local government process and also it may well include a lobbying program to reduce bureaucracy in other government areas. A program to minimize the complexity, costs and bureaucracy associated with approval processes will improve the competitiveness of your area.
Provision of sites and premises
Since there are local authorities who own industrial and commercial land and buildings within the municipality, they can use their assets to encourage business investment and expansion. A good understanding of the local property market should enable a local authority to plan for growth. Funding such hard infrastructure investments is a challenge, however, rents and sales should provide a market return for the authority, the option of private sector intervention or partnership should always be examined to ensure best use of local authority resources.
b. Promotion of Business Ventures
Encouraging new enterprises
Encouraging new enterprises involves providing advice, technical support, information and resources to help individuals to set up their own businesses in the form of sole traders, partnerships, cooperatives, community enterprises and so on. The major product categories that are highly encouraged are those that promote local tourism, and local products abundantly found within the municipality of Bombon. The strategy aims to consider Bombon as one place worthy of visit, not just because of its historical landmarks and amazing waterfalls; it also considers as an intermediate plan the development of the livelihood of the townspeople through assisting them to venture into their own businesses. As such, programs and projects in line with this strategy include:
Provision of finance for new businesses
Micro-enterprise financial support is the key to enabling businesses to start up as they usually cannot access traditional lending and investment institutions. Micro-enterprise financing is a specialist area and is well documented. As some may know, most Filipinos are hesitant to venture into a business because of the risk involved and the start-up capital. Not known to them that there are many examples of largely private successful micro-enterprise support institutions, all of which need some money to start with, but that can become self sustaining, through revolving funds. Local authorities normally become involved in these schemes by meeting with micro-enterprise institutions to assess forms of support needed and ways of collaboration. It is not normal for Local Authorities to be involved in micro-finance schemes as they generally do not have the skills and resources to do this. Their role is to identify needs and encourage institutions and private sector players to intervene.
Provision of micro and managed workspace
This is one of the most effective ways to assist new businesses, especially when tied to technical and administrative support and mentoring programs. Livelihood programs for mothers and unemployed individuals shall be promoted. The workplace is highly assisted, and the output, generally comprising products made of abundantly sourced raw materials, shall be sold across the country through the assistance of Department of Trade and Industry and their OTOP program (One Town, One Product).
Providing technical advice on business management
Someone establishing a business for the first time needs to know how to produce his or her product. They must also understand finance, business planning, marketing, some aspects of the law including employment, taxation, safety at work, environmental legislation and so on. The provision of training and support in these areas meets a basic need and can be provided through one stop shops or independent advisers. As in most areas of technical assistance, it is better for the Local Authority to enable the provision of these services rather than provide them itself, again an issue of skills and resources. Charging for these services can be difficult, and some agencies give a limited number of consultations and then make modest charges thereafter.
Supporting the establishment and implementation of formal and informal business networks
People learn from each other. Networks facilitate that learning. Active involvement in business networking is also important for developing a customer base, acquiring intelligence for expanding businesses as well as developing collaborative relationships with businesses in the same sector.
Conducting business mentoring programs
Good practice suggests that by linking new and small business owners with established businesses, significant benefits can result for both businesses. These need not be formal networks. In addition, informal networks of mentors and new businesses can create further benefits by developing supplier linkages, establishing critical mass for specialist training and so on.
Promoting foreign direct and domestic inward investment
Promoting foreign direct and inward investment means to attract businesses to the municipality of Bombon from elsewhere in the country and even from other countries.
Attracting large manufacturing and service sector employers into communities is one of the most difficult, frustrating and riskiest of all LED (Local Economic Development) strategies. This is partly because there are far fewer investors than there are communities trying to attract them. Also many communities, including those practicing third-wave strategies, are prepared to offer massive incentives to inward investors. Foreign direct investors often prefer Greenfield, edge-of-town sites to accommodate these wishes; communities often over-ride their planning policies in order to attract the investment. This brings with it considerable problems, contributes to urban sprawl, transportation problems, to name just a few problems. Careful consideration should be given to the costs and benefits of attracting inward investors.
Some of the issues inward investors review when locating a business include: (1) A stable macro-economic climate; (2) A stable political and regulatory environment; (3) Market access and open competition; (4) A welcoming environment (5) Available sites and or premises; (6) Appropriate and available and reliable utilities and transportation; (7) Available skilled workforce; (8) Local suppliers and resource availability; (10) Appropriate education, training and research facilities; (11) A good quality of life, especially when bringing ex-patriots; (12) Manageable regulation and taxation systems; and (13) Incentive schemes. All these lie on proper management of the municipal government and proper allotment and execution of its economic development strategies.
The benefits when success is achieved can be great. Besides direct employment, an increase in the tax base and indirect employment, there are potential wins for the local community through up-skilling of the workforce, increases in wages, and opportunities for local SMEs that supply and buy from these investors.
Inward investment strategies are likely to be most successful when:
• They form a small part of a broad LED strategy
• The community has the appropriate hard and soft infrastructure in place or available to support the likely investments
• Targeted investments fit the competitive advantage of the receiving community, (normally a sector/cluster approach is likely to be most successful)
• Marketing strategies are carefully prepared, budgets are appropriate and follow up procedures are in place
• Incentive programs are considered, varied and not excessive (for example, funding to help local workers to upgrade their skills)
• Staff involved in attracting strategic investors have an understanding of investment needs and what their community has to offer
• Opportunities for local businesses are optimized through careful after care programs. This means that when a new investor is attracted to a community every opportunity is taken, on an ongoing basis, to encourage the investor to source their supplies locally, enabling supply chain advantages to be exploited locally. This is most successfully achieved through developing an investor after care program. These programs are aimed at ensuring investors are happy and that they are given every opportunity to source their inputs from the local community.
II. INFRASTRUCTURE DEVELOPMENT
Investment in hard infrastructure
Investment in hard infrastructure involves investing in improving the built environment for businesses thereby making it more attractive for business retention, expansion and recruitment. Programs and projects in line with this do not solely consider the development of the municipality but the development of other municipalities within the region. As such, the programs in line with these include:
• Building or improving key access roads
• Improving the railway for passenger and goods services
• Developing, improving and/ or expanding the local airport
• Developing, improving and/or expanding the local port
• Developing improving and/or expanding industrial sites and buildings:. This could include anything from planting a few trees to comprehensive landscaping or building entire new science parks.
• Developing improving and/or expanding commercial sites and buildings (for shops and offices)
• Increasing the availability of industrial and potable water
• Improving and /or expanding the sewerage disposal system
• Improving and expanding the telecommunications systems
• Improving and expanding the energy systems
• Environmental enhancements
• Crime prevention equipment installation.
Investment in soft infrastructure
Investment in soft infrastructure involves investing in improving the commercial environment for businesses. Programs and projects include:
Enabling or providing skills training
In communities where enterprise has not been a key priority, then enterprise training could be targeted. There is an almost universal need for information technology (IT) skills training too. Wherever possible this should be linked to education programs in schools. The provision of skills training should be demand-led, i.e. training should be provided in response to employer skills needs.
Providing business advisory services
Depending on budgets, this service could start with one person who just points people in the right direction, for example, to lenders, to skills training and so on. Clear sign-posting is the key to good business advisory services. Good practice points to 'one stop shops' as an effective way of providing technical and financial support. Effective one stop shops are usually housed in one building where local businesses may access all technical support that they need. Good practice also points to these facilities offering a one-stop service center for all local authority legal and regulatory issues as well as business issues. These services are often housed in buildings that have become redundant because of structural change. Sometimes the one stop shop facility is also used to house incubator or managed work or office space, thus generating cost savings.
The provision of access to capital and finance
At the most basic level, this could be a sign posting service where businesses are directed to potential sources of finance. Local Authorities rarely become involved in detailed advice to businesses on funding issues as these services are provided by specialist institutions.
Supporting the development of business and trade associations
This is a basic institution building process that could bring considerable benefits to the business community and LED efforts. Ideally all towns and cities should have a number of these organizations including Chambers of Commerce, Boards of Trade etc. Also more specific groups can be supported such as town center promotion groups, sector activities such as a tourism marketing group or an exporters club. Most are likely to initially need some 'pump-priming' funding (i.e. initial funding to get the scheme started) and capacity building support.
III. EDUCATION
In the education sector, emphasis will be on equipping students, especially at primary school level with basic knowledge and skills to enable them function as competent and productive citizens; to provide academic basis for gainful employment in the informal, private and public sectors; and to produce high quality professionals with relevant knowledge. The core principle is to achieve the following:
• Having adequate teaching and learning materials
• Training of teachers, and
• Constructing of appropriate classrooms.
Providing increased business focused education and access to education
The more schools can do to prepare young people for the world of work the better. Programs could include: work ethics, information technology, basic entrepreneurship education and then perhaps sector studies where students can study key business sectors of importance to their communities. Meanwhile adult literacy is a major problem that needs addressing through LED education and outreach strategies.
Supporting research and development
This can be done through collaborative projects between businesses and institutions of higher learning. Perhaps a local research fund could be established, or even a graduate placement program, where new graduates can pass on their skills to local businesses.
Targeting disadvantaged groups
Targeting disadvantaged groups means that measures are targeted at groups of individuals such as ethnic minority groups, the urban poor, women, redundant workers, the long-term unemployed and youths. Programs and projects include:
• Language training: This is a key issue where there are groups of foreign workers and minority communities. Outreach programs are often successful here.
• Skills retraining and job placement programs: Skills retraining should be done with a demand led approach. There is little point retraining individuals in skill areas for which there is no local demand.
• Raising educational achievement: This is usually an issue for an entire city, but specific communities may be in need of extra support
• Enterprise training: Many disadvantaged groups have both high unemployment and a large proportion of workers in the informal sector. Basic training in terms of business management, finance and marketing can have a significant impact on these communities.
• Women into employment and self-employment programs: including confidence building, crèches, after-school clubs
• Micro enterprise lending programs: This area of activity is also well suited to assisting disadvantaged groups to access self employment.
• Work experience and teacher/pupil placement schemes: These schemes involve students working for short periods of time in businesses to gain work experience and a work ethic. Teachers can also do this, so giving them a better understanding of workplace requirements.
• Developing mentor programs: Mentor programs can be very informal, it is a way of helping individuals start their own business, the idea is that more experienced business people mentor new starts and give them support, encouragement and ideas.
• Health awareness programs: It is usually the most disadvantaged that suffer from the worst health. AIDS and drug misuse are deeply concerning at this time. Besides the direct effects on individuals, poor health becomes a serious limiting factor when accessing work. Health awareness programs can be closely targeted at for example, specific schools, communities and so on. They may also be delivered through community resource centers.
• Development of community resource centers: The purpose of these centers is to gather together in a local community information, support and services to meet the needs of a local community. Since transport is often a problem, and since many individuals do not like to go into 'official looking' buildings, community centers can provide an ideal place to meet local needs. Buildings do not need to be sophisticated, the most important element is to make sure staff are customer friendly and have an understanding of the services that are available. Services can include everything from health care, education services, business advice to paying taxes, play areas for children and so on.
IV. SOCIAL DEVELOPMENT
Improving delivery of local government services to businesses
This is a key area as businesses are not only the drivers of the local economy, they are also potential ambassadors. A happy business person may well be able to attract more businesses to the area. All aspects of a regulations, taxation and licensing are candidates for review to minimize cost, time and frustration for businesses, whilst maintaining appropriate necessary environmental and related standards.
Social inclusion strategies
A first stage should be to establish who and where the most vulnerable communities are, and then develop strategies to include them. These strategies could include, for example, language programs for ethnic minority communities, helping women into/back to work, encouraging the recruitment of disabled people into the workplace, encouraging social activities for the very young and elderly citizens.
Crime prevention measures
These can include everything from introducing 'good citizenship' classes into the school curriculum, to developing initiating after-school activities to keep young people busy. Other initiatives could include everything from drug free zones to imposing curfews at night. The residents of the municipality must participate and learn to value these measures not as a way to limit their way of life, but a way to fully achieve a peaceful and crime-free environment.
Cluster and/or sector development
Cluster development means that LED initiatives are concentrated on encouraging and supporting inter-firm collaboration, institutional development and support in targeted industrial sectors. These sectors are those that offer the most local economic development potential. These cluster strategies are undertaken within a broader LED strategy that would normally include the standard approaches. Programs and projects include:
Developing broker and network agencies: Special attention is paid to encouraging local people engaged in the same cluster to meet together to enable business development opportunities. These could include encouraging local fishermen and fish processors to meet and exchange ideas on improving facilities and adding more value to their products, so they would all benefit. Another example could be to start a craft network. The network could jointly market their goods, and then start inter-trading with each other, building synergies.
Supporting joint research: Institutions of higher learning can undertake research that could benefit all in the cluster. One example of this would be to undertake research into minimizing losses from post-harvest losses of agricultural products.
Developing cluster focused public procurement and local purchasing agreements: The public sector is often the largest buyer in a city and as such there are opportunities to enable local businesses to access tender processes more easily. It is often difficult for small businesses, in a cluster or not, to bid for large government contracts. A cluster initiative here could include developing a food supplier network to supply government catering needs. A logical cluster development initiative could be to encourage suppliers of basic food products to enter into some form of food processing. Cluster development activities could then move on to transportation, storage and packaging of food products. From there it is likely businesses could start retailing and producing processed foods for the private sector.
Providing cluster specific information: One of the most effective ways of developing a cluster is to gather information about businesses and institutional support systems in the cluster, and then produce it so that it can be shared. Thereafter, with a small amount of effort, supplier linkages can be developed. These do not need to be sophisticated.
Developing cluster related marketing efforts: Once a cluster has been identified and it starts developing, there are opportunities to promote it and attract supporting investment as well as promoting business opportunities externally for cluster members.
Developing demand-led skills and education training programs: A significant benefit to developing a cluster initiative is that a key outcome of business networking will be an appreciation of skills needs in the sector. When a number of businesses express needs, it is more likely that training or education will be provided. A lone voice is not likely to be taken as seriously.
Area targeting
Area targeting means that strategies are developed to address specific site or small area LED issues. While most LED initiatives can be targeted at specific locations, 'area targeting' examines a specific area within a municipality to address a specific area based problem such as a redundant factory, declining shopping area, a slum and so on. Although many LED initiatives are aimed at ensuring that the entire city becomes more competitive, there are normally areas that need special attention for one reason or another. An example could be a run-down town center, an abandoned factory complexes, a redundant port complex or similar. For these situations, special measures are called for.
Town center enhancement schemes
These can include a wide range of initiatives including developing a business partnership, marketing the town center, undertaking surveys and upgrading the physical environment, targeting investment and so on. A vital and vibrant town center is the heart of an areas' ability to be competitive.
Developing industrial estates, business parks or science parks
This type of activity is normally undertaken by the private sector, however mayors and city managers can pave the way by establishing a demand for such a facility and encouraging an enabling environment within the local authority. Investing in servicing sites with water, electricity and sewerage is expensive, so is building speculative advance factory units (where no tenant has been identified). Because of these reasons local authorities are encouraged to seek private sector investment in this area.
Encouraging investment into growth nodes
One strategy to encourage growth is to identify specific areas within a city where certain types of businesses will be encouraged to locate. A growth node may then act as the center for planned growth and employment.
Encouraging investment into corridors
These are similar to nodes but here growth is encouraged to expand from an area of promising economic activity out towards a more challenging area. By encouraging incremental investment, the aim is to develop an active growth corridor linking richer and poorer areas, so reducing social and economic exclusion.
Regeneration strategies
Regeneration strategies are targeted at communities that have normally suffered from structural change, perhaps a major industry closing or a rural area in decline or a town center suffering from neglect and crime. The implementation of effective regeneration programs and the tackling of social and economic disadvantage represent two of the major challenges facing contemporary policy makers. Regeneration strategies go some way to meet these challenges. They use all the tools available but because an area is in need of regeneration specific, community focused and often highly targeted policy responses are usually needed. Regeneration strategies are likely to be the most challenging, the most expensive, take the longest time and be the most necessary activity a local authority is likely to undertake.
Programs and projects include:
Derelict site reclamation programs
Many traditional industries were housed on large sites. They occupied large buildings and frequently considerable contamination of the sites resulted. As a first step in most regeneration programs these major issues need to be tackled. Decisions need to be made on whether buildings can be effectively reused, how much contamination needs to be cleared and what after-use programs need to be established. None of this is easy or cheap. But contaminated sites, besides being a danger to local communities are never likely to bought by reputable employers. They have to be addressed. A comprehensive brownfield reclamation program needs to be established within the LED strategy when this is an issue. This could include an initial survey of sites, identification of severity of pollution, identification of ownership, prioritizing reclamation, finding funds for it, developing after-use programs and ensuring regulatory systems encourage reclamation.
Adaptation of disused buildings
In some instances redundant buildings will be able to be adapted for further use such as for a managed workspace, which can be owned by the public or private sector. Some buildings may benefit from splitting into smaller workspaces. Some of the most historic buildings are often the hardest to reclaim, this should not stop efforts to save all buildings of historic or architectural importance.
Industrial and commercial site preparation
In most regeneration programs there will be a need to develop some land for incoming and expanding businesses. To accommodate these most effectively, it is better to have some sites serviced with basic infrastructure at the outset, if this is possible. At least there should be some assessment of the likely costs and timescales involved in installing basic infrastructure. There is significant expenditure involved with this, so partnerships with the private sector are ideal.
Retraining of redundant workers
This is a serious problem in most communities that are undergoing structural readjustment. The likely target populations will be older men who have clearly defined skills sets. The challenge is to ensure that skills training is given on a demand-led basis. This is hard, and there are no easy solutions especially as there is likely to be high unemployment in the community at large.
Job search and employment outreach
One of the most difficult areas is for redundant workers to find a new job. This is often because they do not know basic job search skills (such as where to find opportunities), these programs can be very effective and involve everything from confidence building, resume writing, interview skills to matching unemployed with potential employers.
Street scene enhancement programs
Rapid improvements can be made with programs to improve the street scene. These may include closing streets to traffic and installing pedestrian friendly street furniture, planting trees and installing new pavements. More modest schemes include painting shops, installing attractive street lighting, a few seats, encouraging shop owners to install more attractive overnight shutters to hanging basket competitions. Local businesses may well be encouraged to pay for at least some of these initiatives.
Public park and play provision
Besides improving the environment improved parks and play facilities are likely to reduce the risk of crime, smoking and drug addiction. A start could be establishing open, traffic free areas where children can play safely.
Community confidence building
This can include many measures such as promoting local success stories, encouraging the community to develop its own newsletter, to developing arts and crafts initiatives and so on.
Crime and safety measures
These measures can include a wide range of activities from increased policing, installation of closed circuit television, increased bus services at night, neighborhood watch schemes, installation of more lights in dark streets, and so on.
Energy Generation and Supply
Energy is a crucial input into any industrial processing and serves as the life-blood for any economy. The core of the security of energy and supply is to reduce the number and duration of blackouts, increase access to reliable, affordable electricity in rural areas and other targeted areas, improve coordination and the balance between the needs for energy and those of other high growth sectors,
a. Improvement in Water transport
The key medium term outcome for water transport is improved inland shipping network that is active in local and international shipping, trade and tourism in a safe manner while protecting the environment.
Prevention and Management of Nutrition Problems
In the medium term, efforts will focus on ensuring effective utilization of quality food and the biological utilization of nutrients in the body; reduced levels of malnutrition among all Bombon residents; reduced incidences and cases of dietary related non-communicable diseases and micro-nutrient disorders; and increased productivity and availability of food crops. Key strategies include enhancing coordination of nutrition programs, building capacity for nutritionists and dieticians, and community nutrition workers.
Economic Empowerment
The productivity of rural communities and businesses will increase to enhance employment and income especially by increasing number of women and youths who actively participate in economic activities. Key strategies include: targeting infrastructure development to ensure that rural communities are linked to markets; developing rural cooperatives to lower transaction costs and helping communities with collective bargaining; strengthening the policy environment for micro-finance, including improved coordination of donor programs; offering vocational and other training for small businesses; and targeting women’s participation in economic growth activities.
Land and Housing
The MGDS recognizes the importance of land as a basic factor of production as well as the sole source of livelihood for the majority of Filipinos. However, inadequate access to land by majority of Filipinos has been identified as one of the critical factors contributing to poverty in the country. The goal in the long term is to ensure tenure security and equitable access to land for the attainment of broad-based social and economic development through optimum and ecologically balanced use of land and land- based resources. It is expected that in the medium term there will be an efficient use of land and land based resources and equitable access to land by all productive Malawians and other investors.
Social Protection & Disaster Risk Management
Protecting the most vulnerable will require action on four fronts namely:
• Caring for the most vulnerable with limited factors of production (Malnourished under-five children, school-going children, orphans, pregnant and lactating mothers, and destitute families);
• Preventing the vulnerable from slipping into poverty due to economic shocks;
• Increasing the assets of the poor to enable them to engage in economic development activities; and
• Preventing disasters where possible and mitigating the negative impact of disasters on the vulnerable.
Protection of the vulnerable is designed to ensure that the most vulnerable people with limited factors of production are sufficiently cushioned through programs to improve health and nutritional status of under-five children, school-age children, orphans, pregnant and lactating mothers and destitute families. The strategy will also focus on improving planning and integration of knowledge on the needs of the chronically poor; provision of opportunities for the poor farmers and rural communities to graduate from poverty by facilitating their integration in mainstream agricultural productivity and enabling them to accumulate wealth.
Health and Population: Improving health requires a multifaceted
This is an approach with a combination of preventive, educational and clinical measures. Its key strategies include: increasing and retaining the number of well qualified health personnel; increasing availability and supply of drugs and preventing theft of drugs and equipment; improving health facilities and equipment; and improving financial management, monitoring and supervision of health care services.
V. IMPROVING GOVERNANCE
Good governance requires action on seven fronts as follows:
• Achieving and sustaining macroeconomic growth,
• Strengthening public policy formulation and implementation in a transparent and responsive manner,
• Improving service delivery and accountability at the local level through decentralization,
• Developing a strong justice system and rule of law,
• Ensuring personal security,
• Establishing an institutional setting for good corporate governance, and
• Promotion of human rights.
VI. FOCUSING ON AGRICULTURE AND TOURISM SECTORS
The objectives of advertising Municipality of Bombon are as follows:
1. To recognize the place as another Bikol landmark, and be known for its religious activities
2. To help make businesses in the place prosper
3. To eradicate sheer poverty in the place
4. To provide income to the national government through tourism
5. To open an opportunity for additional employment
6. To let Filipinos appreciate the beauty and historic appeal of Bombon
The beneficiaries of the advertising campaign would be trimmed down to the following:
1. Residents of Bombon as a whole
The ad campaign would create a positive impact on the lifestyle of the Bombon residents. With the tourists coming in, they will be assured that their business that caters directly towards the satisfaction of the tourist customers would prosper. Simply put, this would have an immediate impact on the income of each individual in the said place. As such, it would improve their way of living; thus, slowly eradicating sheer poverty.
a. Residents of Bombon engaged in trade or business
The ad campaign wishes to increase the sales of products of Bombon up to 50%. Products of Bombon that are worthy if promotion and advertisement include souvenir items (such as keychains, wallets, baskets, etc.) made of native raw materials such as abaca and coconut husks; T-shirts with “bombon” prints; and of course Bikol’s distinct food products such as kakanins (suman, bibingka, palitaw and puto) and the spicy delicacy called Bikol express.
It would also have a great impact on the canteens and other food chains. By coordinating with the Department of Tourism in Bikol, the Municipality of Bombon shall be the place where tourists would take their meals after visiting various places in Camarines Sur. This can be done by appealing to schedule in their tour packages the tourists’ time for Bombon by noontime. This will surely develop Bombon food businesses.
b. Ordinary Residents of Bombon
Even though they are just residents of Bombon without act of pursuing an economic undertaking to achieve income, they will still benefit with the success of the project. It may be direct or indirect (beautification of the scenery, establishment of better roads and construction of essential facilities).
c. Transportation Vehicles
Pursuing the project opens an opportunity to PUJ (Public Utility Jeepneys) drivers, tricycle drivers and even pedicab drivers to increase their sales. Thanks to the project, Bombon will soon be recognized as a landmark, thus, a lot of people, with the knowledge about such, will utilize transport vehicles to reach and visit the said place. Drivers will then be servicing not just the regular passengers who are actually residents of Bombon and Calabanga but also those foreign tourists who are attracted by the advertising campaigns established. It is expected that through the help and support of the government, these vehicles will be set into a higher standard- cleaner and more sophisticated. Naga City residents and other Filipino people may still want to visit Bombon to be fascinated and proud with the distinct feature of the place. This would add up to their sales. Let us think optimistic that in the long-run, the number of vehicles today will not be sufficient to cater to the increase in employment, making a positive impact on economic growth.
There is a mutual relationship between these vehicles and Bombon residents. It is mutual, in the sense that, these vehicles are one of the mediums to reach out to the travelers. Sticker and posters shall be posted on these vehicles by the agreement with vehicle organizations.
2. Municipality of Bombon Government and Philippine Economy
Advertisement and Promotion would help increase the number of tourist coming in with the place. This would challenge the local government to improve the implementation of their public service programs, and perhaps these may even challenge them to change some system flows. The government is tasked to keep up with the ad campaign being pursued- it needs to allot budget or funds to keep up with the developments needed as an investment to attract tourists to come over the place. With limited fund, they must make good decisions of allocating them to improve Bombon as a whole.
It also needs to provide funds probably from sponsorships of private business enterprise to make religious activities, such as processions more colorful.
The program also has a direct effect on the economic growth of the Philippines. The reason is quite obvious. The effects can be summarized as follows:
1. Increase in employment
2. Sales from Tourism
3. Increase in the Number of Business enterprises
Basically, the government can raise revenue from the tourists, improving the Philippine Economic situation. Even though this is true, the government must still work really hard to support the project especially to MAINTAIN the tourists coming in. Tourists are still consumers that must always be satisfied and impressed with how Filipinos treat them especially with the Philippines abundance of natural scenic areas. When they go back to their respected countries, their telling of experience with the Philippines to their friends and relatives would create a chain reaction or a bond wagon appeal. Through word-of-mouth of fully satisfied tourists to another prospective tourist, more and more will come to see Philippines’ natural beauty. Philippines have several amazing, natural, and historical landmarks, not just Bombon, but all over the country-all waiting to be explored by the world. We, Filipinos must learn to develop and preserve them for these are natural treasures. The key value that we must all practice is to keep them coming back by securing their trust and keeping them completely satisfied.
Therefore, the success of the advertising program does not rely on the government alone. All Filipinos must take part with the program to assure its success.
Agriculture and Food Security
Agriculture is the single most important sector of the economy as it employs about 80 percent of the workforce, and contributes over 80 per cent of foreign exchange earnings. Above all it also contributes significantly to national and household food security. The goal is therefore to increase agriculture’s contribution to economic growth, by not only increasing production for food security, but also for agro-processing and manufacturing for both domestic and export markets.
Agricultural Productivity
It is expected that value adding and smallholder productivity will be increased while orienting smallholders to greater commercialization and international competitiveness. The strategy also envisages increased livestock production to meet domestic demand. Key strategies include:
• contract farming
• strengthening linkages of farmers to markets
• creating a balance between domestic and export oriented markets and provide effective extension services.
Agro-processing
Growth and Development Strategy Framework
The strategy on the economic development of Bombon Camarines Sur is adopted from the LED or Local Economic Development strategy and the MDGs. The six broad themes are: sustainable economic growth through free enterprise; social protection; social development; infrastructure development, improvement in education, focusing on agriculture and tourism sectors and improving governance.
I. SUSTAINABLE ECONOMIC GROWTH THROUGH FREE ENTERPRISE
a. Focusing on Present Enterprises
Encouraging local business growth
Encouraging local business growth involves providing advice, support and resources to enable existing local businesses to grow
The aim is to provide the most attractive business environment possible so that the businesses that are already established in the area can stay and grow.
These strategies are sometimes called business retention and expansion strategies. Most economic growth in municipality is likely to be generated by small and medium sized businesses that are already established such municipality. The range of initiatives to support local businesses is vast and some can be expensive, but others are not. The number of business establishments in Bombon as of the moment is quite low. Businesses, however are essential components of economic growth, that is why focusing on such aspect is highly considered. The strategy in line with the business growth towards economic development for Bombon shall include the following:
Business retention visits and surveys
By visiting and surveying each firm one is able to identify its problems, how the business is performing, where it sources its inputs from, whether it is expanding and so on. The core of the strategy is to be able to persuade business owners to source more inputs locally, identify and finance training and skills needs, help strategy formulation process and so on. Perhaps the most important role these dialogues with small businesses can have is to forestall a business leaving the area.
Entrepreneurship training and SME support programs
The city's mainstream programs could be adopted to meet specific needs of this target group and area. Local delivery of services could be helpful.
Technical assistance
This can include broad based management and marketing programs, quality and environmental standards training and advice through to more specialized export training or research and development support. The focus here should be on providing accredited, demand-led, technical assistance, paid for on a fee-for-service basis if possible. Often these services are provided through one stop business service centers.
Financial advice and assistance
One of the hardest issues for businesses is to access capital. An appropriate financial support program will be able to give advice and training on financial planning, access to capital and credit etc. In some cases it may be possible to establish small grant or loan programs to encourage, for example, investment in modern technology. Great care should be taken with these to ensure fairness and these schemes should always be transparent. It is essential that residents of Bombon, particularly those engaged in businesses are able to avail support from money-lending institutions backed by government assistance. The program aims to lessen the gap between these institutions and the businesses to open up opportunities for business growth.
Public procurement policies and "buy local" campaigns
These are local business friendly policies where the local government, public sector organizations and larger local businesses make their contracts more accessible to local companies. This has to be done within fair-practice laws normally. Initiatives could include adjusting the size of contracts so that smaller companies may bid, encouraging and accepting bids from groups of local companies, holding procurement events for local businesses, publishing local business competency directories and so on.
Bureaucracy reduction programs
The amount of permits and approvals that businesses need to obtain, and the time it takes to obtain them, are not only expensive and time consuming, they can also be a disincentive to register into the formal economy or expand. A good place to start is to review existing regulations and laws, consult with stakeholders and develop a remedial plan. This will include an internal local government process and also it may well include a lobbying program to reduce bureaucracy in other government areas. A program to minimize the complexity, costs and bureaucracy associated with approval processes will improve the competitiveness of your area.
Provision of sites and premises
Since there are local authorities who own industrial and commercial land and buildings within the municipality, they can use their assets to encourage business investment and expansion. A good understanding of the local property market should enable a local authority to plan for growth. Funding such hard infrastructure investments is a challenge, however, rents and sales should provide a market return for the authority, the option of private sector intervention or partnership should always be examined to ensure best use of local authority resources.
b. Promotion of Business Ventures
Encouraging new enterprises
Encouraging new enterprises involves providing advice, technical support, information and resources to help individuals to set up their own businesses in the form of sole traders, partnerships, cooperatives, community enterprises and so on. The major product categories that are highly encouraged are those that promote local tourism, and local products abundantly found within the municipality of Bombon. The strategy aims to consider Bombon as one place worthy of visit, not just because of its historical landmarks and amazing waterfalls; it also considers as an intermediate plan the development of the livelihood of the townspeople through assisting them to venture into their own businesses. As such, programs and projects in line with this strategy include:
Provision of finance for new businesses
Micro-enterprise financial support is the key to enabling businesses to start up as they usually cannot access traditional lending and investment institutions. Micro-enterprise financing is a specialist area and is well documented. As some may know, most Filipinos are hesitant to venture into a business because of the risk involved and the start-up capital. Not known to them that there are many examples of largely private successful micro-enterprise support institutions, all of which need some money to start with, but that can become self sustaining, through revolving funds. Local authorities normally become involved in these schemes by meeting with micro-enterprise institutions to assess forms of support needed and ways of collaboration. It is not normal for Local Authorities to be involved in micro-finance schemes as they generally do not have the skills and resources to do this. Their role is to identify needs and encourage institutions and private sector players to intervene.
Provision of micro and managed workspace
This is one of the most effective ways to assist new businesses, especially when tied to technical and administrative support and mentoring programs. Livelihood programs for mothers and unemployed individuals shall be promoted. The workplace is highly assisted, and the output, generally comprising products made of abundantly sourced raw materials, shall be sold across the country through the assistance of Department of Trade and Industry and their OTOP program (One Town, One Product).
Providing technical advice on business management
Someone establishing a business for the first time needs to know how to produce his or her product. They must also understand finance, business planning, marketing, some aspects of the law including employment, taxation, safety at work, environmental legislation and so on. The provision of training and support in these areas meets a basic need and can be provided through one stop shops or independent advisers. As in most areas of technical assistance, it is better for the Local Authority to enable the provision of these services rather than provide them itself, again an issue of skills and resources. Charging for these services can be difficult, and some agencies give a limited number of consultations and then make modest charges thereafter.
Supporting the establishment and implementation of formal and informal business networks
People learn from each other. Networks facilitate that learning. Active involvement in business networking is also important for developing a customer base, acquiring intelligence for expanding businesses as well as developing collaborative relationships with businesses in the same sector.
Conducting business mentoring programs
Good practice suggests that by linking new and small business owners with established businesses, significant benefits can result for both businesses. These need not be formal networks. In addition, informal networks of mentors and new businesses can create further benefits by developing supplier linkages, establishing critical mass for specialist training and so on.
Promoting foreign direct and domestic inward investment
Promoting foreign direct and inward investment means to attract businesses to the municipality of Bombon from elsewhere in the country and even from other countries.
Attracting large manufacturing and service sector employers into communities is one of the most difficult, frustrating and riskiest of all LED (Local Economic Development) strategies. This is partly because there are far fewer investors than there are communities trying to attract them. Also many communities, including those practicing third-wave strategies, are prepared to offer massive incentives to inward investors. Foreign direct investors often prefer Greenfield, edge-of-town sites to accommodate these wishes; communities often over-ride their planning policies in order to attract the investment. This brings with it considerable problems, contributes to urban sprawl, transportation problems, to name just a few problems. Careful consideration should be given to the costs and benefits of attracting inward investors.
Some of the issues inward investors review when locating a business include: (1) A stable macro-economic climate; (2) A stable political and regulatory environment; (3) Market access and open competition; (4) A welcoming environment (5) Available sites and or premises; (6) Appropriate and available and reliable utilities and transportation; (7) Available skilled workforce; (8) Local suppliers and resource availability; (10) Appropriate education, training and research facilities; (11) A good quality of life, especially when bringing ex-patriots; (12) Manageable regulation and taxation systems; and (13) Incentive schemes. All these lie on proper management of the municipal government and proper allotment and execution of its economic development strategies.
The benefits when success is achieved can be great. Besides direct employment, an increase in the tax base and indirect employment, there are potential wins for the local community through up-skilling of the workforce, increases in wages, and opportunities for local SMEs that supply and buy from these investors.
Inward investment strategies are likely to be most successful when:
• They form a small part of a broad LED strategy
• The community has the appropriate hard and soft infrastructure in place or available to support the likely investments
• Targeted investments fit the competitive advantage of the receiving community, (normally a sector/cluster approach is likely to be most successful)
• Marketing strategies are carefully prepared, budgets are appropriate and follow up procedures are in place
• Incentive programs are considered, varied and not excessive (for example, funding to help local workers to upgrade their skills)
• Staff involved in attracting strategic investors have an understanding of investment needs and what their community has to offer
• Opportunities for local businesses are optimized through careful after care programs. This means that when a new investor is attracted to a community every opportunity is taken, on an ongoing basis, to encourage the investor to source their supplies locally, enabling supply chain advantages to be exploited locally. This is most successfully achieved through developing an investor after care program. These programs are aimed at ensuring investors are happy and that they are given every opportunity to source their inputs from the local community.
II. INFRASTRUCTURE DEVELOPMENT
Investment in hard infrastructure
Investment in hard infrastructure involves investing in improving the built environment for businesses thereby making it more attractive for business retention, expansion and recruitment. Programs and projects in line with this do not solely consider the development of the municipality but the development of other municipalities within the region. As such, the programs in line with these include:
• Building or improving key access roads
• Improving the railway for passenger and goods services
• Developing, improving and/ or expanding the local airport
• Developing, improving and/or expanding the local port
• Developing improving and/or expanding industrial sites and buildings:. This could include anything from planting a few trees to comprehensive landscaping or building entire new science parks.
• Developing improving and/or expanding commercial sites and buildings (for shops and offices)
• Increasing the availability of industrial and potable water
• Improving and /or expanding the sewerage disposal system
• Improving and expanding the telecommunications systems
• Improving and expanding the energy systems
• Environmental enhancements
• Crime prevention equipment installation.
Investment in soft infrastructure
Investment in soft infrastructure involves investing in improving the commercial environment for businesses. Programs and projects include:
Enabling or providing skills training
In communities where enterprise has not been a key priority, then enterprise training could be targeted. There is an almost universal need for information technology (IT) skills training too. Wherever possible this should be linked to education programs in schools. The provision of skills training should be demand-led, i.e. training should be provided in response to employer skills needs.
Providing business advisory services
Depending on budgets, this service could start with one person who just points people in the right direction, for example, to lenders, to skills training and so on. Clear sign-posting is the key to good business advisory services. Good practice points to 'one stop shops' as an effective way of providing technical and financial support. Effective one stop shops are usually housed in one building where local businesses may access all technical support that they need. Good practice also points to these facilities offering a one-stop service center for all local authority legal and regulatory issues as well as business issues. These services are often housed in buildings that have become redundant because of structural change. Sometimes the one stop shop facility is also used to house incubator or managed work or office space, thus generating cost savings.
The provision of access to capital and finance
At the most basic level, this could be a sign posting service where businesses are directed to potential sources of finance. Local Authorities rarely become involved in detailed advice to businesses on funding issues as these services are provided by specialist institutions.
Supporting the development of business and trade associations
This is a basic institution building process that could bring considerable benefits to the business community and LED efforts. Ideally all towns and cities should have a number of these organizations including Chambers of Commerce, Boards of Trade etc. Also more specific groups can be supported such as town center promotion groups, sector activities such as a tourism marketing group or an exporters club. Most are likely to initially need some 'pump-priming' funding (i.e. initial funding to get the scheme started) and capacity building support.
III. EDUCATION
In the education sector, emphasis will be on equipping students, especially at primary school level with basic knowledge and skills to enable them function as competent and productive citizens; to provide academic basis for gainful employment in the informal, private and public sectors; and to produce high quality professionals with relevant knowledge. The core principle is to achieve the following:
• Having adequate teaching and learning materials
• Training of teachers, and
• Constructing of appropriate classrooms.
Providing increased business focused education and access to education
The more schools can do to prepare young people for the world of work the better. Programs could include: work ethics, information technology, basic entrepreneurship education and then perhaps sector studies where students can study key business sectors of importance to their communities. Meanwhile adult literacy is a major problem that needs addressing through LED education and outreach strategies.
Supporting research and development
This can be done through collaborative projects between businesses and institutions of higher learning. Perhaps a local research fund could be established, or even a graduate placement program, where new graduates can pass on their skills to local businesses.
Targeting disadvantaged groups
Targeting disadvantaged groups means that measures are targeted at groups of individuals such as ethnic minority groups, the urban poor, women, redundant workers, the long-term unemployed and youths. Programs and projects include:
• Language training: This is a key issue where there are groups of foreign workers and minority communities. Outreach programs are often successful here.
• Skills retraining and job placement programs: Skills retraining should be done with a demand led approach. There is little point retraining individuals in skill areas for which there is no local demand.
• Raising educational achievement: This is usually an issue for an entire city, but specific communities may be in need of extra support
• Enterprise training: Many disadvantaged groups have both high unemployment and a large proportion of workers in the informal sector. Basic training in terms of business management, finance and marketing can have a significant impact on these communities.
• Women into employment and self-employment programs: including confidence building, crèches, after-school clubs
• Micro enterprise lending programs: This area of activity is also well suited to assisting disadvantaged groups to access self employment.
• Work experience and teacher/pupil placement schemes: These schemes involve students working for short periods of time in businesses to gain work experience and a work ethic. Teachers can also do this, so giving them a better understanding of workplace requirements.
• Developing mentor programs: Mentor programs can be very informal, it is a way of helping individuals start their own business, the idea is that more experienced business people mentor new starts and give them support, encouragement and ideas.
• Health awareness programs: It is usually the most disadvantaged that suffer from the worst health. AIDS and drug misuse are deeply concerning at this time. Besides the direct effects on individuals, poor health becomes a serious limiting factor when accessing work. Health awareness programs can be closely targeted at for example, specific schools, communities and so on. They may also be delivered through community resource centers.
• Development of community resource centers: The purpose of these centers is to gather together in a local community information, support and services to meet the needs of a local community. Since transport is often a problem, and since many individuals do not like to go into 'official looking' buildings, community centers can provide an ideal place to meet local needs. Buildings do not need to be sophisticated, the most important element is to make sure staff are customer friendly and have an understanding of the services that are available. Services can include everything from health care, education services, business advice to paying taxes, play areas for children and so on.
IV. SOCIAL DEVELOPMENT
Improving delivery of local government services to businesses
This is a key area as businesses are not only the drivers of the local economy, they are also potential ambassadors. A happy business person may well be able to attract more businesses to the area. All aspects of a regulations, taxation and licensing are candidates for review to minimize cost, time and frustration for businesses, whilst maintaining appropriate necessary environmental and related standards.
Social inclusion strategies
A first stage should be to establish who and where the most vulnerable communities are, and then develop strategies to include them. These strategies could include, for example, language programs for ethnic minority communities, helping women into/back to work, encouraging the recruitment of disabled people into the workplace, encouraging social activities for the very young and elderly citizens.
Crime prevention measures
These can include everything from introducing 'good citizenship' classes into the school curriculum, to developing initiating after-school activities to keep young people busy. Other initiatives could include everything from drug free zones to imposing curfews at night. The residents of the municipality must participate and learn to value these measures not as a way to limit their way of life, but a way to fully achieve a peaceful and crime-free environment.
Cluster and/or sector development
Cluster development means that LED initiatives are concentrated on encouraging and supporting inter-firm collaboration, institutional development and support in targeted industrial sectors. These sectors are those that offer the most local economic development potential. These cluster strategies are undertaken within a broader LED strategy that would normally include the standard approaches. Programs and projects include:
Developing broker and network agencies: Special attention is paid to encouraging local people engaged in the same cluster to meet together to enable business development opportunities. These could include encouraging local fishermen and fish processors to meet and exchange ideas on improving facilities and adding more value to their products, so they would all benefit. Another example could be to start a craft network. The network could jointly market their goods, and then start inter-trading with each other, building synergies.
Supporting joint research: Institutions of higher learning can undertake research that could benefit all in the cluster. One example of this would be to undertake research into minimizing losses from post-harvest losses of agricultural products.
Developing cluster focused public procurement and local purchasing agreements: The public sector is often the largest buyer in a city and as such there are opportunities to enable local businesses to access tender processes more easily. It is often difficult for small businesses, in a cluster or not, to bid for large government contracts. A cluster initiative here could include developing a food supplier network to supply government catering needs. A logical cluster development initiative could be to encourage suppliers of basic food products to enter into some form of food processing. Cluster development activities could then move on to transportation, storage and packaging of food products. From there it is likely businesses could start retailing and producing processed foods for the private sector.
Providing cluster specific information: One of the most effective ways of developing a cluster is to gather information about businesses and institutional support systems in the cluster, and then produce it so that it can be shared. Thereafter, with a small amount of effort, supplier linkages can be developed. These do not need to be sophisticated.
Developing cluster related marketing efforts: Once a cluster has been identified and it starts developing, there are opportunities to promote it and attract supporting investment as well as promoting business opportunities externally for cluster members.
Developing demand-led skills and education training programs: A significant benefit to developing a cluster initiative is that a key outcome of business networking will be an appreciation of skills needs in the sector. When a number of businesses express needs, it is more likely that training or education will be provided. A lone voice is not likely to be taken as seriously.
Area targeting
Area targeting means that strategies are developed to address specific site or small area LED issues. While most LED initiatives can be targeted at specific locations, 'area targeting' examines a specific area within a municipality to address a specific area based problem such as a redundant factory, declining shopping area, a slum and so on. Although many LED initiatives are aimed at ensuring that the entire city becomes more competitive, there are normally areas that need special attention for one reason or another. An example could be a run-down town center, an abandoned factory complexes, a redundant port complex or similar. For these situations, special measures are called for.
Town center enhancement schemes
These can include a wide range of initiatives including developing a business partnership, marketing the town center, undertaking surveys and upgrading the physical environment, targeting investment and so on. A vital and vibrant town center is the heart of an areas' ability to be competitive.
Developing industrial estates, business parks or science parks
This type of activity is normally undertaken by the private sector, however mayors and city managers can pave the way by establishing a demand for such a facility and encouraging an enabling environment within the local authority. Investing in servicing sites with water, electricity and sewerage is expensive, so is building speculative advance factory units (where no tenant has been identified). Because of these reasons local authorities are encouraged to seek private sector investment in this area.
Encouraging investment into growth nodes
One strategy to encourage growth is to identify specific areas within a city where certain types of businesses will be encouraged to locate. A growth node may then act as the center for planned growth and employment.
Encouraging investment into corridors
These are similar to nodes but here growth is encouraged to expand from an area of promising economic activity out towards a more challenging area. By encouraging incremental investment, the aim is to develop an active growth corridor linking richer and poorer areas, so reducing social and economic exclusion.
Regeneration strategies
Regeneration strategies are targeted at communities that have normally suffered from structural change, perhaps a major industry closing or a rural area in decline or a town center suffering from neglect and crime. The implementation of effective regeneration programs and the tackling of social and economic disadvantage represent two of the major challenges facing contemporary policy makers. Regeneration strategies go some way to meet these challenges. They use all the tools available but because an area is in need of regeneration specific, community focused and often highly targeted policy responses are usually needed. Regeneration strategies are likely to be the most challenging, the most expensive, take the longest time and be the most necessary activity a local authority is likely to undertake.
Programs and projects include:
Derelict site reclamation programs
Many traditional industries were housed on large sites. They occupied large buildings and frequently considerable contamination of the sites resulted. As a first step in most regeneration programs these major issues need to be tackled. Decisions need to be made on whether buildings can be effectively reused, how much contamination needs to be cleared and what after-use programs need to be established. None of this is easy or cheap. But contaminated sites, besides being a danger to local communities are never likely to bought by reputable employers. They have to be addressed. A comprehensive brownfield reclamation program needs to be established within the LED strategy when this is an issue. This could include an initial survey of sites, identification of severity of pollution, identification of ownership, prioritizing reclamation, finding funds for it, developing after-use programs and ensuring regulatory systems encourage reclamation.
Adaptation of disused buildings
In some instances redundant buildings will be able to be adapted for further use such as for a managed workspace, which can be owned by the public or private sector. Some buildings may benefit from splitting into smaller workspaces. Some of the most historic buildings are often the hardest to reclaim, this should not stop efforts to save all buildings of historic or architectural importance.
Industrial and commercial site preparation
In most regeneration programs there will be a need to develop some land for incoming and expanding businesses. To accommodate these most effectively, it is better to have some sites serviced with basic infrastructure at the outset, if this is possible. At least there should be some assessment of the likely costs and timescales involved in installing basic infrastructure. There is significant expenditure involved with this, so partnerships with the private sector are ideal.
Retraining of redundant workers
This is a serious problem in most communities that are undergoing structural readjustment. The likely target populations will be older men who have clearly defined skills sets. The challenge is to ensure that skills training is given on a demand-led basis. This is hard, and there are no easy solutions especially as there is likely to be high unemployment in the community at large.
Job search and employment outreach
One of the most difficult areas is for redundant workers to find a new job. This is often because they do not know basic job search skills (such as where to find opportunities), these programs can be very effective and involve everything from confidence building, resume writing, interview skills to matching unemployed with potential employers.
Street scene enhancement programs
Rapid improvements can be made with programs to improve the street scene. These may include closing streets to traffic and installing pedestrian friendly street furniture, planting trees and installing new pavements. More modest schemes include painting shops, installing attractive street lighting, a few seats, encouraging shop owners to install more attractive overnight shutters to hanging basket competitions. Local businesses may well be encouraged to pay for at least some of these initiatives.
Public park and play provision
Besides improving the environment improved parks and play facilities are likely to reduce the risk of crime, smoking and drug addiction. A start could be establishing open, traffic free areas where children can play safely.
Community confidence building
This can include many measures such as promoting local success stories, encouraging the community to develop its own newsletter, to developing arts and crafts initiatives and so on.
Crime and safety measures
These measures can include a wide range of activities from increased policing, installation of closed circuit television, increased bus services at night, neighborhood watch schemes, installation of more lights in dark streets, and so on.
Energy Generation and Supply
Energy is a crucial input into any industrial processing and serves as the life-blood for any economy. The core of the security of energy and supply is to reduce the number and duration of blackouts, increase access to reliable, affordable electricity in rural areas and other targeted areas, improve coordination and the balance between the needs for energy and those of other high growth sectors,
a. Improvement in Water transport
The key medium term outcome for water transport is improved inland shipping network that is active in local and international shipping, trade and tourism in a safe manner while protecting the environment.
Prevention and Management of Nutrition Problems
In the medium term, efforts will focus on ensuring effective utilization of quality food and the biological utilization of nutrients in the body; reduced levels of malnutrition among all Bombon residents; reduced incidences and cases of dietary related non-communicable diseases and micro-nutrient disorders; and increased productivity and availability of food crops. Key strategies include enhancing coordination of nutrition programs, building capacity for nutritionists and dieticians, and community nutrition workers.
Economic Empowerment
The productivity of rural communities and businesses will increase to enhance employment and income especially by increasing number of women and youths who actively participate in economic activities. Key strategies include: targeting infrastructure development to ensure that rural communities are linked to markets; developing rural cooperatives to lower transaction costs and helping communities with collective bargaining; strengthening the policy environment for micro-finance, including improved coordination of donor programs; offering vocational and other training for small businesses; and targeting women’s participation in economic growth activities.
Land and Housing
The MGDS recognizes the importance of land as a basic factor of production as well as the sole source of livelihood for the majority of Filipinos. However, inadequate access to land by majority of Filipinos has been identified as one of the critical factors contributing to poverty in the country. The goal in the long term is to ensure tenure security and equitable access to land for the attainment of broad-based social and economic development through optimum and ecologically balanced use of land and land- based resources. It is expected that in the medium term there will be an efficient use of land and land based resources and equitable access to land by all productive Malawians and other investors.
Social Protection & Disaster Risk Management
Protecting the most vulnerable will require action on four fronts namely:
• Caring for the most vulnerable with limited factors of production (Malnourished under-five children, school-going children, orphans, pregnant and lactating mothers, and destitute families);
• Preventing the vulnerable from slipping into poverty due to economic shocks;
• Increasing the assets of the poor to enable them to engage in economic development activities; and
• Preventing disasters where possible and mitigating the negative impact of disasters on the vulnerable.
Protection of the vulnerable is designed to ensure that the most vulnerable people with limited factors of production are sufficiently cushioned through programs to improve health and nutritional status of under-five children, school-age children, orphans, pregnant and lactating mothers and destitute families. The strategy will also focus on improving planning and integration of knowledge on the needs of the chronically poor; provision of opportunities for the poor farmers and rural communities to graduate from poverty by facilitating their integration in mainstream agricultural productivity and enabling them to accumulate wealth.
Health and Population: Improving health requires a multifaceted
This is an approach with a combination of preventive, educational and clinical measures. Its key strategies include: increasing and retaining the number of well qualified health personnel; increasing availability and supply of drugs and preventing theft of drugs and equipment; improving health facilities and equipment; and improving financial management, monitoring and supervision of health care services.
V. IMPROVING GOVERNANCE
Good governance requires action on seven fronts as follows:
• Achieving and sustaining macroeconomic growth,
• Strengthening public policy formulation and implementation in a transparent and responsive manner,
• Improving service delivery and accountability at the local level through decentralization,
• Developing a strong justice system and rule of law,
• Ensuring personal security,
• Establishing an institutional setting for good corporate governance, and
• Promotion of human rights.
VI. FOCUSING ON AGRICULTURE AND TOURISM SECTORS
The objectives of advertising Municipality of Bombon are as follows:
1. To recognize the place as another Bikol landmark, and be known for its religious activities
2. To help make businesses in the place prosper
3. To eradicate sheer poverty in the place
4. To provide income to the national government through tourism
5. To open an opportunity for additional employment
6. To let Filipinos appreciate the beauty and historic appeal of Bombon
The beneficiaries of the advertising campaign would be trimmed down to the following:
1. Residents of Bombon as a whole
The ad campaign would create a positive impact on the lifestyle of the Bombon residents. With the tourists coming in, they will be assured that their business that caters directly towards the satisfaction of the tourist customers would prosper. Simply put, this would have an immediate impact on the income of each individual in the said place. As such, it would improve their way of living; thus, slowly eradicating sheer poverty.
a. Residents of Bombon engaged in trade or business
The ad campaign wishes to increase the sales of products of Bombon up to 50%. Products of Bombon that are worthy if promotion and advertisement include souvenir items (such as keychains, wallets, baskets, etc.) made of native raw materials such as abaca and coconut husks; T-shirts with “bombon” prints; and of course Bikol’s distinct food products such as kakanins (suman, bibingka, palitaw and puto) and the spicy delicacy called Bikol express.
It would also have a great impact on the canteens and other food chains. By coordinating with the Department of Tourism in Bikol, the Municipality of Bombon shall be the place where tourists would take their meals after visiting various places in Camarines Sur. This can be done by appealing to schedule in their tour packages the tourists’ time for Bombon by noontime. This will surely develop Bombon food businesses.
b. Ordinary Residents of Bombon
Even though they are just residents of Bombon without act of pursuing an economic undertaking to achieve income, they will still benefit with the success of the project. It may be direct or indirect (beautification of the scenery, establishment of better roads and construction of essential facilities).
c. Transportation Vehicles
Pursuing the project opens an opportunity to PUJ (Public Utility Jeepneys) drivers, tricycle drivers and even pedicab drivers to increase their sales. Thanks to the project, Bombon will soon be recognized as a landmark, thus, a lot of people, with the knowledge about such, will utilize transport vehicles to reach and visit the said place. Drivers will then be servicing not just the regular passengers who are actually residents of Bombon and Calabanga but also those foreign tourists who are attracted by the advertising campaigns established. It is expected that through the help and support of the government, these vehicles will be set into a higher standard- cleaner and more sophisticated. Naga City residents and other Filipino people may still want to visit Bombon to be fascinated and proud with the distinct feature of the place. This would add up to their sales. Let us think optimistic that in the long-run, the number of vehicles today will not be sufficient to cater to the increase in employment, making a positive impact on economic growth.
There is a mutual relationship between these vehicles and Bombon residents. It is mutual, in the sense that, these vehicles are one of the mediums to reach out to the travelers. Sticker and posters shall be posted on these vehicles by the agreement with vehicle organizations.
2. Municipality of Bombon Government and Philippine Economy
Advertisement and Promotion would help increase the number of tourist coming in with the place. This would challenge the local government to improve the implementation of their public service programs, and perhaps these may even challenge them to change some system flows. The government is tasked to keep up with the ad campaign being pursued- it needs to allot budget or funds to keep up with the developments needed as an investment to attract tourists to come over the place. With limited fund, they must make good decisions of allocating them to improve Bombon as a whole.
It also needs to provide funds probably from sponsorships of private business enterprise to make religious activities, such as processions more colorful.
The program also has a direct effect on the economic growth of the Philippines. The reason is quite obvious. The effects can be summarized as follows:
1. Increase in employment
2. Sales from Tourism
3. Increase in the Number of Business enterprises
Basically, the government can raise revenue from the tourists, improving the Philippine Economic situation. Even though this is true, the government must still work really hard to support the project especially to MAINTAIN the tourists coming in. Tourists are still consumers that must always be satisfied and impressed with how Filipinos treat them especially with the Philippines abundance of natural scenic areas. When they go back to their respected countries, their telling of experience with the Philippines to their friends and relatives would create a chain reaction or a bond wagon appeal. Through word-of-mouth of fully satisfied tourists to another prospective tourist, more and more will come to see Philippines’ natural beauty. Philippines have several amazing, natural, and historical landmarks, not just Bombon, but all over the country-all waiting to be explored by the world. We, Filipinos must learn to develop and preserve them for these are natural treasures. The key value that we must all practice is to keep them coming back by securing their trust and keeping them completely satisfied.
Therefore, the success of the advertising program does not rely on the government alone. All Filipinos must take part with the program to assure its success.
Agriculture and Food Security
Agriculture is the single most important sector of the economy as it employs about 80 percent of the workforce, and contributes over 80 per cent of foreign exchange earnings. Above all it also contributes significantly to national and household food security. The goal is therefore to increase agriculture’s contribution to economic growth, by not only increasing production for food security, but also for agro-processing and manufacturing for both domestic and export markets.
Agricultural Productivity
It is expected that value adding and smallholder productivity will be increased while orienting smallholders to greater commercialization and international competitiveness. The strategy also envisages increased livestock production to meet domestic demand. Key strategies include:
• contract farming
• strengthening linkages of farmers to markets
• creating a balance between domestic and export oriented markets and provide effective extension services.
Agro-processing
The medium term expected outcomes for agro-processing are focused on palays, sugar, root crops and wheat.
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
.jpg)
