MIGEDC Roadmap 2010

MIGEDC Roadmap 2010
METRO ILOILO-GUIMARAS
ECONOMIC DEVELOPMENT COUNCIL
Table of Contents
Executive Summary ……………………………………………………………………………….. 1
MIGEDC Framework Plan ……………………………………………………………………….. 3
A New Deal for Metro Iloilo and Guimaras ………………………………………………...... 4
Vision and Mission ……………………………………………………………………………….. 5

Vision ……………………………………………………………………………………....... 5
Mission ………………………………………………………………………………………. 5
Areas of Collaboration …………………………………………………………………. 5
Organizational Structure ………………………………………………………………. 6
Metro Iloilo – Guimaras in a Snapshot ……………………………………………………….. 8
Comparative Advantages and Challenges ………………………………………………... 18
Strengths and Weaknesses ……………………………………………………………………… 24
Strategic Plan 2010 ……………………………………………………………………………….. 29
MIGEDC Scorecard 2010 ………………………………………………………………………... 30

Perspective: Improve Stakeholders’ Satisfaction of MIGEDC Services ……….. 30
Perspective: Maximize Productivity of LGU Resources …………………………... 34
Perspective: Strengthen MIGEDC Management Systems and Services …….. 35
Perspective: Enhance Institutional Capacity to Manage Urban
Development ………………. 40
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A New Deal for Metro Iloilo and Guimaras
The MIGEDC Roadmap 2010 is a commitment to nurture partnerships that will make
Metro Iloilo and Guimaras care for its communities, environment and everything it does. It
will bring together key organizations and stakeholders, both from the public and private
sector, and identify and coordinate actions to achieve sustainability and livability. This
strategic plan will support the development of:
a. regional economy that advances sustainability and livability (economic

development);
b. a sustainable region that ensures environmental integrity and ecological health
(environmental actions); and
c. a sustainable region in order to improve equal and equitable access to services
and improve civic engagement and inclusion (social and cultural assets
management).
Achieving sustainability and livability in the economic sphere involves working in

partnership with public and private sectors in attracting investments that contribute to
ecological health and increase community wealth by providing equal and equitable
access to entrepreneurial and employment opportunities.
Environmental integrity and ecological health will be achieved by fostering stewardship,

protecting ecological assets and attracting innovations and investments in
environmental infrastructures.
The strengthening of social and cultural assets and infrastructures requires fostering
stewardship, increasing access of marginalized citizens and support civic engagement.
Despite all the promise of a bright future for the Metro Iloilo Guimaras Economic
Development Council (MIGEDC), the following challenges still need to be addressed by
the MIGEDC Road Map 2010:
The need to complete a regional growth management strategy to ensure the

sustainability and livability of the region
Putting an integrated infrastructure development as a framework for regional
growth
The improvement in community engagement and partnership building
Dealing with social and economic issues in order to enhance community wealth.
The response to pressing issues and challenges posed by the National
Governments 10-Point Agenda and the mega-region economic development
strategy
Dealing with fiscal management and policy issues of the local governments
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Vision and Mission
On August 28, 2006, the Metro IIoilo–Guimaras Economic Development Council

(MIGEDC) was created through Executive Order No. 559 by President Gloria Macapagal-
Arroyo. The creation of MIGEDC included the Municipality of Sta. Barbara (Province of
Iloilo) and the Province of Guimaras in the metropolitan area.
Vision
The vision of the MIGEDC is “to make Metro Iloilo-Guimaras a highly livable region of
God-loving and educated people working together for a progressive, self-reliant and
sustainable community."
Mission
The mission of MIGEDC is “to improve cooperation and partnership in socio-economic

development and management of the environment and natural resources of Metro Iloilo
and Guimaras for the enhancement of the residents’ quality of life.”
Areas of Collaboration
The spatial development framework identifies Iloilo City as the core city and the five
peripheral municipalities as satellites. Iloilo City will remain as the center for residential,
commercial, financial and educational activities of the region. Pavia will serve as the
agro-industrial center, Leganes as center for agriculture-based and light industries, San
Miguel as agricultural basket and Oton as primarily residential area. Guimaras Province
assumes the role of agri-eco-tourism center while Sta. Barbara as the international air
travel gateway.
Under the metropolitan arrangement, the LGUs identified areas of collaboration,

determined the extent of collaboration in terms of programming and resource
allocation, and formulated action plans.
MIGEDC’s initial program strategy centers on eight sectoral priorities. These are to:
1. enhance the safety and security of the communities;

2. rehabilitate and protect environmental quality;
3. provide efficient infrastructure;
4. ensure the efficient delivery of basic services especially on housing, livelihood
and health;
5. promote Metro Iloilo - Guimaras as an investment area;
6. develop and implement a regional physical framework plan;
7. develop sustainable tourism; and
8. improve access to other national and international development programs and
projects.
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Organizational Structure
The organizational structure of MIGEDC is comprised of the following:
1. The Executive Council, composed of the Mayors of Iloilo City, Pavia, San Miguel,
Oton, Leganes, Sta. Barbara, the Provincial Governor of Guimaras and the President
of the League of Municipalities of Guimaras. The Council is responsible for policy-
making of MIGEDC.
2. The Advisory Board, composed of representatives from the Iloilo Provincial
Government, the Department of Trade and Industry, the Department of Interior and
Local Government and the University of the Philippines. The Board provide policy
and technical advice to the Executive Council.
3. The Secretariat, composed of the Executive Director, Assistant Executive Director, a
Project Coordinator, and a Finance and Administrative Coordinator, coordinates the
administrative work of the MIGEDC.
4. The Project Steering Committees (PSC), prepare programs and projects to address
priority sectoral issues; recommend policies, rules, and procedures to govern the
projects and programs; prepare work plans and budgets for their sector; and
implement one priority project. Each PSC is composed of representatives from all
Member-LGUs, one non-government organization, one private sector organization,
and relevant national government agencies.
4. The Technical Working Group (TWG), composed of representatives from each of the
Member-LGUs, supports the work of the PSCs and the Executive Council. Its functions
include the following: plans and coordinates the activities of the PSCs; serves as the
technical arm of the MIGEDC; provides progress reports to the MIGEDC on its
activities; and prepares the annual work and financial plans.
Chair, Co-Chair
and Council Advisory Board
Members
Executive Director
Assistant
Executive Director
Technical Working Group

(Action Officers)
Secretariat
Environmental Economic Basic Land Use Infrastructure Public Safety Tourism Special
Management Promotion Services Planning and Development and Security Development Projects
Committee Committee Delivery Management Committee Committee Committee Committee
Committee Committee
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Having a clear understanding of the concept and the objectives of the local area
partnership arrangement, the next step is to identify a sustainable institutional structure
for MIGEDC to continue to coordinate such arrangement. There might be a need to
consider a more permanent organization such as those of the other mandated
government structures that may be proposed in the process of consultations and
experience. The structure should also be clear about the sustained leadership of the
body that will be created, as well as how it will be sustained in both organization and
finance. It should also define how the organization should relate both horizontally and
vertically with existing institutional structures in the region.
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Metro Iloilo–Guimaras in a Snapshot
Metro lIoilo–Guimaras is
located in the Western
Visayas region. It is
composed of the City of
Iloilo, its adjacent
Municipalities of Leganes,
Oton, Pavia, San Miguel
and Sta. Barbara, and
the Province of Guimaras.
It is the regional capital of
Western Visayas,
composed of the four
provinces of Panay and
the Guimaras Island.
Regional Context.
Western Visayas has a
total land area of
20,223.2 sq. kms. and
covers six provinces:
Aklan, Antique, Capiz,
Iloilo, Negros Occidental
and Guimaras. The region
has 16 cities namely
Bacolod, Bago, Cadiz,
Escalante, Himamaylan,
Kabankalan, La Carlota,
Passi, Roxas, Sagay, San
Carlos, Silay, Sipalay,
Talisay, and Victorias, with
IloiIo City as the regional
capital.
Western Visayas is an
agricultural region with
an area of around 1.05 M
Figure 2. Map of Western Visayas, Philippines
hectares or 52% of the
total land area. 35.4% of
this is riceland. The region
also produces sugar, coconut, banana, fruits, root crops and vegetables. It is one of the
top food producers in the country. It is the largest producer of sugar, 63% of the total
sugar produce in 1996. In 1996, it was the third largest rice producer among the regions,
third ranking marine fish producer, and fourth largest aquaculture supplier.
Western Visayas is one of the richest regions in the country in terms of natural resources.
Its forests however have been denuded due to indiscriminate logging. Its waters abound
with numerous species of fish and other marine products. Mineral resources include
copper, gold, silver, clay, limestone, coal.
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The National Government envisions Western Visayas, as part of the Central Philippines
super region, to be the major tourist center of the country. Strategies and plans for its
development will focus on making the area easily accessible to foreign and local tourists.
Central Philippines super region comprises Regions V (Bicol Region), VI (Western Visayas),
VII (Central Visayas) and VIII (Eastern Visayas), plus the provinces of Palawan and
Romblon. Strategic themes for developing the super region center on harnessing the
vast coastal and marine resources while protecting the islands' fragile ecosystem; linking
the islands through efficient transportation and communication facilities; promoting the
Central Philippines Tourism Center; developing agribusiness, SME and export potentials;
pursuing responsible mining and quarrying; optimizing power potentials and ensuring
adequacy and reliability of supply; and enhancing social services.
Metro Iloilo and Guimaras Population. Metro Iloilo and Guimaras are in the heart of the
Western Visayas Region. Iloilo City comprise more than half (52.6 percent) of the
metropolitan area's population. However, the LGU only posted a growth rate of 1.93,
which is second to the lowest among the metropolitan area constituents. The
metropolitan area's growth can be attributed to the municipalities on the north of Iloilo
City. These are Pavia and Leganes, which posted the highest growth rates of 4.47 and
4.36, respectively.
Table 1. Population by City/Municipality, Metropolitan Iloilo and Guimaras, 1970, 1975,

1980, 1990, 1995 and 2000.
Population
City/Municipality
1970 1975 1980 1990 1995 2000
Iloilo 307,716 334,398 364,420 459,285 495,837 554,323
Iloilo City 209,738 227,027 244,827 309,505 334,539 365,820
Leganes 11,480 12,328 14,285 18,505 19,235 23,475
Oton 32,862 36,566 41,044 52,125 56,821 65,374
Pavia 13,745 15,180 17,330 23,814 26,756 32,824
San Miguel 12,033 12,635 14,241 17,606 18,819 20,754
Sta. Barbara 27,858 30,662 32,693 37,730 39,667 46,076
Guimaras 73,014 84,515 92,382 117,990 126,470 141,450
Buenavista 26,692 30,154 31,921 41,435 37,681 41,717
Jordan 27,016 32,474 36,014 45,852 25,321 28,745
Nueva Valencia 19,306 21,887 24,447 30,703 27,158 30,716
San Lorenzo - - - - 18,537 20,168
Sibunag - - - - 17,773 20,104
Metro lIoilo –
380,730 418,913 456,802 577,275 622,307 695,773
Guimaras
Source of Base Data: NSCB, 2005
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Table 2. Growth Rate by City/Municipality, Metropolitan Iloilo and Guimaras, 1970-
1975, 1975-1980, 1980-1990, 1990-1995 and 1995-2000.
Average Annual Rate of Increase
City/Municipality
1970-1975 1975-1980 1980-1990 1990-1995 1995-2000
Iloilo 1.68 1.73 2.34 1.54 2.26
Iloilo City 1.60 1.52 2.37 1.47 1.93
Leganes 1.44 2.99 2.62 0.73 4.36
Oton 2.16 2.34 2.42 1.63 3.05
Pavia 2.01 2.68 3.23 2.21 4.47
San Miguel 0.98 2.42 2.14 1.26 2.12
Sta. Barbara 1.94 1.29 1.44 0.94 3.26
Guimaras 2.97 1.80 2.48 1.31 2.43
Buenavista 2.47 1.15 2.64 1.58 2.20
Jordan 3.75 2.09 2.44 1.82 2.75
Nueva Valencia 2.54 2.24 2.30 0.30 2.67
San Lorenzo - - - 1.94 1.82
Sibunag - - - 0.97 2.67
Metro lIoilo –
1.93 1.75 2.37 1.51 2.26
Guimaras
Source of Base Data: NSCB, 2005
Land Area and Population Density
The Metro Iloilo–Guimaras region has a total land area of 911.3 sq. km. comprising 4.5%
of the Region's land area. In 2000, it recorded a density of 763 persons per sq. km. This
figure is more than double of the Region's density of 307 persons per sq. km. The
component areas in the Iloilo Province, which comprises one-third of the metropolitan
area, posted a much higher density of 1,808 persons per sq. km. as compared to the
density of Guimaras which is 233 persons per sq. km. The concentration of population is
at Iloilo City with a very high density of 6,536 persons per sq. km.
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Table 3. Land Area and Density by City/Municipality, Metropolitan Iloilo and Guimaras,
1970, 1975, 1980, 1990, 1995 and 2000.
Land Area Density (persons /sq.km.)
City/Municipality
(in sq. km.) 1970 1975 1980 1990 1995 2000
Iloilo 306.6 1,004 1.091 1,189 1,498 1,617 1.808
Iloilo City 56.0 3,747 4,056 4,374 5,529 5,976 6,536
Leganes 32.2 357 383 444 575 598 715
Oton 84.6 389 432 485 616 672 769
Pavia 35.0 393 434 495 680 764 942
San Miguel 21.3 564 592 667 825 882 984
Sta. Barbara 77.5 360 396 422 487 512 594
Guimaras 604.7 121 140 153 195 209 233
Buenavista 128.3 208 235 249 323 294 328
Jordan 126.1 214 258 286 364 201 230
Nueva Valencia 137.1 141 160 178 226 198 226
San Lorenzo 93.12 - - - - 199 215
Sibunag 120.0 - - - - 148 167
Metro Iloilo –
911.3 418 460 501 633 683 763
Guimaras
Poverty
There is a high incidence of poverty in Metro Iloilo and Guimaras. An increase of 20% in
the number of families whose annual per capital income falls under the per capita
threshold was recorded from 1997 to 2000, while the incidence of poor families rose by
3.5% during the same period. Most of these are those informally settled along the
foreshore area or living in unproductive lands.
Economy
Majority of the business establishments in Iloilo City or some 92.33% of the total registered
business entities in the City are considered micro/cottage enterprises (i.e., with capital
between P100,000 - P999,000), followed by small enterprises at 5.39% (i.e., with capital
between P1 M - P10 M), medium enterprises at 1.17% (i.e., with capital between P11 M to
P39 M), and lastly by the large enterprises at 1.11% (i.e., with capital P40 M and up).
Iloilo's economy is dominated by businesses involved in trade and services, with

wholesale and retail trade consistently making up more than 50% of the total businesses
in Iloilo City for the past three years. In 2001, figures show that community, social, and
personal services ranks second at 24.79%; financing, insurance, real estate, and business
services at 13.65%; manufacturing at 3.9%; transportation, communication and storage
at 2.34%; and construction, agriculture, fishing, forestry, mining and quarrying, and utilities
at less than 2% each. One of the industries that contribute substantially to the city coffers
is local tourism. Iloilo serves as jump-off point to tourists, since the city has much to offer to
entice them to stay and explore Iloilo's best. One of the most famous places for tourists is
the coastal section of Arevalo district along the northern seaboard that attracts tourists
with its array of seafood cuisine and beautiful shoreline. For the year 2000 alone, the
Department of Tourism reported a total of 570,898 tourists arrival in the city.
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To further strengthen its tourism potential, the city government created the Iloilo City
Cultural Heritage Conservation Council, which is tasked to conduct an inventory of the
cultural heritage and legacy sites and structures and to promulgate rules and regulations
for the promotion and preservation of these sites in order to enhance their tourism
potentials.
On the other hand, Guimaras’ economy as of July 2003, was dominated by the primary
sector or agricultural sector which includes aquaculture, fishery and forestry, with 48.21%
share in the total number of persons employed in the province. The next was the tertiary
sector with 37.50% share. This sector includes transportation and communication;
wholesale and retail trade; financing, insurance, real estate and business services; and
community, social and personal services. The lowest share of 14.29% was taken by the
secondary sector which includes mining and quarrying; manufacturing; construction and
electricity, gas and water.
As to the structural shift of the province’s economy from 1990-2000, it was apparent that
the greatest change was towards the primary sector, but there was also a slight change
towards the tertiary sector.
In 2000-2003, the economy’s shift was toward the tertiary and secondary sectors which
indicated that the trend was toward urbanization.
This trend is supported by the result of the computation on the level of urbanization which
was 51.79%, more than 50%, indicating that the province could be considered urban.
Infrastructure
Seaports. Iloilo City has a river port, a domestic seaport, an international port and an
international seaport.
Seventy-two foreign vessels and 10,471 domestic vessels docked at the port of Iloilo in
2000, all with a gross registered tonnage of 12,076,649 tons. On the same year, the port
of Iloilo registered a passenger traffic figure of 1,933,964, of which 1,003,909 disembarked
and 930,055 embarked there.
THE national government has prioritized the improvement of seaports in Panay Island to
fast track the flow of economic investments. Iloilo City will get two water transport
facilities – the International Container Port Complex (ICPC) worth P350 million and the
P65-million San Pedro Port rehabilitation project. These projects, which will be
implemented by the Philippine Ports Authority (PPA), are expected to begin next year
and operational by 2009 to improve the port operations.
Funds for these projects will be sourced from government-owned and controlled
corporations (GOCCs) while construction works are set to start next year until 2008.
Airport. Iloilo City has a domestic airport located in Mandurriao district, with a 2,100 m. x
45 m. runway. It serves three commercial airlines and had a passenger traffic of 702,995
in 2001. The airport has a total land area of 52,635 sq. m. and has parking space of
about 4,000 sq. m. and an area for concessionaires of about 6,024 sq. m. The domestic
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airport is equipped with navigational and communication facilities, runway lights, power
generator, water system, fire truck and a rescue team.
There are existing efforts to information and materials needed to pursue the Asset
Disposition Program of the existing Iloilo Domestic Airport. This is to facilitate decision-
making of the Government of the Philippines when it wants to proceed with the asset
disposition. It is the domestic trunkline airport facility controlled by the Air Transportation
Office (ATO).
Road Projects. The national government will pour billions of pesos for Iloilo road
improvement projects in preparation for possible investments that the new airport in Sta.
Barbara-Cabatuan area will generate. The Central Philippines mega-region aims to
identify ongoing and proposed projects by the National Economic and Development
Authority (NEDA), particularly infrastructure projects that need priority funding.
The mega-region setup is covered by a four-year development plan from 2006-2010

aimed at spurring investments in the regions. The funding is allotted for proposed road-
widening projects in preparation for the operations of the new Iloilo airport. A P1-B
circumferential road will be established in the metropolis linking Jaro, Mandurriao and
Arevalo districts.
The Japan International Cooperation Agency (JICA) and Department of Public Works
and Highways (DPWH) have also considered the construction of a P6-B Metro Iloilo Road
Network which will include six circumferential roads connecting the city to nearby
municipalities. There is also the ongoing Iloilo East Coast-Capiz Road project costing
P476 M while a P1.2-B Iloilo East-West Road that will traverse the Concepcion-Sara-San
Rafael-Passi-Calinog route is being proposed. Iloilo City, being the gateway to Panay
especially to the world-famous Boracay Island, is also eyed for the implementation of the
proposed P2.664-B Iloilo City-Caticlan, Aklan highway.
Environment
Iloilo City. Iloilo City lies on a 20-kilometer coastline which is mainly for bathing, fishing,
and navigation. This water usage encouraged the establishment of industries and
commercial facilities like beach resorts, food shops, and restaurants along the coastline.
These developments further encouraged the growth of settlements along this stretch.
There are three major river systems in Iloilo, namely, the Jaro River, Batiano River, and the
Iloilo River. The meandering form of the Iloilo River as it cuts across the city creates a
natural river wharf which is currently considered as one of the country's best natural
harbors where the century old porterage and warehousing business still continue to
operate.
The river wharf is likewise known for its excellent anchorage and shelter for shipping
vessels of any size.
The Batiano River is an estuarine that has a mouth at the Municipality of Oton and
another at Barangay Calumpang in Molo, Iloilo City. The river has no defined watershed
but catches water from the agricultural run-off and sea level during high tide. It also
serves as a sink for domestic waste. It is classified by the DENR as Class C water use for
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the propagation and growth of fish and other aquatic resources, recreational, and
industrial water supply. The DENR has established six monitoring stations along this
waterway.
The other estuarine of the city is the Iloilo River which likewise serves as a main drainage
channel for its two major tributaries: the Calajunan Creek and the Dungon Creek. These
two creeks receive wastewater, surface run-off from agricultural, commercial, domestic,
and industrial sources. The DENR has established four water monitoring stations along this
river for monthly monitoring.
The other equally important natural resources of the city are the natural waterways (i.e.,
estuaries, rivers and creeks), beaches, coastal zones, fertile soil, and a relatively safe
ground formation. Although limited in numbers, there are also flora and fauna which can
still be seen in the city's remaining mangroves, marshes, fishponds, estuaries, rivers,
creeks, and coastal and tidal zones. Aquatic resources can still be harvested by marginal
fisherfolks near the shorelines.
There are nine monitoring stations evenly distributed along major thoroughfares in the
city districts established through a Memorandum of Agreement signed on 28 April 1997
among DENR, Philippine National Police, Iloilo City Government, and the Panay Electric
Company.
Guimaras. On 11 August 2006, the tanker MT Solar 1, chartered by Petron Corp. to

deliver two million liters of bunker fuel to Zamboanga, sank off the coasts of Nueva
Valencia town in Guimaras Island while battling rough waters, spilling its cargo into the
seas and destroyed the habitat of a diversity of marine fauna and flora.
The oil spill heavily affected three of the five municipalities of Guimaras: Nueva Valencia,
Sibunag and San Lorenzo. The two other municipalities (Jordan and Buenavista) were
relatively less affected but likewise felt the impact of the resulting loss of market
confidence on fishery products caught in Guimaras waters.
The bunker fuel spilled from Solar I contaminated the marine waters of the Iloilo and
Guimaras Straits; the fishing grounds of Guimaras fisherfolks. In addition, responses to
mitigate the impacts of the oil involved the use of chemical dispersants which were cited
as potentially harmful especially if used in shallow areas owing to its adverse effects on
corals and seagrass. Considering that planktons are organisms that float at the surface
of the water, they are particularly susceptible to pollutants at the surface like oil slicks.
Initial tests conducted by the University of the Philippines in the Visayas (UPV) researchers
in the Taklong Island National Marine Reserve (TINMR) revealed that there is a significant
decrease in the plankton population. This may result to disruption of the food chain
owing to the fact that planktons form the base of the marine food pyramid. This
condition will potentially result to decrease in fish production and eventually affect the
socio-economic status of the primarily affected communities in Guimaras and will
consequently have multiplier effects to the local economy.
The coastal zone contains some of the planet’s most productive ecosystems with rich
biodiversity reserves. Loosely defined, the coastal zone includes both the area of land
subject to marine influences and the area of the sea subject to land influences.
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The coast also supports the majority of the planet’s human population. This is particularly
true for a small island like Guimaras wherein a large percentage of communities are
settled in areas within the coastal zone. Based on GIS data derived from 2002 aerial
photos, there are approximately 2,300 households living within 100 meters from the
shoreline in the 3 heavily affected municipalities.
The spilled bunker fuel contaminated the coastal habitats: mangroves, seagrass and
corals. A total of 647.98 hectares were affected out of which 209 hectares are in the
TINMR. Although only a minimal area of seagrass and corals were directly affected,
there is a concern on the residual and long term effects of the oil on these ecosystems as
evidenced in some areas surveyed wherein bunker oil has seeped into the sediments
almost 30 centimeters deep in the intertidal zone in Tamsik, Panobolon and Unisan
Islands. Considering the intrinsic and economic value of mangroves, corals and
seagrass, these impacts will have far reaching implications on the socio-economic
conditions of the areas affected and the province as a whole. Being the spawning
areas of marine life, disturbance of these habitats will consequently result to decreased
fishery production and degradation of the general health of the coastal zone.
Local Finance
With the projected huge increase in the collection of taxes, the Iloilo City Government's
income is foreseen to reach P1.0 B in 2007. A total of P1,201,200,000 would be the income
of the City Government for the whole year of 2007. That is 58.8% higher than the 2006
income – P756,043,397. The city estimated that it would increase to 394,820,000 in the
whole year of 2007 from only P347,520,000 during the year of 2006.
To add, business income would also help in the increase in the total income. The City's
Internal Revenue Allotment (IRA) was reported to increase for 13.3% or P43,456,603 from
P326,543,397 in 2006.
There is a great opportunity to increase the revenues from real property taxes since the
city is undertaking the general revision of real property taxes. The local legislative body is
already studying the possibility of revising local ordinances to adjust the local tax rates
consistent with the Local Government Code (LGC).
The city expenditures increased at an average of 15.28% from 1997 to 2001. For the last
three years, it represented an average of 88.33% of the total income of the city.
However, in 2000, the city incurred a deficit of 4.09% but regained a 6.02% surplus by
2001. On the average, general public services eat up majority of the city's financial
resources at 46.57%, followed by economic services (12.30%), health services 910.42%),
social services (6.50%), education, culture and sports (4.88%), and housing and
community development (2.54%). The annual average growth rate of 14% and 15% for
1997 to 2001 in revenue and expenditures, respectively, does not show any growth in real
terms.
The Province of Guimaras derives receipts from the operation of economic enterprises
such as markets and public utilities. It collects permit and regulatory fees and obtains
credits and loans from the national government financial institutions and other sources. A
major contribution to local government account comes from the share in the national
internal revenue. According to the LGC (1991), the share of all LGUs from the internal
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revenue allotment (IRA) is 40 per cent. In 2003, Guimaras was 87.4% IRA-dependent,
decreasing to 77.8% in 2004.
Key Development Issues
The key issues confronting the region are the following:
a. Poverty. Significant proportions of the urban and rural poor live in communities which
lack access to basic services like piped water, sanitation, drainage, paved
footpaths, electricity, etc. It is commonly held that lack of stable income is the
reason why the poor lack basic services. Meeting residents’ needs for access to
basic services, land tenure and environmental quality is a fundamental challenge for
MIGEDC. Consistent with the fact that productivity and incomes are generally much
higher in urban areas than in rural areas, people migrate from the countryside to the
city because of better opportunities for escaping from poverty. This is not only
socially problematic but raises questions about the sustainability of current
development patterns. Therefore, policies targeted at the specific problems of the
rural and urban poor have become more important.
b. Urbanization of poverty and globalization impacts on local governance. The

problems of urbanization, including pollution, traffic, and environment degradation,
are some of the pressing urban issues to be confronted by MIGEDC. There is a need
for actions that will prepare MIGEDC to address increasing challenges brought
about by rapid urbanization. Globalization issues and concerns are being
increasingly addressed by LGUs. Many LGUs have to introduce innovations and
adopt relevant paradigm of thinking addressing the negative impacts of
globalization. In this day and age of rapid developments in telecommunication
and computers, local governments have begun to cross the so-called digital divide.
c. Limited financial resources to support local development. The Philippine

experience, with lack of financial decentralization, greatly hampers efforts at
operationalizing a meaningful devolution in the country. Among other things, the
past 10 years has seen LGUs in the Philippines being forced to absorb personnel
devolved by the national Government to them without the accompanying financial
resources. During the years immediately following the enactment of the 1991 Local
Government Code, close to 65,000 personnel were devolved. LGUs have remained
heavily dependent on the national transfers through the IRA which supports 80% to
90% of the LGU total fund requirements to deliver local services. There is therefore
little effectiveness in the local service delivery and poverty reduction if LGU
dependence on IRA is reduced. This is aside from the other popular sources of funds
for LGU development projects, which is the Priority Development Fund of
Congressmen and Senators. This funding usually addresses political needs rather
than more strategic priorities affecting local services for poverty reduction. This
contributes to inefficient allocation of government resources.
Of most concern in terms of economic performance is the fact that very little LGU
expenditure is for capital improvements or development related. LGUs spend almost
invariably less than 10% of their budgets on real capital spending. The result is that
LGUs do not have money available for catalytic projects, e.g., infrastructure. Even
when local governments embark on critical infrastructure projects, their capacity in
designing and implementing these projects has often been limited. Local
16
governments have yet to fully rise to the challenge of fiscal sustainability as
mandated under the LGC.
d. Low capacity in local governance and development. Capacity building is a major

priority in the agenda for local governance. Capacity building efforts had been
wanting considering the necessary skills need to carry out the MIGEDC
responsibilities. The areas of capacity building concerns include: a) weak regional
planning and budgeting system, b) poor revenue collection and management, c)
policy making that is client-oriented, d) financial development framework, e)
underutilization of public and community assets, and f) lack of accountability and
transparency in governance processes.
17
Comparative Advantages and Challenges
1. Competitive Metro Iloilo–Guimaras Economic Region
Metro Iloilo and Guimaras are part of the Central Philippines Mega Region, where tourism
is defined as its competitive edge. This region includes the Visayas, Bicol, Palawan,
Romblon, Camiguin, Siargao and Dapitan. The major tourism sites in Central Philippines
are Boracay, Guimaras, Sipalay, Cebu, Bohol and Palawan. Important infrastructure in
these areas are: in Boracay, an instrument landing system for the Kalibo airport; a new
airport in Santa Barbara, Iloilo due to be opened this year; a new RoRo port in Sibunag,
Guimaras; a good road network that will extend to destinations in the Panay Island; and
Sipalay will be linked via Silay airport and Kabankalan airport. In Central Philippines, Iloilo
City is the center for residential, commercial, financial and educational activities in the
region. Pavia is the agro-industrial center since this is the designated location of the
Regional Agro-Industrial Center (RAIC). Leganes is the center for agri-based and light
industries. San Miguel is the agricultural center and food basket; Oton the residential
area and Sta. Barbara the transportation center since this is the site of the airport of
international standards due to be this 2007. The Province of Guimaras is the eco-tourism
and agricultural center.
Creating enough jobs, where population is growing fastest, is the single most important
task that needs to be accomplished in order to significantly improve the quality of urban
life in Metro Iloilo – Guimaras.
People migrate from the countryside to the city precisely because of better opportunities
to escape from poverty. However, while urban income and productivity is high on the
average, inequality is also higher. The Metro Iloilo urban population is also increasing
much more quickly than the rural. Therefore, policies targeted at the specific problems
of the urban poor have become more important. Significant proportions of the urban
poor live in communities which lack access to basic services like piped water, sanitation,
drainage, paved footpaths, electricity, etc. Meeting urban residents’ needs for access to
basic services, land tenure and environmental quality is a fundamental challenge.
Individual member-LGUs of MIGEDC hardly contemplate competing in the global

economy. Most local development plans are supply-driven, inward-looking, and limited
to encouraging businesses that cater to local consumption needs or, at best, attracting
industries producing relatively low-value and small-scale products for export. The
National Government shares the same orientation and is neither providing the required
strategic direction nor the enabling policy and institutional environment. Lately, however,
the mega region economic development strategy of the National Government has
provided strategic leadership in developing basic infrastructure for efficient and cost-
effective movement of goods and products within the regions.
The Regional Agro-Industrial Center located in Pavia, Iloilo, for instance, have not helped
in developing local industries that can compete in the world market, but instead have
made LGUs compete with each other to host business locators, and impeded LGUs’
ability to harness their competitive advantages and develop competitive alliances.
Specialization of products and services critical to sustainable growth has been stifled by
this mode of development. There is a strong service orientation but very weak investment
orientation in local development planning. NEDA’s metropolitan concept has been
observed to be primarily service-oriented, dealing with traffic congestion, infrastructure,
and other urban services. It is, however, seen as an instrument for promoting investment.
18
2. Brighter prospects of the tourism industry
Tourism is the renewed thrust of the region. In spite of its potentials as revenue source, it
has not been given sufficient attention. A review of the development trends in the
tourism sector of the Metro Iloilo–Guimaras region between 1993 and 2002 indicates
quite clearly that;
• the tourism sector has been the fastest growing economic sector with tourism arrivals
increasing at around 14% per annum, tourism establishments increasing at around
6% per annum, establishment income increasing at an estimated 10% to 15% per
annum, and employment increasing at around 10% per annum, and employment
compensation increasing at around 15% per annum compared to the traditional
economic activities at 3% to 5% per annum;
• the centre or gravity of Panay Island's tourism development shifted from Iloilo that
held 48.5% of total tourism in 1993 to Aklan Province (based largely though not
exclusively on Boracay Island) which increased its share of the tourism sector from
12.8% in 1993 to around 48% of total tourism volumes and related economic impacts
in 2002;
• Iloilo's share of total tourism volumes and impacts has progressively declined from
48.5% in1993 to 22% in 2002.
Iloilo City has been unable to capitalize on its former role as the Panay gateway. At the
same time, the inability to develop its own tourism resources coupled with an
inadequate inter-island transportation infrastructure, and the rise of Aklan Province as the
primary destination for tourism development and investment in the 1990's are the
proximal causes of the city's decline in importance as a destination and gateway. In
short, the city is locked into the old economy whose influence and importance is slowly
declining.
The Iloilo City Government and Metro Iloilo municipalities have recognized the
importance for urgent action to develop the tourism sector through the initiative to
develop a new international standard airport in the Sta. Barbara area, and the recent
creation of the Iloilo Visitors and Convention Bureau. The new airport has the potentials to
link Panay Island with the main markets in the Asia-Pacific Region and to long haul
international markets through major regional hubs such as Singapore, Bangkok, Hong
Kong, and Seoul. The Iloilo Visitors and Convention Bureau is designed to promote the
tourism products of the city and its environs initially to domestic markets and eventually,
as product and access is developed, to international markets. In addition, it has now
been recognized that if the city is to take full advantage of the growth prospects going
forward, and thus re-establish its position as the gateway for tourism in Panay Island.
As the main gateway to Panay Island, Metro Iloilo and Guimaras has the opportunity to
play a leading role in catalyzing the development of Western Visayas’ tourism potentials
on a sustainable basis and thereby benefiting its own development by:
• establishing itself as major urban tourism destination in its own right;

• providing the main access point into Panay Island for domestic and international
tourists;
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• promoting the development of fast, efficient, and high quality access,
transportation, and communication linkages and transportation services between
it and the main destination points on Panay Island;
• being the preferred base for the offices of tourism companies involved in tourism
operations on Panay Island; and
• establishing it as the centre for tourism training, education, and research on
Panay tourism.
3. Local Ownership and Leadership
Local leadership and a true partnership between the MIGEDC and local partners are
critical elements of a successful ODA project. Only when there is a true partnership, are
local partners able to articulate, champion, lead, and own a project that reflects their
aspirations and needs.
Donors seek local partners that demonstrate leadership, championship, and

commitment to good urban governance, local government reform, sustainable
development, and gender equality. Furthermore, donors seek local partners that are
willing to share information and experiences, and possess sufficient capacity to absorb
technical assistance to undergo change and sustain results. Also, continuing with current
successful practice, to ensure projects are cognizant of the local cultural, political, social,
and economic context,
Critical to success, MIGEDC’s emphasis is placed on finding, nurturing, empowering, and

promoting local champions – including political, institutional, and community leaders.
Project champions have the local mandate and credibility to lead projects. They are
willing to take risks and consider new ideas, creating the space for change to occur.
Leaders and professionals working within the bureaucracy of partner local governments
contribute the necessary physical and intellectual inputs that allow projects to achieve
results. It is with these people that sustainable impacts are achieved.
4. Low investments in regional and metropolitan scale infrastructure
The low capital investments in infrastructure by local governments do not augur well for
local and regional development. Infrastructure in the Metro Iloilo and Guimaras has been
hindering local and regional development.
Beyond individual LGUs, there is a need for regional-scale services and infrastructure
networks, which requires inter-jurisdictional coordination and collaboration. Inter-
government functions – regional transportation, solid waste, economic development
planning and promotion, and so on – need to be coordinated at the extended urban-
regional level, beyond any individual LGUs.
Because of the inability to effectively plan and implement infrastructure expansion in a

regional scale to accommodate growth, the price of scarce land that does have
infrastructure services is bid up, thus raising the cost of business investment. Unplanned
development that takes place without infrastructure has caused severe environmental
damage. Retrofitting infrastructure after development is always much more expensive to
the government than planning and implementing infrastructure in line with development
and anticipated trends.
20
Given the emergence of the growing Metro Iloilo–Guimaras region, corresponding
growth in infrastructure and capital investments will be vital in ensuring a livable and
competitive urban-rural system. The need for both urban competitiveness and poverty
alleviation would require significant improvement in urban infrastructure such as urban
transportation, water supply, sanitation, solid waste, air quality improvement and
information infrastructure.
5. Sustaining the regional urban environment
Metro Iloilo and Guimaras already exhibit many problems associated with unmanaged
urbanization, such as water and air pollution, inadequate water supply, weak sewerage
infrastructure and waste disposal, presence of squatter colonies, and traffic congestion.
Population growth, urban migration and lack of economic opportunities and poverty in
the countryside leads to low productivity and destructive activities that threaten the
already fragile urban environment. The devastating flooding and oil spill in Guimaras in
the recent past attest to the environmental degradation that besets the area that must
be proactively addressed.
6. Dealing with decentralization policy deficiency in inter-local government

undertakings
The LGC of 1991 not only provides the legal mandate for government decentralization,
but also contributes to the policy framework for regional planning and development,
which is part of the functions and responsibilities devolved to local governments. LGC
encourages local governments to group themselves, develop alliances, and form
partnerships with civil society in managing development. It also recognizes the potential
of metropolitan arrangements consisting of clusters of LGUs. The LGC further broadens
opportunities for increased revenue generation of LGUs through more defined
delineation of taxation powers and authority to venture into alternative sources of
financing.
LGC devolves to LGUs the responsibility for the delivery of basic services, agriculture,
health, social services, environment, and public works that was formerly the responsibility
of the National Government. In addition, LGC provides opportunities for LGUs, civil
society, and businesses to work together and make choices that serve their collective
interests.
Regional development has been enshrined in the policy and administrative agenda of
every political leadership since the 1960s. President Gloria Macapagal-Arroyo, upon her
assumption into office in 2001, promptly declared the need to address regional
development issues, such as reducing regional disparities, strengthening cities and urban
areas, promoting peace and development in Mindanao, and stepping up tourism
development. Major strategies for regional development as mentioned in the National
Framework for Regional Development of NEDA include national dispersion through
regional deconcentration, enhancement of the urban-rural linkages, resource and area-
based development, effective mechanisms for regional development administration,
and delivery of minimum desirable levels of welfare.
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The 2004–2010 MTPDP provides the broad guidelines in implementing the 10-point
agenda of the President released after her election in May 2004. The plan calls for the
development and rationalization of key infrastructure and utilities, promotion and
development of identified tourism areas, and the provision of microfinance for small and
medium-size enterprises. In terms of regional development, it calls for congruence of
development plans within the archipelagic economy of the country and the need to
conserve its fragile island ecosystem. The development agenda also calls for
decongesting Metropolitan Manila by developing new centers for government, business
and housing in each of Luzon, Visayas, and Mindanao establishing commuter links
between Metropolitan Manila and the north and south regional areas, and the
development of other transport hubs, such as airports and ports in identified areas in the
country.
Regional economic development is further challenged by many other policy gaps and
institutional constraints. This contributes to the lack of capacity of LGUs to raise revenue
other than IRA. The highly politicized bureaucracy and corrupt activities similarly affect
sustainable regional economic growth.
7. Dependency on national government for fiscal matters
Local governments have yet to fully rise to the challenge of development as mandated
under the LGC. Ironically, LGUs have become more dependent on the national
government for funding because of IRA. This increasing dependence on the IRA, acts as
a disincentive to local governments to raise local revenues and to deliver more effective
governance.
Most LGUs rely on IRAs to finance their operations. The existing system of inter-
governmental transfers does not facilitate the development of integrated and well-
coordinated plans and programs across the different tiers of government. The IRA
formula has also been criticized for being inequitable, inefficient, and incapable of
promoting local tax effort. Provinces and cities each get 23% share of IRA. Among
individual LGUs, it has also been observed that poor or low-income class LGUs tend to
get lower shares than high-income class LGUs. The equal sharing component of IRA
encourages greater local government fragmentation and discourages local
government mergers that could lead to more efficient provision of local goods and
services. Finally, there are indications that IRA tends to substitute or decrease local tax
efforts. For LGUs not inclined to put up new projects or improve their services, the IRA is
enough to meet their operational requirements. In spite of the authority of LGUs to incur
debts and raise equity, many LGUs seldom utilize the credit market for development
financing. Most LGUs prefer to secure grants and donations.
Also, there are few incentives for local governments to raise own revenues to deliver
services more efficiently. Better performing LGUs are not rewarded fiscally, nor are poor
performers sanctioned. Of most concern in terms of economic performance is the fact
that very little LGU expenditure is for capital improvements or development related.
A major factor constraining LGUs from borrowing is their lack of technical capability to
formulate development plans and package project proposals for acquiring loans or
other types of financing, such as BOT programs. Many LGU development plans are not
supported by sound financing programs. There is limited knowledge of the policy
implications and general technical content of the different means of credit financing. In
22
addition to the internal constraints of LGUs are legal and administrative constraints from
the National Government. One major constraint is the debt cap on LGU borrowing under
Section 324 of the LGC. It limits the annual appropriation for debt service to 20% of the
regular income of an LGU, thus hindering the local government from implementing even
self-liquidating and/or self-supporting projects that require sizeable capital outlay. The
Commission on Audit and Central Bank regulations requiring LGUs to maintain their
deposits with government financial institutions constitute another restriction. This
requirement effectively disallows private financial institutions from availing of the IRA
mechanism that serves as collateral for LGU and weakens the power of LGUs to
negotiate or search for the cheapest borrowing rate.
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Strengths and Weaknesses
Strengths
1. A new regionwide and poverty-focused development plan for Metro Iloilo and
Guimaras formulated and being implemented with strong civic engagement.
The first act of the new MIGEDC metropolitan arrangement was to harmonize, through a
process of multi-stakeholder involvement, five disparate municipal plans into an urban
regional framework plan. The now-completed Metropolitan Iloilo Land Use Framework
Plan (MILUFP) provides both national and local stakeholders a powerful tool for
managing rapid urban growth in Metropolitan Iloilo. What it needs at the moment is to
consolidate this with the Guimaras Provincial Physical Framework Plan to form part of the
MIGEDC Regional Growth Framework Plan
2. Refocused urban leadership towards integrated thinking for urban sustainability,

poverty reduction and gender equity.
A key factor of success in the development of former Metropolitan Iloilo Development

Council (MIDC) was building the capacity of urban leaders (not just mayors, but also
other key opinion leaders in the community) to begin understanding how metropolitan
regions work, the complexity of the underlying forces at play, the unequal burden of
problems and costs shouldered by the inner city municipality, and the inter-
connectedness of both the problems and the potential solutions across jurisdictions,
agencies, sectors and political orientation. This was achieved through a sustained
program of capacity development toward improved leadership, much of which was
achieved through exposure to good (and not-so-good) practices from other places
through study tours within the Philippines, to Canada and other places in South-East Asia
such as Malaysia and Singapore. Leaders began also to appreciate the value of learning
from others’ success and failures. The end result was a paradigm shift among the five
urban mayors. The mayors now think within the context of “urban” and not just
“municipal”, to better integrate issues of poverty reduction and gender equality into
policymaking and planning, and have traded in their municipal decision-making
freedoms for the collective decision-making of the MIDC, with a commitment to
renewing the public realm.
3. A new mindset of urban-rural linkages and imperatives in local development.
Over the course of the process, MIGEDC leaders have become more comfortable with
and confident in the benefits of inter-local cooperation, that it is becoming standard for
solving shared regional challenges. In the past year in particular, a real change in
thinking has happened in integrating urban and rural issues into governance of the
urban region. For example, to address common challenges of their tourist industries, the
City of Iloilo and the Province of Guimaras have formed an alliance, cemented through
a formal memorandum of understanding, to collaborate on tourism promotion and
related infrastructure development such as ports.
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4. Poverty support through community-based economic, livelihood and environmental
initiatives.
Economic growth has been felt at the community level, with new investments in tourism-
related services owned and operated by small-scale operators and individual
entrepreneurs in communities across the island. The people of Metro Iloilo and Guimaras
have chosen a sustainable route toward economic development and livelihood
promotion that: a) takes advantage of the strengths of their local culture and history,
through various tourism economic activities such interpretive guiding, a local food
festival, and boating, and b) builds the economy through protection of ecological assets
(coastal and terrestrial environments, solid waste management).
5. New institutional arrangements in place to sustain the pursuit of local poverty

reduction targets.
MIGEDC continues to innovate on institutional infrastructure to remain focused on its

poverty reduction program and sustain its gains. For example, the member local
governments have established or are on the process of establishing individual Local
Economic Development Offices, a new agency responsible for stewarding community-
based economic development and investment, acting as a catalyst to increase local
government revenues that in turn contribute to improving local services. Tourism and
Investment Promotion Centers, a multi-faceted public facility, now serves four key
purposes: a) as a micro-enterprise and livelihood incubator, b) as a tourism promotion
and information center, c) as a center for promoting community-based and
cooperative-sector products (agriculture, agro-processing and handicraft), and d) as a
one-stop shop for businesses wanting to invest in the island’s economy.
Weaknesses
1. Sporadic urban planning and implementation.
It is envisioned that the areas composing Metro Iloilo and Guimaras will have a common
development strategic plan. The plan basically identifies their major development roles
so that complementarity of development goals will be assured. Moreover, there is a
need for more a more coordinated land use planning so that investment planning will be
more rationalized. One possible weakness is the absence of project implementation
mechanism to cooperative undertaking, e.g. investment attraction.
2. Inadequacy of urban renewal, land use and zoning and shelter services.
There is a need for the planning and implementation of policies, rules and regulations
and programs and projects to rationalize and optimize land uses and provide direction
for urban growth and expansion. Iloilo City is constrained to allow varied uses of its small
land size. A larger scale for physical planning will allow for a more rational use of its
existing land and permit greater economic and spatial links with its neighboring areas.
The formulation of an integrated land use and zoning plan for the area will synchronize
and give more meaning to existing land use and zoning plans and regulations of each of
the member-areas. There is a need for an urban planning and design for the metropolis.
There is also a need to look into the identification and development of suitable land for
industry, of housing sites for urban dwellers including the resettlement of slum dwellers in
25
the city, of suitable landfill site for solid waste management, among others. It should also
see the future in terms of further expansion and implications on infrastructure support to
sustain and manage urban growth.
3. Fragmented transportation management system.
There is a need for the formulation, coordination, design and monitoring of policies,
standards and programs and projects to rationalize the existing and proposed transport
operations, infrastructure requirements with the end in view of integrating into a single
network the roads and major thoroughfares of member local government units. Iloilo City
is the center of trade, commerce and industry in Panay Island. As trading center, the city
boasts of several shopping malls and supermarkets. It is also one of the major centers of
higher learning in the country. During ordinary days (especially school days), the city’s
population bloats significantly. Despite the enormous number of people coming in and
out of the city, there are only four exit points, one for each of the adjoining municipalities.
Worsening the city’s traffic problems is the tremendous increase in the number of utility
vehicles plying the city’s major thoroughfares. Fueled by rising standards of living, car
ownership in the city and the surrounding municipalities escalated. Unfortunately, the city
shares the woes of other aging cities where the streets are designed to accommodate
small vehicles.
4. Growing community pressure for effective environmental sanitation, waste

management and disposal.
There is a need for the formulation, coordination, design and monitoring of policies,
standards and programs and projects for proper and sanitary waste disposal. It shall
likewise include the establishment and operation of sanitary landfill, incinerator, recycling
facilities and related facilities intended to develop an environmentally friendly
metropolitan level. The establishment of a common solid waste management system
and facilities will greatly benefit all the concerned entities. Currently, Iloilo City has
difficulty in accommodating the solid waste of neighboring municipalities. The current
disposal site in the Mandurriao District is only good for Iloilo City. The identification of a
common solid waste disposal site to be located at the outskirts of the metropolitan area
will prove to be more sustainable and cost-effective. The needed facilities will not only be
built with dispatch through sharing of costs but their use will also be maximized.
Moreover, considering that the selection of landfill site is a contentious issue, it can be
worked out so that the recipient municipality will be provided disturbance remuneration
or other forms of privileges or compensation.
5. Need for effective flood control and sewerage management.
Like many old settlements in the Philippines, Iloilo City sprouted at the mouth of major
rivers -- Iloilo and Jaro Rivers. As transit point for commercial goods, Iloilo City’s economy
grew and progressed. As the city became progressive, migrants from outlying
municipalities came to reside in the city. The proliferation of squatter colonies especially
in the riverbanks took its toll on the environment. Stilt houses were built along riverbanks
thereby constricting the flow of the rivers. Adding to these woes are the subdivisions and
residential houses in the Jaro District which claimed the several esteros (natural
floodway) leading to Jaro River. The onset of the rainy season which starts during the
26
month of May and brings heavy monsoon rains prove to be devastating to the residents
of Jaro and Lapaz Districts and Pavia. A comprehensive flood control system is being
undertaken to ease the perennial flooding in Iloilo City and Pavia. A cooperative
scheme can be arranged that will involve the dredging of the Jaro River from Jaro
District upstream to Pavia and the construction of a network of floodways that will
facilitate the flow of floodwater during heavy rains. Moreover, as the pace of
urbanization accelerates, the need to have a comprehensive sewerage system must
already be studied. Iloilo City and the surrounding municipalities do not have an efficient
sewerage system. Consequently, the underground water aquifer is continuously
degraded.
6. Need for networking of economic support infrastructure.
There is a need for the implementation of a system of transport networks linking and
integrating the various road networks of the member local government units into one big
web of roads and thoroughfares. Collaboration among LGUs is essential for the success
of infrastructure services to support economic development. The MIGEDC is the best
venue for discussing how infrastructure plans can possibly complement each other.
MIGEDC needs to take a look at enhancing the attractiveness of Pavia as an industrial
area as the airport will increase the volume of traffic along the highway.
7. Lack of coordination in trade and investment promotion.
There is a need for the formulation and implementation of a comprehensive investment

strategy and the rationalization of investment rules and regulations, with the end in view
of developing the whole area into one big economic zone. The need for creating an
integrated promotion strategy for promoting Metro Iloilo and Guimaras as one
investment area should be completed. While the Department of Trade and Industry, the
Iloilo Business Club and the Iloilo Economic Development Foundation are devising
promotional packages for the growth areas, this has to be translated to enhanced
attractiveness. What is needed for these promotional packages to succeed is an
assurance from investors that industrial development in the area is holistic and well
coordinated. Only the formulation of a comprehensive and integrated investment
promotion plan, duly ratified and endorsed by all concerned LGUs, can achieve these
ends.
8. Guimaras Solar I Oil Spill Disaster impacts on the region.
On 11 August 2006, the tanker MT Solar 1, chartered by Petron Corp. to deliver two million
liters of bunker fuel to Zamboanga, sank off the southern coasts of Nueva Valencia town
in Guimaras Island while battling rough waters. Since the sinking, about 10 percent of the
ships cargo has spilled into the sea.
Guimaras has been most heavily impacted. The spill has contaminated the beaches of
all five municipalities of the Province (3 of them heavily, 2 of them moderately), as well as
the coastal environments of several municipalities in the neighboring provinces of Iloilo
and Negros Occidental. It has all but destroyed beaches and coastal areas, along with
the habitat of a diversity of marine fauna and flora (coral reefs, mangroves, sea grasses).
The local marine reserve is also heavily damaged.
27
The oil spill in the marine ecosystem of Guimaras has imperiled the fishing and tourism
industries in the island province. The well-preserved marine ecosystem of Guimaras made
it the home of two research institutions, namely the University of the Philippines Marine
Biological Research Center and the Southeast Asia Fisheries Development Center. There
are also health threats especially on the respiratory conditions of the people living in the
coastal communities reached by the bunker fuel. Moreover, concerns on the possible
inland pollution due to the oil refuse deposited in the shores and intrusion of the crude oil
in the underground aquifer or groundwater reservoir are already being raised.
After many years of sustained work for the sustainable development of the island and
efforts to tackle poverty and uplift the lives of its residents, the catastrophe brings
Guimaras many steps backwards in its economic and conservation initiatives. Two of the
island’s three economic drivers – fishery and tourism – have been crippled. Immediate
humanitarian relief has been mobilized. And with many years of sustained efforts to build
good governance at the local level, there is capacity to respond to this tragedy. This
capacity to act locally, combined with incoming assistance from the national and
international levels, puts hope for a recovery on the horizon.
There is a need for a Guimaras recovery done in coordinated manner with other actors
and harmonized through both the MIGEDC and the Guimaras’ Task Force Sunrise.
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Strategic Plan 2010
Given all the developments evolving in MIGEDC, strategic mapping workshops were held
to define its directions and program of actions. There are more than 60 initiatives that
need to be done until 2010. These workshops were designed to supplement the
information provided by the various plans and programs of MIDC and Guimaras
Province.
The vision MIGEDC has and the functional roles adopted by the member-LGUs are
clearly defined in order not to duplicate and compete with each other. These are:
• Iloilo City as regional center for residential, commercial, educational and

governance activities;
• Pavia as the agro-industrial center;
• Leganes as the center for light industries;
• San Miguel as the food basket;
• Oton as the dormitory;
• Sta. Barbara as the historic and cultural center; and the
• Island province of Guimaras as a “stop-over” in the Mega-Region’s Central
Visayas Tourism Corridor
By 2010, MIGEDC hopes to achieve the following:
1. increase stakeholders’ satisfaction by transforming MIG as a progressive, self-

reliant and sustainable region;
2. maximize its financial resources by increasing productivity of LGU resources and

improve utilization of LGU assets;
3. improve MIGEDC’s internal processes through enhanced management systems,

stakeholders’ management, logistics and policies and procedures improvement;
and
4. enhance capacity for learning and growth through capacity building and
institutional strengthening.
The following actions, are laid out to achieve these objectives.
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MIGEDC Scorecard 2010
Perspective: Improve Stakeholders’ Satisfaction of MIGEDC Services
Objective Owner Initiative Potential Funding Source
Effective and quality Basic Services 1. Accreditation of all main health centers with
health services Sentro Sigla
2. Accreditation with Phil Health Insurance (OPB,
DOTS and Maternity Packages) of all main Health
Centers
3. Construction and improvement of key main health
center facilities
Effective and quality Basic Services 4. Improvement of education infrastructures and
education services logistics
5. Expansion of basic education through extension
projects
6. Development of Special Education programs
through networking and linkages building
7. Improvement of SEF policies and programs
8. Gender-fair scholarship programs for poor and
deserving students
9. Program for slow learners through teacher training,
learning materials development and student
development activities
Provide integrated and Infrastructure 10. Road Improvement Project in MI and Guimaras JICA
efficient infrastructure Committee
11. Local Government Drainage Improvement Project
that support coordinated
economic development 12. Drainage Maintenance
in MIG
13. Integrated infrastructure Master Planning (waste
30
water treatment, landfill, seaports, traffic

management, new road and waterways
14. Communication Facilities Improvement
15. Integrated Ports Development
16. Support to DPWH JICA Flood Control Project
Support increased Infrastructure 17. Integrated Food and Transport Terminal Systems
revenues from trading Committee
18. Farm to Market Roads Improvement
sectors from public
infrastructures 19. Irrigation Development
Provide adequate Infrastructure 20. Alternative Energy Research and Development
access to urban Committee
21. Communal Water Supply System
infrastructures for social
and environmental 22. Rainwater Harvesting Projects
development
23. Power Generation
24. Small Town Water Supply Program Expansion
Achieve a progressive Land Use 25. Implement strictly agricultural area zones
MIG through high Management
agricultural productivity
Develop programs for Land Use 26. Old Iloilo Airport Redevelopment Program Private sector
use of idle government Management
lands
Enhance existing growth Trade and 27. Inner City Revitalization Project (sidewalks, vendor
centers in MIG Investment relocation, designation, etc.)
28. Development of other growth centers
Achieve a disaster Public Safety and 29. Emergency Equipment Pooling
prepared MIG Security
30. Local Ordinance Codification
31
31. Creation of MIG Disaster Management Council

Disaster Management
Establish MIG as center Tourism 32. Innovative tourism products and project AusAID
of arts, culture and sports
33. Institutionalization of festivals in MIG
34. Heritage Conservation Program for Iloilo City and
Guimaras
35. Integrated Tourism Marketing Program for MIG
Develop tourist-friendly Tourism 36. Tourism Sites Development AusAID
communities
37. Establishment of tourism information centers in
strategic locations
38. Community based tourism awareness projects
39. Community-based tourism enterprise development,
marketing and industry support
Ensure a progressive Trade and 40. Establishment of Economic Development Office GTZ
industries in MIG Investment
41. Incentives Program for Retaining Existing Industries
42. One-stop Shop for New Investors
43. Business Support Services such as project feasibility,
registration, technology and training, etc. and
marketing
Increase agricultural Trade and 44. Cooperative Organization Development and
productivity Investment Strengthening
45. Agricultural Technology Support Services
46. Organic Farming Systems
47. Agricultural Infrastructure Support Services
32
48. Agricultural Productivity Enhancement

Increase employment Trade and 49. Intensified employment program
opportunities Investment
50. Comprehensive HRD Program
51. Economic skills enhancement program
52. Industry-School Partnership for technical and
vocational education and trainings
Develop MIG as export Trade and 53. Business Missions to attract investors
manufacturing hub Investment
54. Strengthening ICT industry
33
Perspective: Maximize Productivity of LGU Resources

Make available financing Basic Services 1. LGU Investment Program for Healthcare
for health care
Generate alternative Infrastructure 2. Financing Options for Infrastructure Projects ADB

financing sources for Committee
3. Integrated Financing Plan for Infrastructure
large infrastructure
Development
projects of MIG
To increase tourism Tourism 4. Public-private partnerships in tourism economy AusAID
receipts and arrivals
To attract investment in Tourism 5. Tourism industry partnerships in business AusAID
tourism development and marketing and promotion
6. Agri-tourism circuit promotion
7. MIG website enhancement
8. Computerized Tourism information system
Increase LGU revenues Tourism 9. Tourism Enterprise Development and Promotion AusAID
from tourism enterprises
Develop MIG as financial Trade and 10. Development of MIG as financial center
center Investment
Generate funds for the Trade and 11. Financing post-harvest technologies
development of agri- Investment
12. Strengthen financing system of cooperatives
fishery industry
Attract ICT investments Trade and 13. Conduct industry analysis
Investment
14. Promote ICT as industry
15. Conduct business missions
34
Perspective: Strengthen MIGEDC Management Systems and Services

Ensure results based Secretariat/TWG 1. Multi-stakeholder committee management AusAID
project management trainings
system
2. Results-based program and project management
system
3. ICT-driven project planning and operations
Increase awareness on Secretariat/TWG 4. Communications program development CIDA
MIGEDC activities
5. Branding of regional services offered to clients and
stakeholders
6. Improvement of MIGEDC website
Improve MIGEDC Secretariat/TWG 7. Equipment acquisition to enhance service delivery AusAID
services (computers, office equipment, etc.)
8. Development of MIGEDC collaterals and materials
that promote MIGEDC services
9. Participation in metropolitan networks and
organizations
Increase public Environment 10. School-Community Partnerships in SWM
awareness of Campaigns
environmental issues
11. Establishment of community watch groups
12. IEC on sanitation and waste water treatment
13. IEC on small scale mining act
14. IEC on ground water protection
15. IEC on SWM
16. Improvement of communication facilities and
35
services
Improve environmental Environment 17. Environmental Mapping through GIS
database for MIG
18. Geo –hazard assessment surveys
19. Industry-Academe-Government Partnership on
Environmental Researches and Environmental
Compliance Monitoring
20. Regular water quality monitoring
Institutionalize the Environment 21. Harmonization of LGU environmental codes, zoning
MIGEDC-LGU-NGA and other ordinances
partnerships in
22. Creation of task forces to address informal settlers
environmental
programming 23. Multi-agency consultation on improving links
between MIGEDC committees and environment
Increase compliance on Environment 24. Establishment of formal inspection system for
environmental laws environmental compliance of industries and
households
25. Multi-partite committee on environmental
monitoring
26. Monitoring of fishery laws compliance
27. River and coastal areas watch program
Improve NGA-LGU Infrastructure 28. Collaborative Infrastructure Development Projects AusAID
coordination in Committee
29. Development of harmonized infrastructure
infrastructure
program in coordination with NGAs and LGUs
development
Integrate/harmonize Land Use 30. Research to identify and develop new growth AusAID
regional physical Management centers
framework plans
31. Master planning of key sector projects (Iloilo City
36
CBD, Mandurriao Old Airport, Sta.Barbara-lloilo City
Corridor
32. Implement urban renewal projects
Institutionalize urban Land Use 33. Review national land use planning policies and
planning through policy Management recommend changes
34. Establish urban planning guidelines
35. Form MIG Land Use Committee as permanent
structure
36. Conduct of regular multi-stakeholder consultation
Update a GIS-based land Land Use 37. Conduct data gathering and capacity trainings AusAID
use database for MIG Management on GIS and its applications
38. Install GIS system
Strengthen zoning Land Use 39. Evaluate locational and zoning clearance in a
administration system Management transparent manner
40. Update zoning ordinances
41. Develop inter-local government planning guide
Improve public-private Public Safety and 42. IEC on Partnerships for Public Safety
partnerships in public Security
43. Establishment of Barangay Information Networks as
safety services
support to public safety services
Upgrade public safety Public Safety and 44. Integration of public safety service facilities in the
facilities and services Security infrastructure programs
45. ICT in public safety services
46. Gender-sensitive jail facilities and services
Improve coordination of Public Safety and 47. Organization and implementation of Barangay
NGA and LGUs on public Security Tanod Federation in MIG
37
safety services delivery 48. Creation of MI Fire Protection Council
Establish a functional Public Safety and 49. Creation of integrated fire protection council with
disaster risk management Security common service facilities
system in the MIG
50. Establishment and implementation of multi-partite
performance monitoring of disaster risk areas
51. Creation of integrated MIG police council
Improve tourism Tourism 52. Tourism infrastructure planning and financing AusAID
infrastructure support
53. Construction of world-class toilets in strategic areas
54. Iloilo-Guimaras Seaport development
To ensure quality business Tourism 55. Improvement of efficiency of business permitting GTZ
support system system
56. Adoption of DOT accreditation system
57. One stop shop for tourism investors
To provide efficient Infrastructure 58. DPWH-MIGEDC road implementation JICA
integrated infrastructure
59. Implementation of infrastructure plans contained
in the MIPFP
60. Support program for the construction of affordable
powerplant within Panay
61. Research and development on solar power , wind
and geothermal energy sources
62. Improvement of agricultural support infrastructures
63. LGU initiated infrastructure projects
Improve marketing and Trade and 64. Marketing program for key industries in MIG CIDA
promotion of key Investment
65. Organize trade exhibitions
industries
38
Strengthening existing Trade and 66. Organizational Development Program for business CIDA
business and trade Investment and trade associations
associations for
networking
39
Perspective: Enhance Institutional Capacity to Manage Urban Development

Enhance capability in Secretariat/TWG 1. HRD program to enhance planning, AusAID
regional, environmental, communication and networking skills
CIDA
social and economic
2. Monitoring and evaluation of business processes
planning
3. Local and foreign scholarships programs
Improved staff capability Environment 4. Creation of LGU Environmental and Natural GTZ
to manage Resources Offices
environmental projects
5. Acquisition of environmental monitoring tools and
technologies
6. Creation of LGU Mining Regulatory Boards or similar
bodies for MIG
7. Technical trainings on Environmental Impact
Assessment, zoning ordinance enforcement and
air pollution monitoring
Reduce fishery laws 8. IEC on sustainable fishing
violations
Improved staff capability Environment 9. Creation of LGU Environmental and Natural GTZ
to manage Resources Offices
CIDA
environmental projects
10. Acquisition of environmental monitoring tools and
technologies
11. Creation of LGU Mining Regulatory Boards or similar
bodies for MIG
12. Technical trainings on Environmental Impact
Assessment, zoning ordinance enforcement and
air pollution monitoring
Reduce fishery laws Trade and 13. IEC on sustainable fishing
40
violations Investment
Enhance skills of LGUs in Infrastructure 14. Infrastructure Development Capacity JICA
infrastructure planning Committee Enhancement of Municipal Staff
and management
15. Proposal Writing
Ensure that national Infrastructure 16. Infrastructure Development Planning and JICA
policies support local Committee Administration Assessment and Policy Development
AusAID
development
Enhance skills of MIGEDC Land Use 17. Offer scholarships and trainings on urban planning, AusAID
on land use planning master planning and redevelopment
CIDA
18. GIS Capability Building
Enhance skills in zoning Land Use 19. Training programs on zoning administration
administration
Enhance barangay Public Safety and 20. Barangay Tanod Communication Skills
tanod skills in Security Development
communication
Improve knowledge and Public Safety and 21. Conduct project proposal writing workshop CIDA
skills in project design Security
22. Preparation of annual work and financial planning
and
system
23. Updating of enforcers on public safety issues and
concerns
Enhance morale of PNP Public Safety and 24. Capacity building for PNP personnel
personnel Security
25. Rewards and Recognition Program for PNP
personnel
Produce capable tourism Tourism 26. Home stay program training CIDA
players
27. Establishment or enhance of tourism education
41
28. Institutional strengthening of tourism related
organizations
29. Trainings for front line services
Create municipal and Tourism 30. Review of DOT and Local Government Code CIDA
city tourism offices requirements for tourism offices creation
Develop capable Trade and 31. Skills development on economic management AusAID
workforce Investment
32. Trainings in product promotion and marketing CIDA
33. Economic planning skills enhancement
34. Organizing business missions, exhibitions and fairs
35. Conduct of industry planning and analysis
36. Prepare ICT action plan
42

MIGEDC Roadmap 2010

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MIGEDC Roadmap 2010

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MIGEDC Roadmap 2010

Executive Summary ……………………………………………………………………………….. 1

MIGEDC Framework Plan ……………………………………………………………………….. 3

A New Deal for Metro Iloilo and Guimaras ………………………………………………...... 4

Vision and Mission ……………………………………………………………………………….. 5

Metro Iloilo – Guimaras in a Snapshot ……………………………………………………….. 8

Comparative Advantages and Challenges ………………………………………………... 18

Strengths and Weaknesses ……………………………………………………………………… 24

Strategic Plan 2010 ……………………………………………………………………………….. 29

MIGEDC Scorecard 2010 ………………………………………………………………………... 30

a. regional economy that advances sustainability and livability (economic

Achieving sustainability and livability in the economic sphere involves working in

Environmental integrity and ecological health will be achieved by fostering stewardship,

 The need to complete a regional growth management strategy to ensure the

On August 28, 2006, the Metro IIoilo–Guimaras Economic Development Council

The mission of MIGEDC is “to improve cooperation and partnership in socio-economic

Under the metropolitan arrangement, the LGUs identified areas of collaboration,

1. enhance the safety and security of the communities;

The organizational structure of MIGEDC is comprised of the following:

Technical Working Group

Table 1. Population by City/Municipality, Metropolitan Iloilo and Guimaras, 1970, 1975,

Land Area and Population Density

Iloilo's economy is dominated by businesses involved in trade and services, with

The mega-region setup is covered by a four-year development plan from 2006-2010

Guimaras. On 11 August 2006, the tanker MT Solar 1, chartered by Petron Corp. to

Key Development Issues

The key issues confronting the region are the following:

b. Urbanization of poverty and globalization impacts on local governance. The

c. Limited financial resources to support local development. The Philippine

d. Low capacity in local governance and development. Capacity building is a major

Individual member-LGUs of MIGEDC hardly contemplate competing in the global

• establishing itself as major urban tourism destination in its own right;

3. Local Ownership and Leadership

Donors seek local partners that demonstrate leadership, championship, and

Critical to success, MIGEDC’s emphasis is placed on finding, nurturing, empowering, and

4. Low investments in regional and metropolitan scale infrastructure

Because of the inability to effectively plan and implement infrastructure expansion in a

5. Sustaining the regional urban environment

6. Dealing with decentralization policy deficiency in inter-local government

7. Dependency on national government for fiscal matters

2. Refocused urban leadership towards integrated thinking for urban sustainability,

A key factor of success in the development of former Metropolitan Iloilo Development

3. A new mindset of urban-rural linkages and imperatives in local development.

5. New institutional arrangements in place to sustain the pursuit of local poverty

MIGEDC continues to innovate on institutional infrastructure to remain focused on its

1. Sporadic urban planning and implementation.

3. Fragmented transportation management system.

4. Growing community pressure for effective environmental sanitation, waste

5. Need for effective flood control and sewerage management.

6. Need for networking of economic support infrastructure.

7. Lack of coordination in trade and investment promotion.

There is a need for the formulation and implementation of a comprehensive investment

8. Guimaras Solar I Oil Spill Disaster impacts on the region.

• Iloilo City as regional center for residential, commercial, educational and

By 2010, MIGEDC hopes to achieve the following:

1. increase stakeholders’ satisfaction by transforming MIG as a progressive, self-

2. maximize its financial resources by increasing productivity of LGU resources and

3. improve MIGEDC’s internal processes through enhanced management systems,

The following actions, are laid out to achieve these objectives.

Objective Owner Initiative Potential Funding Source

water treatment, landfill, seaports, traffic

31. Creation of MIG Disaster Management Council

48. Agricultural Productivity Enhancement

Objective Owner Initiative Potential Funding Source

The need to complete a regional growth management strategy to ensure the