WELCOME PO !!!

Sa maogmang Lugar, sa Naga City People’s Mall

NCPM Tagline : “presko, dacol, barato,
may dagdag na may tawad pa”
Employees Slogan: “husay dusay na serbisyo”
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Title of Entry:
Naga City People’s Mall:
Rebranding a “Pamilihang Bayan”
 The NOMINATION NARRATIVES
I. GENERAL INFORMATION ON THE PROGRAM
1. Title of the Program :Naga City People’s Mall:
Rebranding a “Pamilihang Bayan”
2. Name of the LGU Implementing the
Program : City Government of Naga, Region V
Population of the LGU: 174,931 (2010 CENSUS - NSO)
196,003 (2015 CENSUS - PSA)
4. Income Classification of the LGU: 2nd Class City
 NEW
OLD
 BRIEF NCPM PROFILE (as of Dec 31, 2015)

Built from 1965-1969

Considered the biggest wet market in Asia when opened in 1969
Located in the very heart of Central Business District 1
Popularly known as “supermarket” long before the coming of
large supermarts and malls
From 1969 to 2010 popularly known as
Naga City Public Market rebranded on May 1, 2011 as NAGA CITY
PEOPLES MALL
39,000 square meters (3.9 hectares) occupying 2 blocks of prime
commercial lots
Hit by several major fire incidents requiring substantial rehab
work: 1987, 2008- 2010
453.4 M, market value, 2008 (City Assessor)
24/7 Market Operation
PHYSICAL FACILITIES
Open air stalls with clear product type boundaries
Wide passage ways, 2 road underpasses and 2 ramps
10 access stairs (from ground to rooftop)
16 public comfort rooms each with CR for PWDs
5 free parking spaces(all types of vehicles)
Bagsakan Area
3 Vendors Areas
With 6 MEPO offices (Admin, Maintenance, Security Unit, CCTV
Room, Conference Room, Power Room, Water Services Room and 2
bodegas)
With a multipurpose Activity Center & open garden area.
Free WiFi Service, VHF Radio (Base and 15 hand-held radios)and
market-wide paging and sound system
Mechanized Materials Recovery Facility in every floor area
Overhead water tank and soon to be implemented water treatment
facility
PROGRAMS AND SERVICES
Investment Promotion
Marketing & Support Services
Financial and Business Management Advisement
Staff Development Program
Market Physical Maintenance Services
Market Security and Customer Assistance Desks
Electrical and Water Services
Health and Nutrition Services
Citywide OperationTimbangan
Free WiFi Service at Activity Center
5s Program dubbed as “Merkadong Malinig, Negosyo Masarig”
Establishing strong Partnership with suppliers/corporations, civic
organizations and the academe.
NCPM May Anniversary Celebration
Partnership with National Regulatory Agencies: DTI, NMIS, BFAR, DOH,
NFA and Development Agencies: DA, DAR
Multi-Media Advocacy
 Establishing strong Partnership with
Suppliers/Corporations and Producers

LCC Mall-MEPO
Partnership, April 2011 PIGROLAC-MEPO Meat
(Cart Donations) Vendors Ass’n PEPSI-MEPO Partnership
Partnership (Placement June 16, 2017 with Pepsi GM-AVP
of section & Stall Labels, (Carenderia Section Dress-up &
March 2011) Directional Signages.
2nd Visit of
DAVAO Planters,
Kiblawan Town -
Finalizing Mkt
Linkaging with
NAMASFED last
April 19, 2017.

Agrarian
KOPIKO Farmers of 4th
VOUNO- District CamSur
MEPO & Naga Upland
Partnership Bgys - Mktg Tie-
Feb 14, 2016 up with MEPO &
NAMASFED
 Establishing strong Partnership with Academe &
Civic Organizations
SPES Students from STI &
CCDI turn-overing
Computer Pgm

AdeNU students presents New Eng’g

Design fitted for a Modern Public Market

AdeNU students presents New Eng’g

Design fitted for a Modern Public
Market

AdeNU Accounntancy Students

presents Study on Savings Pattern of
Market Stallholders

Rotary Club – MEPO Tie-up

on Market Waste
Management

N.B. List of Schools/Universities with Tie-ups for student OJT programs, Researches & Studies conducted and
Community Service Program.
NCPM ANNIVERSAY CELEBRATION
MAY, month-long Anniversary Activities (2011 ‘12 ‘13 ’14 ‘15 ‘16 ‘17 .....)
•ThanksGiving Mass
•Almusal ng Bayan
•Commercial Activities
•Exhibit
•Medical/Dental Mission
•Libreng Gupit
•Search for Peoples Mall Queen
•Funwalk/Float Parade/
Zumba/Torch Parade
•NCPM Singing Idol/Voice of
NCPM
•Sta Cruzan
•Penafrancia May Festival
•Grand Socials and Awards
Night
Status of Market Management (as of June 2019)

NAMASFED
1,192 Stallholders
114 MEPO Employees 328 Permanent Vendors
-32 permanent 80 Transient & Peddlers
-36 Casual 297 Seasonal Vendors
-33 JOs, 2 MRF, 205 Night Mkt & CBD 1 Vendors
253 Porters & Parking Men
+ 11 Health Workers 2,355 Total Population(families)

Number of Stores
1,724 stalls
-564 at 1st Level-occupied (6 vacant)
-673 at 2nd Level-occupied (14 vacant)
-466 at 3rd Level-occupied (1 vacant)
- 21 stalls vacant
*98.78% Stall Occupancy rate (1,703 / 1,724)

Total Expected Mo. Rental : 2.3M/mo or 27.6M/yr

Estimated Daily Foot traffic: 35,000 market-goers
 5. Profile and Number of the
Beneficiaries of the Program:
Vendors
Buying INSIDE NCPM PREMISES OUTSIDE NCPM
Public Stall PREMISES
Year
holders Transient Seasonal Regular Night Market

Regular Peddler

2010 15,000/day 820 161 0 0 81 85 0

2012 22,000/day 902 250 0 0 36 125 0
2015 35,000/day 1,192 328 35 45 297 125 80
6. Date of the Start of the Program: 01 January 2011

7. Financial Profile of the Program in the Previous Year/s (Maximum of 3

years): 2010 2012 2015
Total Revenue 22,365,684.97 36,474,776.71 53,179,931.70
Operating Expenses:
Personnel Services 9,661,322.07 12,923,390.79 12,854,848.42
MOOE 1,192,866.94 3,584,857.91 12,482,854.40
Total Expenses 10,854,189.01 16,508,248.70 25,337,702.82
Net Income 11,511,495.96 19,966,528.01 27,842,228.88

Collection vs Expenditures
60,000,000.00
50,000,000.00
40,000,000.00
30,000,000.00
20,000,000.00
10,000,000.00
0.00
2010 2011 2012 2013 2014 2015
COLLECTION EXPENDITURES
II. PROGRAM BRIEF
2008 to 2010, with two devastating fires in between was
the most trying period for the 2-storey (with rooftop)
Built in 1965 with 39,000sqm considered as the largest
single-roof wet market in Asia
800 registered stallholders in 2010
Popularly known to locals as the “Supermarket,” this
iconic structure was where almost every Nagueño/ña
and Camarinense household, its most valued
beneficiary-client, bought the food served on their
dining table.
Business for stallholders declined significantly after
two successive fires in November 2008 and December
2009 hit the market, destroying 2/3 of all stalls and
virtually paralyzing market operations.
The ambitious dream of revitalizing the market was not an easy
task for Mayor Bongat and his team because:
(1) Fire-gutted and with facilities in very poor state, the market
badly needed the Mayor’s decisiveness and quick solution;
(2)The Market Office’s operation was marked by poor collection
that it had to effect a turnaround in terms of revenue generation
from struggling and debt-choked stallholders who lost everything
and had to start all over again;
(3) It would take a lot of creativity and hard work to win back
stallholders and customers’ dwindling confidence, especially in
light of poor patronage and of the entry of SM City Naga that
opened in May 2009, posing a serious threat to the public market’s
survival;
(4)The market superintendent was murdered in 2008 and worse,
his replacement was dismissed on allegations of graft, resulting in
a leadership vacuum and demoralization of personnel;
(5)Lastly, the new city leadership had to deal with the fresh
recommendation presented by sectoral associations and civic
groups that the public market was facing a bleak future and that
privatization appeared to be the most viable and advantageous
option.
CROSSROAD OF WHETHER TO LET THE PRIVATE SECTOR
MANAGE THE MARKET OR TO SELL IT.
After consultative and inclusive discussions with stakeholders gave rise to
the idea of rebranding the Naga City Public Market from a mere
“PAMILIHANG BAYAN” concept into a “MALL NG BAYAN” concept, hoping it
will eventually lead to market transformation and revitalization. This a
result of SWOT Analysis process:
The “Naga City People’s Mall” rebranding initiative was born on May 1, 2011
with the following thrusts/strategies:
(1)improve security;
(2)make the market competitive thru proper zoning, cleanliness, and
improvement of basic facilities like provision of clean CRs, wider
passageways and stairs, access/ingress/egress points;
(3)empower the stallholders by strengthening stallholders’ associations
by giving them voice in market affairs decision-making;
(4)introduce fire-resistant and resilient engineering designs for stalls;
(5)add side stairs leading to the second floor and the rooftop from all
sides of the market to make the second & third floors easily accessible
and economically viable;
(6)establish a mechanized Materials Recovery Facility (MRF);
(7)provide more free parking spaces on the rooftop and building open
spaces;
(8)computerize collection system; and
(9)strictly enforce the maximum award of two (2) stalls per family
stallholder-beneficiary, among others.
Meantime, the old Market Office had been elevated
into a full-fledged, independent department (no longer
just a collector of rent from stallholders and a division
of the City Treasurer’s Office) to be called the Market
Enterprise and Promotions Office or MEPO with
expanded, more responsive and proactive functions
under Ordinance No. 2011-001.
Through the years,we have seen that the revitalization
and rebranding program has paid off, as gross revenues
grew by leaps and bounds (FROM 2010 gross income of
only P22million and net of P11million to 2015 gross
income of P53million and net of P27million).
Looking back, this program was not only about a
change in name from “market” to “mall” or a physical
transformation. The program was instrumental in
bringing back the trust and confidence of stallholders
in their capacity to survive and in winning back the
hearts of the general (buying) public in the living
symbol of the city’s prosperity: the Naga City People’s
Mall.
III. POSITIVE RESULTS AND IMPACT
A public market is both an economic enterprise and a
public utility, contributing significantly not only to the
income of the city but to the general welfare of the
city’s constituents. It provides increased livelihood
opportunities and marketing services, and is usually a
barometer of the level of development of a locality.
The positive outcomes and impact of the program can be
gleaned from the dramatic increase in direct Business
Taxes from stallholders from P3m in 2010 to P7m
in 2015. NCPM’s contribution to the city’s annual
budget tremendously increased from 6% in 2010 to
18% in 2015 of the local income.
Other rebranding and re-engineering initiatives resulted
to the following:
III. POSITIVE RESULTS AND IMPACT

A. Institutional Development

B. Aggressive Physical Improvements

C. Organized Sectoral Associations

D. Improved Market Security

A. Institutional Developm ent
Passage of Ordinance No. 2011-001
--- creating the Market Enterprise
and Promotions Office (MEPO),
significantly increased market
revenues
Implementation of a well-defined Staff
Development Program and
Organizational
Re-structuring
Reforming the Market Awards
Committee(MAC) ---from a secluded, limited
role of awarding stall rights to regular,
transparent deliberations on raffle and
cancellation of market stall/space awards to
a forum for discussion of issues affecting
stakeholders, the customers, policy, and
inclusive developmental concerns with
NAMASFED representation
From an annual gross revenue
of P22M in 2010 to P53M in
2015, and from a net income of
P11m in 2010 to P27M in 2015
Response time on stakeholders and
clients significantly decreased from 5
days to 2 days
Occupancy rate: 52% (2010)TO 98% (2015)
From 2010 to 2015:
 284 new additional market stall awardees
 705 vendors relocated and given decent
space at NCPM
 205 street vendors relocated and given
space within the central business
district
 Night Market & Seasonal Vending
established
B. Aggressive Physical Improvements
Construction of additional access stairs to
rehabilitation of fresh fish and meat sections
and installation of a mechanized materials
recovery facility(MRF)
Rationalization of open spaces
Clearing of stairs and passageways
Cleaning and repair of drainage system
C. Organized Sectoral Associations
Semi-annual general assemblies
and annual sectoral meetings and
regular consultation-dialogues
with sectoral leaders
24/7 NCPM operation increased foot traffic
from estimated 15,000 in 2010 to 35,000 daily
marketers in 2016
Clearly delineated parking slots for
motorcycles and other vehicles in the 1 st Floor
and rooftop
Illegal structures were removed and
vendors relocated resulting to a fairer
competition
Prevented flooding in certain areas
From 60% to 95% attendance and 51%
decrease in rental payment
delinquency from 2010 & 2015.Issues
ventilated and resolved. Physical
improvements reviewed, approved, and
funded
 D. Improved Market Security
Introduction of trainings on first aid Type of 2010 2012 2015
with deployment of actual health Crime cases cases cases
personnel on duty, crime prevention, Snatching 57 23 9
fire prevention and management,
increased administrative support
systems, DRRM, CCTV installation, and
NAMASFED organized Tanod System
Robbery 54 9 6

SECURITY SITUATION 2010-2015

60
50
40
30
20
10
0
2010 2011 2012 2013 2014 2015
snatching ransack

N.B. Separate report of an extended data till July 2017 is included as requested by the GP Evaluator.
IV. PROMOTION OF PEOPLE’S PARTICIPATION AND EMPOWERMENT

The principles and practices of Community Organizing was basically used in

improving the general well-being of the stakeholders with the end objective of
bringing back public patronage of the public market in the wake of competition
from nearby aggressive commercial establishments selling cheap Chinese
consumer products and those of the growing number of big malls like SM City
Naga, Puregold, E-Mall, LCC, 101 and the soon to open Robinsons Mall.

To harness stakeholders’ support for the City’s rebranding program, sectoral leaders
and influential personalities within the market were identified. Core groups were
established to engage support groups through regular sectoral assemblies. SWOT
analysis was introduced and culminated in the crafting of a vision-mission for the
NCPM. Results of SWOT were presented to the market general assembly of the then
existing 10 sectoral associations, which were reorganized, while the remaining
stallholders and vendors without associations were included by organizing them into
new, 29 sectoral associations, after proper zoning was implemented. The highly
spirited and empowered federation, the Naga Market Stallholders Federation, Inc.
(NAMASFED), in partnership with MEPO, resulted from the following initiatives
that promoted people’s participation and empowerment, to wit:
SWOT Analysis
(started in Oct 2010 culminated in the crafting of Vision-Mission in 2013)
“ang mundo ng NCPM noon, ngayon at ang mundo
ng NCPM na inaasam ko”

WORKSHOP on VISION-MISSION SETTING

March 8, 12 & 15, 2013

Theme: “madya iribanan kita na mangiturugan

dangan magtrabaho, magnegosyo sa mauswag na Naga City
Peoples Mall”
 VISION
By 2019 the Naga City People’s Mall shall be the
center of excellence of an LGU managed social
enterprise in the country

MISSION
Our mission is to be the consumers preferred choice
for fresh, affordable, quality agricultural, non-
agricultural products and services by providing a safe
and clean market with excellent service that is
mutually beneficial to the City Government, NCPM
stallholders and vendors and the buying public as well.
CONTINIOUS Consultation, Dialogue & Planning

With Crime prevention

City strategizing
Officials

Mkt Issues/
Mkt Awards Problems
Committee tackled

Dialogue

Conflict resolution Problems/needs

identification
Semi-Annual General Assemblies &
Mid-Year Sectoral Meetings
The highly spirited and empowered federation, the Naga Market Stallholders Federation, Inc.
(NAMASFED), in partnership with MEPO, resulted from the following initiatives that promoted
people’s participation and empowerment, to wit:

 Cleanliness drive and greening of market

Launched “Merkadong Malinig,
2011 where store owners were encouraged to
Negosyong Masarig”
put order, clean their stores and immediate
Program
surroundings and greening of open spaces
Stallholders’ associations  Instead of complaints, positive comments
2013 assumed the management of expressed by the public users through
eight (8) Public CRs within the social media
market; acquired cleaning  Open almost 24 hours while City
equipment; donated medical Government saves an estimated P1.4m
equipment; and installed annually in man hours and janitorial
CCTVs in the Fresh Fish and supplies
Agri-Products sections
 This celebration has become a tradition.
Since May Institutionalized Celebration of  It was already included in the yearly
2011 the month- long May Festival calendar of activities of the City, MEPO,
to coincide with the Re- and NAMASFED.
branding Anniversary  Participation among the stakeholders has
grown while more stallholders and
vendors will be involved in the planning
and implementation of the various
activities
The highly spirited and empowered federation, the Naga Market Stallholders
Federation, Inc. (NAMASFED), in partnership with MEPO, resulted from the following
initiatives that promoted people’s participation and empowerment, to wit:
 Ensuring discipline while assuring them of
Drafting of the NCPM Stallholders protection and business assistance from the
2015 and Vendors Charter or Manual of city government, not only thru MEPO but other
Operation that will outline the agencies like PESO, DTI, City Sanitary Office,
various rights, privileges, NMIS, BFAR and other institutions.
responsibility and manner of  Computerization of the collection system of
doing business in the market the MEPO while a separate manual of
operations for the management of market by
the MEPO and the Market Awards Committee
(MAC) is nearing completion to institutionalize
transparency and prevent possible avenue for
graft and corruption.

Re-engineering the almost one  Amendments will also be introduced to the 3-

hectare usable floor area of the decade old street-vending regulatory
2016 roof deck of NCPM to provide ordinance to include specific areas in public
space for vendors and encourage places and the specific times vending will be
more street ambulant vendors to allowed
become store owners there while  The area of the night market will also be
low-interest loans will be expanded to address illegal sidewalk vending
provided by PESO for during daytime
capitalization
V. INNOVATION

In addition to the usual interventions by the City

Government mentioned elsewhere in this document,
market revitalization thru rebranding was enhanced
all the more through the following innovations:
 “Bangon Market” program To expedite recovery of stallholders and the
2010 launched. Stalls destroyed
entire market and bring its operation back to
by fire were automatically
given by PESO office a normal, and to win back their “suki” and
P17,000 soft loan which promote patronage
they used for the
reconstruction of stalls.

Established project  Forum-shopping of individual members avoided

“PROTOCOL”  Intra-sector conflicts resolved expeditiously and
Grievance System MEPO-NAMASFED conflict avoided
Caused the market Stalls and uniforms for all stallholders and workers
standardization were color-coded
“VENDING IN THE • The guiding principle that NCPM adopted to confront
Since RIGHT PLACE AT the issue of illegal vending.
2010 THE RIGHT TIME ” • Organizing method was used to profile and identify
Project the vendors and their problems and needs.
to • MEPO and NAMASFED, guided by the office of the City
Present Mayor, identified areas within and outside the market
where vendors can be located and do business
• Vending from 4pm to 7am the next day started, with
spaces at the third floor of NCPM opened for transient
and ambulant vendors
• Street migrant vendors were accommodated at the
Night Market from Friday till Sunday from 7pm to 2am
outside market premises under City Ordinance No.
2014-004
  2014Grand National Awardee for Informal
2011 Established the Market Workplaces Category awarded by ECOP
Breastfeeding Center  2014 Finalist for Formal
Workplace/Corporations Category by
ILO/UNICEF
Established the MEPO as an No clearance from the City Treasurer’s Office
independent, full-fledged (CTO) for day to day and major decisions to
department address issues under City Ordinance No.
2011-001

Lobbied for the mandatory Individual members actively participated and

2012 association clearance contributed voluntarily in the affairs of the
before the issuance of sectoral associations
business permits
Initiated and organized a  594 stallholders and vendors as members,
2014 Naga City People’s Mall Share Capital of P3m, Savings of P1m, and
and Credit Cooperative Loan Portfolio of P4m
(NACIPEMCO)  Creating Clean & Orderly Workplace
2015
Co-launched with MEPO the effectively institutionalizing the market-wide
5S Program in support of cleanliness and orderliness drive, greening
MerkadongMalinig, project and waste segregation program
NegosyongMasarig Program
VI. TRANSFERABILITY AND SUSTAINABILITY
Transferability. The Naga City People’s Mall: Rebranding a “Pamilihang Bayan”
program is highly replicable in practically every Philippine city or municipality in
view of the following reasons:
1. Ubiquity.The public market is probably the most popular and
visible form of economic enterprise among Philippine LGUs. The
change in name and the physical and behavioral transformation
of people, that infuse life into the market, are easily adaptable,
with the needed political will anchored on consultative decision-
making.
2. Competition from private malls is fast becoming a reality,
especially for regional and provincial centers across the
Philippines.
3. Managing change in partnership with market stakeholders.
Each public market in a locality anchors its economic sector
where small enterprises - the public market's key constituency –
are the major players.
Sustainability. Over the last six years of rebranding,
transforming and continuously improving the NCPM, the city
government is confident that the changes it has introduced will
be sustained over time. This is due to the following:
1. Partnerships and participation. In managing the enterprise, and in dealing
with its stakeholders, the city government has always practised what it preaches.
Difficult decisions, no matter how painful for the short run, can be managed if
they are the product of participative decision-making and consensus building.
2. Rule of law that provides stability. The city ordinances and executive
orders guiding the NCPM operation provide a sense of continuity and stability.
The continuing organization development of NAMASFED ensures a shared
responsibility. And the growing patronage by the general public makes the
NCPM a very sustainable economic enterprise. Lastly, local legislations have
been enacted that will sustain the program beyond the mayor’s term:
CityOrdinance No. 2011-001--- Creating the Market Enterprise and Promotions
Office
City Ordinance No. 2011-048 --- Renaming the Naga City Public Market as
Naga City People’s Mall; and
City Ordinance No. 2014-004 ---Establishing and regulating night market in
the city.
We certify that to the best of our knowledge, all of the information contained
in this Application Form and annexes are true and accurate.”
Program Managers:
RAMON J. FLORENDO CLARO L. ALFONSO
City Government Department Head 1 Proprietor-Stallholder
Market Enterprise and Promotions Officer Blk 36 Stall Nos. 3,4,9 & 10
MEPO Office, 2nd Level Emmanuel Stor
Naga City People’s Mall President
4400 Naga City, Camarines Sur Naga Market Stallholders Federation
Office Tel No. (054) 8817906 1st Level Naga City People’s Mall
Cell Phone No. 09175522625 4400 Naga City, Camarines Sur
Email: monflorendo@yahoo.com Office Tel No. (054) 4722138
Cell Phone No. 09208802805
Email:: claro.alfonso@yahoo.com

JOHN G. BONGAT
City Mayor
2/F City Hall, J. Miranda Avenue
4400 Naga City, Camarines Sur
Office Tel No. (054)4732240 Fax (054)4723235
Cell Phone No. 09189267053
Email: mayor.bongat@naga.gov.ph
Website: www.naga.gov.ph