Tourism And Investment Group Final Report

Report on Investment Promotion and Tourism Development in Naga City

The University of British Columbia Jeff Chase Celene Fung Brady Martin Marian Thomas Submitted on 8 June, 2007 in Naga City, Philippines

PREFACE The report you are about to read was written by MA-level graduate students and submitted to the Naga City Government and relevant stakeholder groups to partially fulfill the requirements in PLAN 548H – Planning Studio Course in Participatory Planning and Governance. This was a graduate program course offered at the School of Community and Regional Planning (SCARP) at the University of British Columbia (UBC), Vancouver, Canada and conducted in the summer of 2007 in Naga City. The course offering was a first in many ways. It was the first field studio course at SCARP offered in the Philippines. The course description, outline and schedule of activities were developed with Naga City Planning Division, other City officials, and the Ateneo de Naga Centre for Local Governance. It also benefited from students’ feedback and assessment of initial interests. The topics of the final group report assignments were decided after the first class meeting with Naga City Mayor, Hon. Jesse Robredo, who outlined his City’s strategic planning priorities and his hopes of what the UBC students can do as he puts it, in helping “reinvent City governance.” Why a Studio Course in Participatory Planning and Governance? Professional planners-in-training need exposure and experience in the challenges that face many developing countries. The transnational flows of people, ideas, services, movements and goods around the world make those challenges almost universal in character, if not in dimension and scale. Planning is inextricably and organically linked with governance.

Planning practices depend much on political institutions, guiding policies, procedural rules and programs that are shaped by governance practices and cultures. A studio course design optimizes the learning and teaching of lessons derived from the real world of planning-governance nexus. Hence, the course was designed to be experiential, dialogic, interactive, and communitybased. It was structured as a mutual learning experiment for students and the Naga City planners, officials, and residents. Thus, the course general learning objectives for the twenty Canadian and international graduate students were to: • Understand and appreciate the real world of planning challenges in a developing country; • Provide meaningful inputs to Naga City planning processes and implementation plans; • Create a new generation of planners who bring in their thoughtful analytical skills into creative and practical solutions. • Bring lessons from Naga City and the Philippines as a whole to places, sites and cultures in their future planning work. More specifically, the students were expected to be able to: • Provide sustainable, low-cost and effective recommendations to promote good change in Naga City; • Demonstrate and apply their interdisciplinary planning skills in local governance issues; • Write thoughtful and wellresearched planning reports that

Why a Studio Course in Naga City? Naga is a mid-size city of 150,000 residents in Bicol region, central Philippines. It is internationally and nationally renowned as among the “best practices” in good local governance in the Philippines and in the developing world. Naga City has maximised the opportunities for governance reform, local capacity building, and improved delivery of basic services created by political decentralization under the Local Government Code. Since 1988, Naga City has been creating and implementing various mechanisms to involve local organized groups, particularly from the marginalized sectors of society, in governing the city. Its City Government has been working closely with the highly functional People’s Council and various other Councils, Committees, Special Bodies, and Task Forces to deal with local governance issues – from social housing for the poor to creating sustainable social enterprises, from addressing school board governance to using new information communication technologies in creating closer relations between the people and the city government. This long history of public engagement and capable leadership continuity make Naga City an ideal and productive laboratory for examining the promises and challenges of democratizing planning in a rapidly growing and complex city environment.

Reports submitted to the City Government. The six reports are: (1) Quality Universal Public Education (2) Youth Development Planning (3) Urban Agriculture (4) Investment Promotion (5) Transportation, and (6) Social Housing for the Urban Poor Each of these reports were developed in close consultation with the course instructor and the relevant City Officials, as the students went about framing their research questions, identifying their data needs, doing interviews, leading focus groups, collecting and analyzing data, and writing the final drafts that served as bases of the students’ public presentations to the City on June 6 and 7. As there are some groups that have more members than others, and as each of the groups went about developing its own methodological and analytical frameworks suited to their topics, it is expected that there will be some variations and diversity in their final outputs. The research and writing that went in the preparation of these reports spanned only a period of three weeks, from May 17 to June 7. More time and more consultations would have greatly improved the quantity and quality of our data and analysis. We did the best that we can under the limited circumstances, and we apologise for any mistakes, gaps in analysis, and oversights that our reports may have. We provide our insights and recommendations without any strings attaches or expectation that they will be adopted by the City

Caveats and Constraints The following is one of six Planning

Without pre-empting acknowledgment of each

Naga City officials and staff, as well as community groups, can use in their current and future work.

of

the the

reports, I join my students in thanking the Naga City Government, particularly its Planning Division Director Wilfredo Prilles, Jr. and his Staff; Mayor Jesse Robredo; the Directors and Staff of the City Agriculture, City Environment and Natural Resources, City Engineers, City Health, City Tourism and City Social Welfare and Development Offices, the Local School Board members; the City Division of the Department of Education, the City Investment Board, and the Naga City People’s Council. We thank all our guest speakers, guides and key informants from the above Offices; Dr Danny Gerona and Atty Sol Santos; Mr George Abonal, Principal of Ateneo de Naga High School; Fr Joel Tabora SJ, President of Ateneo de Naga University; ADNU Head Librarian Edna and Dr Malu Barcillano, her Staff and student volunteers at Ateneo Centre for Local Governance; the municipal and barangay officials of Pamplona, Camarines Sur; and the staff of the Naga City Youth Centre. We thank all Naga residents for the warm hospitality, generosity and enthusiasm they showed us. Dios mabalos po, at mabuhay kayong lahat sa Naga! Leonora C. Angeles Associate Professor School of Community and Regional Planning University of British Columbia Naga City, Philippines, June 7, 2007

Table of Contents EXECUTIVE SUMARY 1.0 1.1 1.2 1.3 1.4 1.5 1.6

CONTEXT Introduction Organization of Report Background of Problem Goals & Objectives Methods of data collection Constraints & Challenges

2.0 2.1 2.2 2.3 2.4

REVITALIZATION OF CBD I Background Recommendations Case study: Nashville Urban design & Place making

3.0 BUSINESS DEVELOPMENT & INVESTMENT PROMOTION 3.1 Background 3.2 Enhancing public space 3.3 Case study: Vancouver 3.4 Recommendations 3.5 BIA Model 3.6 Case study; Vancouver 4.0 4.1 4.2 4.3

NAGA CITY RIVERWALK Background Case study: San Antonio Recommendations

5.0 5.1 5.2 5.3

TOURISM DEVELOPMENT Background Case studies: Canada & Peru Recommendations

6.0 CONCLUSIONS 7.0 BIBLIOGRAPHY 8.0 LIST OF APPENDICES

EXECUTIVE SUMMARY This report defines some of the key areas of opportunity available to Naga City in regards to investment, promotion and revitalization strategies. This research was done in coordination with certain goals expressed by City Staff as well as a number of primary stakeholders. Although many of the principles and recommendations in this report can be applied elsewhere, this report is primarily concerned with processes and strategies for the revitalization of Central Business District I and for promoting tourism to Naga City and the surrounding area. Following a number of interviews, focus groups and meetings with City Officials and other key stakeholders, this report has considered the following five key areas for future development and change: 1. The revitalization of CBD 1 through establishing a legal framework for implementing urban design guidelines and place-making initiatives within the city; 2. Collaborative Public-Private Partnerships as a tool for maximizing a project’s full potential; 3. Business Improvement Areas (BIAs) as a tool for enhancing and sustaining local economic, community revitalization efforts and place-making; 4. The development of a riverfront district parallel to Central Business District 1 (CBD 1) which could serve as an activity center and tourist draw for the region and demonstrate the BIA model; 5. The integration of cultural tourism and ‘culture as destination’, with

health and wellness initiatives in the Naga region coupled with changes to existing strategies surrounding tourism. These five key areas are examined in context to Naga and corresponding case studies provide real-world examples of the recommendations made throughout the report. 1.0 CONTEXT The report you are about to read has been written by four University of British Columbia Masters Students. Jeff Chase, a Canadian student enrolled in the School of Community and Regional Planning (SCARP) with a political science and international relations background; Celene Fung, a Canadian SCARP student with a background in city planning at the municipal level; Brady Martin, an American Asian Pacific Policy Studies (MAPPS) student with a background on Asian policy; and Marian Thomas, an American SCARP student with a background in development and architecture in Southern California. Each of the contributors has come from different backgrounds of education and employment, and has brought to the table diverse perspectives of investment and tourism. The diversity of the group, coupled with the cooperative nature of its interactions, have resulted in what we hope are thoughtful and innovative collective recommendations that will prove useful as Naga charts its course forward in the future.

1.1 Introduction Investment and promotion are intrinsic to any healthy, growing local economy. Here in Naga, investment and promotion are key strategic areas for realizing future short and long-term development and economic growth in the city and surrounding neighborhoods. This report highlights some key areas of opportunity that connect to the goals for tourism and investment as expressed by the Naga City Government. 1.2 Organization of Report: The first section of this report addresses the background and context to the research problem. A number of goals are outlined which work to illuminate the recommendations made in the following sections. The second section outlines our list of recommendations for Naga City and is separated into three parts: • Revitalization strategies for CBD I which includes potential strategies for physical rehabilitation using ‘best practice’ urban design guidelines and place-making initiatives; • Funding and investment improvement strategies and bestpractices which includes a comprehensive overview of the Business Improvement Area (BIA) model followed by a case study applying the BIA model to a riverwalk revitalization project in Naga City; • Strategic tourism opportunities relating to cultural tourism and existing programs and resources.

1.3 Background of Problem: Naga is clearly a city with innovation and strategic visioning in regards to investment, promotion and revitalization. The City Staff, private investors, concerned citizens, and the local business community have all spent countless hours developing ideas and projects to attract business, revitalize commercial areas and promote tourism to the city. However, as the city grows and shifts, new opportunities arise and often unexpected constraints surface. Of these opportunities and challenges, the City of Naga has highlighted two areas that are of particular interest not only to City Staff, but to local citizens, private investors and the local business community at-large: The revitalization of Central Business District I and the implementation of low-cost strategies for promoting tourism to Naga City and the surrounding area. The revitalization of CBD I is a priority concern for the City as new development patterns show potential competition with the growth of CBD II and specifically the impending SM Mall development. Market vendors at the Public Market are particularly concerned with losing business. CBD I is, in the words of one developer, in dire need of a ‘face lift’. As currently laid out in the Executive-Legislative Agenda for 2007-2010, the City is seeking out revitalization and beautification strategies for CBD I that would be financially viable and inclusive of all stakeholder concerns.

The second area of interest for the city relates to tourism, specifically the development of the East Highland Zone. Naga City, although centrally located and the ‘heart’ of the Bicol Region is, unfortunately, landlocked and competing with a number of other area attractions in the province. However, there is still a great deal of untapped potential for Naga City’s tourism industry. The City is currently seeking low-cost, low infrastructure strategies to develop and market in the tourism sector. This all comes at a strategic time for Naga. The city has seen a number of very large development projects in the past few years including two shopping complexes, a lifestyle center and a water sports complex. At the same time, the Naga City Community Planning and Development Office are currently updating the City’s Development and Land Use plans. 1.4 Goals and Objectives: The goals of this report and the corresponding research are to achieve the following objectives: 1. To take advantage and complement the many ideas, practices and work already underway in the City, local business council and community here in Naga City; 2. To develop recommendations that take into account and build on Naga’s rich cultural history, impressive local governance models and processes, beautiful natural landscape and engaged public citizenry; 3. To provide strategies and recommendations that are environmentally, socially and

economically sustainable - that minimize displacement, encourage equitable and fair development and are respectful of environmental health; 4. To provide recommendations which are situated in context and are socially, fiscally and politically viable; 5. To explore new forms of partnerships to ensure ongoing mechanisms for investment and development, social integration, community stewardship and civic participation in decision-making; 6. To institutionalize a framework that encourages aesthetics, functionality, accessibility, and investment in the public realm. 1.5 Methods of Data Collections and Analysis The recommendations presented in this report are premised in information gathered over three-weeks of meetings with key stakeholders involved with tourism and investment. Participants included: The Metro Naga Investment and Promotions Department, members of Naga's Investment Board, the local Metro Naga Business Chamber, Planning department staff, local developers and business community members at large. An inventory of key informants of this report are included in Appendix 1 and a list of interview questions which guided interviews and focus groups are included in Appendix 2. In addition to key stakeholder informants, lectures, site visits and academic literature review informed our research. Key lectures included: Mayor Jessie Robredo, Vice Mayor Gabriel Bordado, Planning, Naga's Livelihood and Employment Programs, Investment and Promotion, and Tourism. Site visits

included: a tour of the downtown, tour of Camarines Sur Barangay, Anteneo's Animation Studio, and major regional tourist destinations. That said, the methods used in obtaining data for this report are diverse and pragmatic. Primary interviewing, small focus groups and background research (literature reviews, Naga City-specific information and case-study examples) were used in the data collecting process. 1.6 Overall Constraints and Challenges: The architects of this report are aware of several key constraints and challenges relating to this project. Though every effort was made to mitigate the effects of possible constraints, the following key challenges should be noted in premising the recommendations of this report: • Context: The authors of this report were relatively unfamiliar with the context of Naga City before arrival. Though background research was done prior to our arrival and context-specific research was of paramount importance upon arrival, the challenge of remaining Naga context specific remains real; • Culture: The authors of this report were not very familiar with Filipino or Naguenos culture before arrival. Though cultural immersion has been a valuable way to gain an understanding of local culture, the report remains sensitive to possible cultural differences; • Language: Language is an important mechanism for understanding context and information. At certain times during this project, the language barrier the research team faced proved challenging;

•

Information: Given the time frame of this project, the depth and breadth of background research was sensitive to time-pressures and limited resources.

Every effort has been made to plan for the challenges identified here. By thinking pragmatically in regards to research, the potential consequences of these challenges, have to a large extent, been avoided.

2.0: REVITALIZATION OF CBD I THROUGH URBAN DESIGN PRINCIPLES AND PLACE-MAKING INITIATIVES 2.1 Background Maintaining the vitality of Central Business I is a concern for many Naga City residents, business owners, market vendors and local government officials. A major shopping center is being developed across the Bicol River and there is fear that a second business district will draw shoppers and visitors away from CBD I. It is vital that the CBD I have a thought-out and financially viable strategy for maintaining the business activity already in place in the area as well as promoting further investment and development. A physical revitalization and rehabilitation of CBD I is required to ensure the area is as comfortable and accessible to the types of visitors and investors likely to take their business outside of CBD I as well as to attract an entirely new visitor from Naga City and abroad. Revitalization is important for the health and happiness and enjoyment of Naga City residents and the economic health of the entire city. This issue has already been laid out in the City's Executive Agenda of 2007. A number of great ideas have been brought forth in our meetings with our meetings with local developers, Naga City Planning staff and representatives of the local business chamber of commerce. Ideas have included making use of the Penafrancia festival as a character-shaping design element for the city. Other ideas include encouraging mixed-use development and late-night entertainment venues to keep people downtown at all hours.

What most people seem to agree on is the need for some revitalization efforts and general beautification schemes and a call for a general re-visioning and character building plan for the CBD I. As it stands, it appears the Naga City Planning Department has little approval over the form and design of development projects. The development approval process seems to be based largely on enforcement of national regulations regarding environmental impact, agricultural land, etc. than on the approval of design, form and connectivity to surrounding buildings and public open space. There seems to be a lack of guidelines and ordinances addressing the design of the public realm – sidewalk design, street-scaping, façade improvement and general vision for CBD I. There also appears to be a lack of collaboration between public and private stakeholders – specifically, the planning department and the local Metro Naga City Business Council. The following recommendations work to address these key challenges. 2.2 Recommendations There are a number of avenues the local government and stakeholders could adopt to see the physical revitalization of the CBD I. The most successful strategies for a revitalization of a central business district or downtown project generally involve the institutionalization and implementation of strong urban design guidelines and place-making initiatives in the City’s Planning Department. Thoughtful urban design can help city planners and city staff revitalize, re-imagine and reinvigorate entire districts. Through urban design and place-making

initiatives, CBD 1 can maintain its role as the heart of Naga City where business, shopping, leisure and entertainment combine to become a true destination not only for the residents of Naga but for visitors from near and afar. There seems to be a lack of interest by many local developers to undertake projects in the CBD I. Studies show that cities with a strong urban design vision, enabling guidelines and bylaws for their public realm combined with adequate public support and funding lead to an increase in private investment in the city. A well designed public realm where people can live, work and play in a comfortable, aesthetically pleasing and interesting environment is a draw to investors and developers looking to relocate or undertake projects in the city. Additionally, private developers often see less risk working in a city that has strong design guidelines. On the whole, communities with a welldesigned public realm are found to generally perform better economically over the long-term (Schommer, 2005). What does Urban Design and Placemaking Involve? The Architects Handbook of Professional Practice defines urban design as providing “form and definition to the full spectrum of forces - cultural, ecological, political, social, and aesthetic - that shape the built environment and the public realm” (Dixon, 2005). These factors are further integrated into plans, design guidelines and regulations that then determine the look and form of everything from sidewalks and neighborhoods to entire regions. These plans and guidelines can include parameters on street and

sidewalk design, plazas and open spaces, building height, massing, materials, architectural character, and connectivity that shape how planners envision neighborhood change, how architects design a building and the space around it and how developers propose projects (Dixon, 2005). Place-making initiatives are generally regarded as a subset of good urban design principles and city revitalization schemes. Place-making involves designing neighborhoods and urban spaces that are interesting and inviting but also contribute a sense of identity, pride and uniqueness to a city. This often includes character building, cultural and historic preservation and branding. If done properly, the result can include both increased investment and interest in particular areas but also a stronger sense of community and civic identity among residents. According to research conducted by the World Bank, “the sense of place and the feeling of roots are major components in building social cohesion, or social capital. The concept of roots introduces the physical dimension of the location, the buildings and the space that have special significance to people and that help define identity and sense of belonging” (Serageldin, et al. 2000). An important component of placemaking involves a certain degree of historic preservation and cultural heritage. Preserving cultural heritage districts creates a strong sense of place and is known to help regenerate the “self-esteem and self-identities of disempowered peoples and revive moribund economies. Cultural heritage preservation and poverty reduction are

closely intertwined” (Serageldin, et al. 2000). According to a housing policy debate in the city of Toronto in Canada, “In an era of homogenized retail businesses, malls, and office parks, older downtowns, with their compact assemblage of functions and their often unique merchandise and services, are yet another differentiating natural asset that can be capitalized on by communities trying to bolster their economies” (Canada’s Historic Places Initiative 2007). Process: In many cities, design is relegated to the private sector only. Developers and their architects design individual buildings with little concern for the public spaces between buildings or in creating a vision for the city as a whole. Urban design should be a community initiative – envisioned by the public and implemented by a strong and devoted city planning staff and an engaged and willing private sector. Design and character guidelines should be included in Official Community Plans to ensure a level of compliance – both for public and private projects. (See Appendix 3) The development approval process in Naga should include a design review board composed of City Planning staff and design professionals that monitor the project from the initial idea stage to final permitting. Creating a strong and beautiful public realm in CBD I needs to be part of the collective civic mind of both Naga City’s residents and local government. Visioning A community-driven visioning process must take place in order to promote the longevity of Naga’s CBD I and to encourage an ‘urban design’ culture

among city staff, private investors and the public at large. This is perhaps the single most important aspect of a successful design project and will undoubtedly fit in easily with Naga City’s passion for local governance and the participatory engagement of its residents. The visioning-process should outline the optimal and ideal vision for the city while still respecting cultural identity, history, natural landscape and existing built form. 2.3 Case-Study: Nashville, Tennessee Nashville, Tennessee in the US provides a good example of a strong community vision plan that has resulted in the revitalization of an ailing city center as well as a more inclusive and participatory public-private relationship. The concept for the Plan of Nashville is a “community-based vision plan” which was developed over the course of 2003 in community centers and public-gathering places throughout Nashville. It involved the participation of 800 Nashville citizens who raised questions and concerns and discussed issues relating to their sense of community, civic identity and quality of life within the city. It involved a meaningful collaboration between residents and local business associations assisted by visionary city planners, design professionals, investment and promotion officials and local historians and other neighborhood groups and NGO’s. The result was not a comprehensive master plan for the community but a truly creative and exciting vision for the optimal ideal look and feel for the city center. The Nashville planning staff designed the vision plan to be daring and imaginative and explore a number of possibilities and opportunities for the physical

design and layout of the area on longterm basis. The vision plan laid out 10 principles (see Appendix 4) intended to guide public policy with specific pieces integrated into design guidelines and by-laws to shape future development projects and improvement initiatives in the city. Research by design professionals, planners and historians on Nashville’s history, culture and prior planning led to a better understanding of why the city looks and works the way it does today. 1. Citizens identified current concerns and priorities in the neighborhoods, in the city and in the region. 2. The community’s aspirations and ambitions for the city directed the development of the principles and goals of the Plan. 3. A team of design professionals – most particularly of the Nashville Civic Design Center – assisted by writers and editors, formulated the Plan of Nashville as the embodiment and amplification of the three prior stages (Kreyling, 2005). Naga City could also utilize design charrettes as a visioning process. These interactive design meetings involving members of the public, key stakeholders and city planning/engineering staff in collaboration with design professionals trained in urban design, architecture, engineering, landscape architecture, etc. to come up with physical designs and layouts for specific areas or large scale development projects. Generally, members of the public envision what they would like to see in their neighborhoods (for example: the design for a plaza or public park) and the designers create diagrams and drawings on the spot to help in the visioning

process. Members of the public are also encouraged to pick up a pen and paper - drawing expertise is not necessarily a requirement. Generally, the diagrams and drawings are simple and crude sketches but effective in communicating the envisioned concepts. The concept sketches are then taken back to the planning office to be interpreted and written into policy guidelines and by-laws. In Naga, example participants for a visioning workshop regarding CBD I revitalization may include: local residents and business owners, the Metro Naga Business Chamber, market vendors and jeepney/trike drivers, etc. along with the City Planning Staff, the Engineering Department, the Tourism and Investment Department, Naga City’s Public Safety Office, NGO’s and City departments relating to poverty issues and housing concerns, etc. The local Council of Architects in Naga, as well as engineers and planners could aid in the drawing and diagramming. Ideally, a person knowledgeable of urban design practices should facilitate the process. 2.4 Recommendations: Urban Design and Place-making Strategies for CBD I Revitalizations Naga City's problem is not unique by any means. As cities grow and expand horizontally, planners all over the world struggle with maintaining their central business districts. However, CBD I in Naga I has a number of extremely important assets as well as a few constraints that are integral to the revitalization question. Most importantly, CBD I is still very alive and active. Any changes to the existing environment should strive to maintain

much of this vitality while also seeking ways to encourage new interest in the area. Of the existing urban design literature, two 'Best Practices' have been chosen that would be quite suitable for Naga City: New Urbanism Design Principles and Place-Making Initiatives. The following section is a list of recommendations and strategies for Naga City’s CBD I based on principles and guidelines from these two “best practice” models. New Urbanism Design Principles New Urbanism is an urban design model that bases its theories and guiding principles on the design and layout of traditional cities and towns in the world that continue to support a strong sense of community and distinct cultural identities. Although New Urbanism is largely concerned with growth management strategies for city planning, some of the principles also demonstrate how the specific design of the public realm (streets, squares and building frontages) can encourage a strong public life and a vibrant thriving economy (Crowhurst, et al. 2006). Naga City’s CBD I, although seemingly chaotic at times, actually embodies a number of New Urbanist principles already that, with some work, can be greatly capitalized on. For instance: Existing Urban Design Assets in Naga City’s CBD I: Narrow Streets: The meandering, narrow style street is actually one of CBD I’s greatest assets. North American Planners are constantly trying to achieve this effect in new developments with often little success.

Maintaining a narrow street width is extremely important for slowing traffic and making a safer environment for pedestrians and cyclists as well as cars. Less street pavement also means a livelier street “edge” and an easier access from one side of the street to the other, thus encouraging shoppers and visitors to meander back and forth. CBD I should not be treated as a through-fare but as a comfortable and inviting environment for residents, shoppers and visitors to explore and spend time. The 'traditional' narrow street should not be more than 28’-30’ wide (Duany, et al. 2000). Street Connectivity: There is also a high degree of street connectivity within the CBD I. Networks of highly connected roads and paths which provide multiple routes between destinations increase accessibility and provide opportunities for activity on both major and minor streets. Highstreet connectivity is an attribute of many successful European cities (Swift, n.d). Compact Urban Fabric: CBD I has a truly urban and vibrant network of buildings and streets. A compact built environment is one where buildings are connected to one another along the street, accommodating a mix of uses. The contiguous buildings “create a continuous wall along the street façade and enclose public space” thus contributing to a lively and engaging “streetscape” (Crowhurst, et al. 2006). This sense of enclosure is very important. New Urbanist designers recommend that buildings in higher density urban areas front the street and not be setback from the sidewalk. Long stretches of blank walls should be

restricted and windows and door openings encouraged (Duany, et al. 2000). Naga City’s CBD I has a very successful and compact urban fabric already that should be maintained as part of the revitalization efforts.

Churches: The beautiful San Francisco Church fronting the Quince Martires Plaza and the Naga Cathedral are both major activity centers in the CBD I that can be utilized further in rehabilitation and urban design visioning for the city. However, there are a number of New Urbanist principles that Naga City could implement or improve upon in a revitalization of CDB I:

(The compact urban fabric of CBD I)

Lively and engaging public plazas, squares and marketplaces: Successful, traditional city centers all share one important attribute: a discernible Activity Center (Crowhurst, 2006). CBD I should consider its plazas and public marketplaces as significant assets. Plazas: The plazas are all in highly trafficked and extremely visible locations in CBD I. They already contain some landscaping, tall trees and beautiful, culturally valuable monuments. Plaza Rizal and Quezon together are large enough to hold public events, festivals and concerts. Marketplace: The public marketplace, although in need of rehabilitation, is also a positive feature of CBD I. The space it occupies is substantial and could be greatly capitalized on to provide not only a venue for trading goods but also as an attraction for out of town visitors looking for an alternative to the typical, suburban style mall.

Sidewalk Rehabilitation: Sidewalk rehabilitation and design could be the single most important urban design strategy for the rehabilitation of CBD I. Pedestrians should feel comfortable strolling, playing, shopping, sightseeing, eating and visiting on the network of sidewalks downtown. Sidewalks should be continuous, as wide as possible and provided on both sides of the street. Ideally, they should be constructed of a solid, stable material like cement. Higher quality paving like brick and granite could be used around the plazas or major activity centers in CBD I to contribute to a sense of place. Sidewalks could be expanded in width on most streets in CBD I without impacting traffic. Planters or street trees could line the street edge to provide a protective barrier between pedestrians and passing traffic (Niagara, n.d.). Pedestrian Crosswalks: Crosswalks should be provided at every single intersection. At major intersections, particularly around the three plazas, crosswalks should be raised slightly with clearly demarcated paving and surface markers. Raised crosswalks make the pedestrian more visible while also slowing traffic. Clear signage or even flashing lights should be provided

at major intersections and the pedestrian should have total priority at all crosswalks.

(Raised cross-walks)

Street Trees: Trees provide shade and comfort to pedestrians and enhance the visual and environmental quality of the street. If possible, they should be spaced consistently at 6-9m intervals. Native species should be used to promote longevity (Niagara, n.d.). Street Furnishings: All street furnishings should be developed within an overall thematic concept and presents a unified streetscape vision. Where possible provide benches and way-finding signage (such as street signs or destination directional signage). Garbage cans should be placed at every major intersection. Here is a good opportunity to utilize local artisans and furniture makers to construct locally made, truly “Nagaueno” style benches, garbage cans and signs. Street Lighting: Lighting should be radiate downwards lighting up the sidewalk at a pedestrian scale generally around 4-5m high and with a character that corresponds to the street furnishings (Niagara, n.d). Mixed-Use

Shop/Houses:

The

“shop/house” is the primary building block of many older, traditional cities all over the world. In the “shop/house” the lower floor is generally a shop, restaurant or workshop with residential units on the upper floors. It is felt that the close proximity of “living, working, socializing, of the private and the public realms, are what makes the public realm so hospitable, and the private dwelling so convenient”. Not only does the mixed use model more environmentally sustainable by allowing for a car-free lifestyle, it also encourages daytime usage of the public realm by businesses and nighttime usage by residents – thus maintaining vitality in the area at all hours. The building type should include various housing types that can accommodate a mixture of income levels (Crowhurst and Lennard, n.d.). See the following section on vernacular architecture for potential design ideas. Place-Making The following strategies could be implemented in CBD I to create a sense of place within the area: Establish a vernacular architecture for CBD I: One strategy for place-making and revitalization efforts for downtowns could include coming up with a vernacular architecture for the area. A vernacular architecture is something that is unique to Naga City and the Philippines and is culturally significant to the area and to the people. Part of the visioning process could include strategies for what this vernacular is and how it could be implemented into design guidelines for new developments and beautification projects. There are a number of buildings in the area that can serve as

inspiration. For instance, the traditional Filipino house, bahay na bato1 still exists in parts of the city and could easily be redeveloped and reimagined to support a larger variety of uses including the previously mentioned shop/house mixed use model.

(Naga's Plaza's: A true benefit of the City)

(Preserved heritage buildings, a possible component of successful place making)

Heritage Preservation: Heritage buildings are extremely important for revitalization purposes. An inventory of older, historically and culturally significant buildings should be made. Where possible, these buildings should be preserved and/or rehabilitated to become focal points and destinations for locals and visitors alike. The beautiful churches and plazas in CBD I could become a starting point for heritage preservation. Even the narrow, meandering street design and connectivity in CBD I can be considered a heritage feature to be preserved (Serageldon 2000). 1

The bahay na bato is typically characterized as a raised or two-story structure with the lower floor made of stone or masonry and the upper floors wood. The main living area is on the upper level with large windows on each side to take advantage of cooling breezes. “The window sashes commonly have capiz shell panes and can be opened wide or closed for privacy or in stormy weather. Vents above the windows, protected by the roof eaves, let air in even when it's rainy. Small shuttered windows below the large windows, called ventanillas, are screened with balusters or grillwork and can be left opened when the large windows are closed such as at night” (Architecture in the Philippines, Winand Klassen, 1986).

Façade Improvement: Façade improvement would highly benefit revitalization of CBD I. It will involve both public and private initiative and investment and should be a priority for revitalization efforts. Improvement should include awnings, window treatments, lighting and a general cohesive style for specific areas that should correspond to the larger vision for CBD I. Encourage businesses to make window displays and in-store merchandising displays more enticing. Public Market as Destination: The Naga City Public Market, at one time the largest public market in Southeast Asia, can once again become a true destination for locals and for tourists from around the region, country and world. The Naga City Public Market is in a prime location downtown. It is close to the plazas and other shopping areas and near to the riverfront, which has a huge redevelopment potential. The market could be improved upon by opening up the structure and reorganizing the stalls in a more logical manner (perhaps separating the vendors into a “fish market” area, a home-wares and fashion “boutique” and a vegetable and fruit “market” with clear way-finding signage and more permanent booth structures).

CBD I as Entertainment and Cultural District: CBD I is already a center of entertainment and culture for Naga City. The plazas are extremely popular for programming efforts from youth engagement activities to political rallies. Strategies for maximizing the potential for entertainment venues in CBD I include encouraging clubs and restaurants, theaters and cinemas that keep people downtown later into the evening. Marketing: A huge part of revitalization and place-making is simply in how well an area is marketed and promoted. This requires letting residents, investors and visitors know what the CBD I has to offer. This can include organizing festivals and events and also signs, leaflets and posters that encapsulate the community vision for the district (Serageldon 2000). The Penafrancia festival is a major draw for visitors and could potentially become a huge design feature of the CBD I.

(Flags: A successful mechanism for re-branding)

Branding: Marketing can also include a degree of neighborhood “branding” Branding is a useful marketing tool that can aid in creating a sense of identity

and community cohesiveness. Branding can be used on way-finding signs on lamp posts or street signs as well as on marketing materials. Again, part of the visioning process may include coming up with potential place names and neighborhood identities for specific areas in CBD I. The following section will highlight some more procedural strategies for funding mechanisms and public-private partnerships for the implementation of these revitalization projects.

3.0: BUSINESS DEVELOPMENT & INVESTMENT PROMOTION 3.1 Background Naga's economic growth and successful governance practices have been attracting a range of new investments to the City. Although new investment is encouraged as it brings in additional revenue and markets to the city, these investments can have adverse effects on local existing businesses and the community members who depend on them. After consulting with government staff and private stakeholders, it has become clear that significant public or private financing to make improvements in the public realm to improve the local business environment is difficult to sustain. Therefore, the section of this report works to examine business improvement and promotion models that are sensitive to the local context of Naga that would continue to build upon the successes and assets of the community. 3.2 Enhancing Public Spaces and Community Inclusively Through Collaborative Development Project Partnerships New development benefits the business owners and investors but can also benefit the greater public community. In balancing business interests and the public interest, City officials are often placed in a position of mediation between encouraging investment and protecting the public interest. Both private and public sectors have distinctive, but potentially complementary, parts to play. Businesses main goals are to maximize profits and to seek opportunity for market penetration. Public sectors

interests are rooted in the wider community good. Working in partnership often delivers better outputs to all effected stakeholders. Private-public-community partnerships are common in Naga to work towards win-win solutions. Building upon the success of Naga's business promotion and investment strategies and partnership governance model, new negotiation mechanisms, targeted site policies and public involvement tools can be implemented to enhance the quality of buildings, urban spaces, community neighborhoods and local livelihoods. The collaborative development project partnership approach is flexible and negotiable. The approach tries to maximize returns for the investor and the City. It also presents a direct opportunity for community members to participate in place making and ensuring that the new development not only brings in investment, but also meets their community's needs. 3.3 Case Study: Oakridge Centre Mall, Vancouver, B.C. Canada (www.vancouver.ca/oakridge)

(Oakridge Center Mall, Vancouver Canada)

Oarkridge Centre Mall is a mediumscale commercial retail mall located within a residential community. The owners of the mall approached the City of Vancouver to seek opportunities to redevelop and have requested a planning program to re-examine the potential of the site. The City agreed to explore options to maximize the potential of the site in consideration of a future rezoning if the developers agreed to work towards meeting the City's planning objectives. The City's planning include: to achieve a vital neighborhood centre, balance neighborhood and district serving commercial activities, ensure a diversity of livelihood options, integrate possible community facilities and integrate building design to enhance the surrounding character of the neighborhood. At the conception of the project and throughout the project development, the community is involved in shaping site concepts ideas. The community collaborative consultation process gives a change for open dialogue to discuss ideas and opportunities between the community, the developer and their technical consultants and the City. The developers use the community's suggestions in designing the site. Community input was encouraged several ways: • Community meetings: Community meetings are usually small and targeted to specific community members. They are hosted in the community and are facilitated by City staff and developer; • Community Open Houses: Community Open Houses are used

•

for general public consultation and engagement. They are held in the community where the project will be developed. The Community Open House is sponsored by the developer but coordinated by the City. The community is encouraged to raise issues and ideas for the proposed development. Information about the development plans is shared with the community. Usually visuals such as models, drawings and other graphic materials are used to illustrate development plans and ideas for the site. Community input is gathered through surveys and questionnaires and discussions with staff; Follow up Workshops: Follow up workshops are more in depth sessions to mediate conflicts or outstanding differences between the developer and the community. Both staff and developer facilitate the workshop.

The outcome of the collaborative process resulted in a development that addressed the majority of stakeholder concerns. The inclusive planning and collective place-making resulted in the developer maximizing the site's potential. The City and community were able to come together to meet their Vision objectives. The Developer • The developer was allowed to rezone to a greater capacity than the initial zoning laws allowed; • Development allowed a range of diversity of mixes on site to ensure an expanded market niche; • Better urban design quality was encouraged to enhance project marketability

•

The process created support for the project vs. opposition The City • Increased business means an increased tax base • Improved building design and public spaces • Enhanced public facilities and amenities spaces such as park/open space, daycare, seniors centre and library • A new road to access the site • Ensured that the development benefits all community members The Community • Opportunities for the urban poor to enhance their livelihoods though integration of local retail • Ensured a diversity of shops and services to meet the entire community's needs • Ensured that large-scale development "fits" into their community and that the development contributes to improving the overall quality of life for the surrounding community. 3.4 Recommendations Through our consultation with key stakeholders, large-scale commercial and high-end residential neighborhood developments are key investment drivers in Naga. The local zoning ordinances dictate the potential uses for designated land areas. The zoning provides a mechanism to organize land use, but it does not offer the potential to maximize the development potential in regards to best use or density. The Collaborative Development Project Partnerships concept could be used in significant commercial projects like the development of SM Mall, high-end

residential neighborhood projects or resort development and other largescale developments. Site-specific development could be fit and be linked to the targeted vision of a specific area as well the overall vision of the greater community.

(The westdale Business Improvement Area: An example of community identity)

3.5 The Business Improvement Areas (BIA) Model: The Business Improvement Area (BIA) model is an economically and socially sustainable mechanism to improve and enhance local business districts. A BIA model is a formalized mechanism for local businesses and property owners to come together to promote and improve the commercial vitality of their communal business area. An organized, local area business community can often work more effectively to create positive change and increase support for business development than individual businesses or large scale citywide business associations. A BIA is not intended to replace existing business associations or tourism councils, but to complement their role in a designated targeted area. Often

these agencies will work together to combine ideas, realize opportunities and establish creative partnerships.

•

A BIA plays an important role in coordinating targeted business and tourism development, area promotion, business retention and investment. Additionally, BIA’s can encourage public infrastructure improvements and coordinate additional sanitation and local public enhancement projects for their areas. A BIA model allows local business to come together to plan proactive measures to address challenges and issues facing the area as well as to seek and coordinate opportunities. When properly implemented, a BIA model empowers local property owners and businesses to independently improve the quality of their business areas. (Briffault, R. 1999)

All businesses within a BIA may benefit from the improved local atmosphere and ambiance that a successful BIA organization can help to create. BIA initiated improvements and activities can sustain and improve local commercial vitality. This vitality strengthens existing businesses and attracts new customer markets or brings customers back to a revitalized area. This in turn, can lead to an increased demand for retail, service and office space. The City also benefits as public spaces are improved and revitalized. The City, as a whole, is more marketable for new investment and tourism opportunities. A successful business area can also generate more business transactions, which in turn lead to an increase in business sales tax revenues. For residents, an attractive local business area strengthens their sense of community identity and civic pride.

The BIA model has the following key objectives: • To create and work towards a shared community vision for the area; • To facilitate revitalization and promote economic development in a targeted district; • To target and coordinate beautification efforts to enhance the local area identity and character; • To coordinate and promote local services and to attract customers to the targeted area; • To develop and implement strategies to compete with larger or stronger markets outside the BIA area; • To ensure opportunities for information sharing and networking; and

To build ongoing partnerships and strengthen the capacity of the local business community.

A BIA can be implemented on any geographic scale from a few street blocks to entire commercial districts. Each BIA is a separate non-profit organization that has its own Vision mandate and budget. BIA models work by responding to and reflecting the needs of individual business areas. The boundaries of a BIA are negotiated between property owners, stakeholders, business owners and building tenants. Stakeholders comprised of business owners, property owners and tenants work to form a volunteer board, which manages and organizes the BIA. If the

BIA agrees, a permanent staff position can be hired to help coordinate the BIA administration and activities. This staff person can be either part-time or fulltime depending on the type of projects the BIA wishes to undertake. A designated City staff person is the primary BIA resource and provides information and advice on the BIA program and formation process. The designated staff person plays an ongoing role as liaison between the BIA and City Departments such as planning, business promotion, livelihood programs and engineering. The staff person is also facilitating the annual funding process and monitoring annual BIA budget spending and fiscal accountability. BIA community members join the City in determining budgeting, development priorities and project design and implementation within their defined area. Every year at the Annual General Meeting (AGM) of the BIA, the Board proposes a business promotion plan and a budget that the BIA community members must approve. A BIA is an incorporated non-profit organization. The non-profit status allows the BIA the flexibility and local autonomy to secure funds and to administer these funds based on a collective decision making process. In addition, the non-profit administration structure will guide the annual operations agenda, promote inclusive public participation and ensure financial transparency. The BIA model is supported through local legislation. (see the Case Study: BIA Program, Vancouver, Canada web site for an example of BIA jurisdiction by-laws) The City needs to establish local jurisdiction to enable its Council

the authority to create a BIA entity and to collect and allocate public money for BIA administration, planning and implementation activities. A BIA budget contribution can be calculated in various ways depending on the local municipal context and tax structure. The BIA budget can be determined by calculating building square footage, assessing land value or sales tax revenue. The funding mechanism a special levy tax that is specific for the targeted business improvement area. Different BIAs in the same city can have different levy tax rates depending on their BIA budget, number of property owners in the designated area and the priority items to be addressed in the BIA budget. The City collects the levy tax and redistributes them to the local BIA. Each BIA is then responsible for the financial management and implementation of the funds. The special collective levy does not impact the existing municipal tax base but is a new funding mechanism for enhancing the public realm and the local investment environment. The BIA can consistently enact programs and activities without relying on scarce public funding. 3.6 Case Study: BIA Program, Vancouver, Canada (http://vancouver.ca/commsvcs/citypl ans/bia/index.htm) The BIA Program in Vancouver, Canada provides an example of how BIA funding can work. The local government collects a special property tax in the designated BIA area. Funding is collected and allocated on an annual basis, which normally coincides with the collection of property taxes. The BIA annual budget is negotiated within the BIA board and voted on by the BIA

constituents. Each property owner’s share of the annual BIA budget is proportionate to their share of the total taxable value within the BIA boundaries. In other words, if a property owner holds one percent of the total taxable assessed property value in the defined BIA area, their share will be one percent of the BIA budget. Proportionate levying is a fair way for everyone to contribute to the BIA budget. In the Vancouver BIA projects include: Public projects: artistic decorative banners, or beautification projects; Public events: night market events, holiday celebrations, street parties; Promotional tourist activities; web design, tourist package promotion, and sponsored walking tours. The BIA has to spend the collected funds on public oriented projects or events for the designated area. BIA funds should not be used to enhance individual business operations or building infrastructure. However, a BIA could seek matching private funding partners if they wish to pursue "quasi – semi" public/private type of projects like façade improvements, storefront window upgrades or awning projects. The BIA can also seek additional government funding or international funding partnerships for large-scale economic or community development projects. BIAs are one of the most valuable and effective finance tools available to the small business community. There are several key challenges related to the implementation of a successful and sustainable BIA. The outreach process requires a group

willing and able to undertake the necessary input data collection and to locate and contact every business in the proposed BIA boundaries. BIA funding mechanisms also have their limitations. Assessments for BIAs are based on a set formula. This formula is not only community and context specific, but is sensitive to a number of factors. Furthermore, funding can vary substantially with changes in property values, fluctuations in business revenues, or alterations in total square footage for example. Furthermore, BIAs are subject to community politics, special interest groups and selfmotivation. Mechanisms which work to monitor the BIA should be implemented to ensure that the BIA model can properly work to resolve some of these potential challenges. Naga City is well suited to adapt a BIA model in several different regions. The development of a Naga City Riverwalk provides a case study utilizing the BIA model discussed within this report.

4.0: THE NAGA CITY RIVERWALK CONCEPT: A RECOMMENDATON FOR THE INTEGRATING OF A BIA MODEL IN 4.0 NAGA CITY RIVERWALK 4.1 Background: The Naga River is a defining characteristic of Naga City and an important link between communities on either side of the geographical divide. If the river could be developed to become a significant attraction, it would be able to connect businesses on either side of the river and improve the overall business community. The Naga City Riverwalk concept is a business and public infrastructure partnership strategy. It could be potentially modeled after the successful San Antonio Riverwalk in Texas, USA.2 4.2 Case Study: The Riverwalk, USA

San

Antonio

(The San Antonio Riverwalk, USA)

The San Antonio Riverwalk serves as the main artery for the San Antonio city-center. It is surrounded on all sides by bustling commercial activity and residential areas. Overall, the San Antonio model exemplifies how a centrally located river can serve both as the vital link between multiple business centers and as a viable tourist destination and cultural heritage site. Originally used as a transportation artery, the river has significant historical value, which is being marketed today. Although the river is no longer used as a principle mode of transportation, today it plays a vital role in serving the community’s need for a link between commercial districts. Furthermore, the river walk has provided San Antonio with a distinct pillar in community identity. Appendix 6 contains a detailed San Antonio Riverwalk map. There are many parallels between the riverwalk in San Antonio and the Naga River. The current state of the Naga River is very much like the state of the San Antonio River before it was turned into one of the city’s most valuable assets. The both are vital to the city center and serve as the crucial connecting point for both the citizens and the commercial surroundings. The key is to tap into these hidden assets and transform the river into a vibrant center of activity while utilizing sustainable business models to promote private/public partnerships.

2

Note: Through the late 1800s and early 1900s, San Antonio's growing population and expanding boundaries were the cause, to a large degree, of problems brought about by flooding. In fact, if steps to control the flooding had not been taken in the 1920s, later commercial development along the river would not have been possible. In Texas, water has been a lifeline for many generations for centuries past. The San Antonio River is a source of a South Texas Treasure, The San Antonio River Walk.

4.3 Recommendations: The goal of a Naga City Riverwalk is to revitalize and improve the competitiveness of CBD I with the impending construction of CBD II. The key strategy for the revitalization of

the Naga specific Riverwalk could potentially be the utilization of the BIA model. In utilizing the BIA model, our group has identified and outlined an example of a possible Naga-specific process for applying the BIA model. Riverside Road, bordering CBD I and the City Market, could potentially be the first section of the Naga River to begin the long-term plan to revitalize the river and improve commercial opportunities from Magsaysay Avenue to Biak-Na-Bato Street. Utilizing the BIA model would work to create funds and promote active business community participation for the common good of the city. Furthermore, but utilizing a BIA model to develop a riverfront walkway the city government would be able to strengthen its relationships with businesses in the area. The private businesses will be given the responsibility to decide on necessary and desired improvements to the area and the City Government will utilize its strength in implementation to ensure that the project will be carried out and progress will be made. The possible riverside development could be realized through the utilization of a process similar to the following: 1. An organizing committee needs to be developed which includes stakeholders from all sectors to build a group, which can legitimately make decisions, which take into account the diverse needs of the community at large. This group must maintain the support of the community so that it can act as a liaison between decisionmakers and the community;

2. A public consultation series should be utilized to help envision the development of a riverwalk. This should include the following key goals: • to establish a potential BIA and riverfront walkway boundaries; • to orchestrate the necessary ordinances to allow such a BIA association to form; • to develop goals for style, character and place-making; • to create the necessary guidelines for the BIA that would be acceptable by all parties under its jurisdiction. 3. The organizing committee with the support of the property owners and businesses in the BIA boundary would need to be incorporated as non-profit society. 4. The BIA budget would be proposed, reviewed and approved by members in the BIA boundary in coordination with the City Government and other regulatory stakeholders; 5. Once the BIA has established its projects for the year, it would be necessary to formulate future work plans to ensure long-term goals for river revitalization. To begin improving the physical and built aspects of the plan, an overall vision should be created for the riverwalk. Building upon the assets of local history and culture could be the basis for beginning the revitalization process. Place and identity creation as well as restoration of older, culturally significant artifacts along the riverwalk might strengthen, represent, and highlight the Nagueno identity. The City would need to retain experts in this area to realize the full potential of identity creation and future marketability of the area. Potential

character-building options might entail some aspects of the Penafrancia Fluvial Procession, whereby identifying markers and story plaques related to this event might serve to add significantly to the identity of the river itself. Building upon the city’s reputation as the center of Bicol could also be advantageous to promoting the river as the centerpiece of all this activity, which will ultimately serve to attract people from the region and abroad.3 The river can be broken down into various sections for targeted improvements. Sections of the walkway can be revitalized incrementally over time to address limited funding considerations. Targeted clean-up measures would be necessary to begin changing the existing landscape. As records indicate much has already been done to raise the environmental standards of the Naga River water quality. It is essential that the city continue to support the Lady’s in Green Group and the Naga River Council in programs such as Salvar Salog (Clean up the River), Bantay Salog (Guard the River), and Buhay Salog (Revive the River). In addition to improving the water quality, beautification techniques could also be implemented such as tree planting, building walkways and seating facilities as well as façade restoration. Specific concerns, like façade repair might enter into a Public/Private Partnership though a BIA model with 3

Note: Department of Urban Studies and Planning of Massachusetts Institute of Technology list many different ways of revitalizing the urban environment from design to other aesthetic issues within the city itself.

the city whereby local businesses match funds to strengthen both CBD I riverwalk and the city’s beautification efforts.4 Naga City is currently lacking nighttime attractions in the downtown area. Beyond the public plaza’s, there are few outdoor attractions available in the evening that promote commercial activity and leisurely activities. As it was brought to our attention during a stakeholder interview that the Makati riverfront area in Manila used to be virtually a dead town after 5 p.m. After substantial planning and investment, Makati nightlife become invigorated and has become an enormous source of bustling economic activity. Essentially, the The Naga Riverwalk could become a destination for after-hours recreation and shopping. It is essential that the atmosphere cater to a family-oriented safe nighttime atmosphere. Proper lighting, much like the lighting that now exists for Riverside Road, should line both sides of the Riverwalk. Surrounding structures close to the river will also need to undergo certain design modifications to encourage 4

Note: Façade Enhancement PPP format – City of Tracy, The DUDP also set forth design guidelines to assist merchants and the City in considering façade renovations and signage improvements that are intended to enhance downtown. The guidelines identify the key elements in a downtown façade that enhance the pedestrian scale of a building. These include the base, body and cap used in proper proportions. In addition, the spacing of vertical elements (i.e. columns, windows, etc.) should be spaced to create a rhythm and pattern that the pedestrian orients to as he/she moves along the sidewalk. A final and important component in the façade guidelines is the issue of an overhead canopy or element along the façade that gives the pedestrian a sense of enclosure making it a more comfortable pedestrian space. Signage design guidelines address the placement, size and character (i.e. consistent with building character) of signage for downtown businesses.

vitality at all hours. For example, multi-storied buildings would need to accommodate a number of different uses. During the day, the mid-level floors could serve as office space, the lower levels could accommodate retail, restaurants, cafes and nightlife venues, and the upper floors could potentially become residential condominiums for those seeking to live in a more central location. A potential model for this type of Public-Private Partnership development might be Naga City’s own Quezon Plaza model whereby developers built the plaza in exchange for guaranteed leasing of the surrounding business area (see BOT Endnote). It might also be advisable that the entire area, undergo re-zoning and re-engineering in order to get the most effective and productive use of space.5 While promoting the project to relevant stakeholders, it would be advantageous to create a website, utilizing Naga City’s existing ICT infrastructure. This could serve as a public forum announcing any information about the association and the events on the river. Advertising space could then be sold on the website and around the river’s venues to further promote fund raising in the BIA area (see San Antonio Riverwalk website). Naga City may also consider developing a Naga-signature gift shops that might homemade arts and crafts 5

Note: The Quezon Plaza Model was initiated by the Naga City Government and demonstrates the BOT (Build Operate Transfer). The private operator designs, finances and builds infrastructure. While formal ownership of the assets is assigned to the government, the private sector operates the project long enough to service any debt incurred and to earn a suitable return based on the assessments of Gruber (2003).

particular to the Bicol region. It might also be advisable to create an outlet and venue to display Ateneo de Naga University’s Animation projects or showcase other community art and culture projects. Finally, all of the efforts might be anchored by creating an onsite river tourism office to promote the Riverwalk endeavor as a whole. This office could potentially be staffed by members of the Riverwalk BIA, local groups like Lady’s in Green Group and be used to simply engaged, local citizens interested in the conservation and promotion of Naga City. Furthermore, this recommendation may serve as a location for the Naga City Visitors Office, as discussed in the tourism section of this report. 4.4 Possible Constraints and Solutions According to stakeholders, many citizens have predetermined understandings of the river as little more than a division.is important that Naga City residents see the river as an asset. To challenge negative understandings of the river, river cleanup programs, as well as other environmentally conscious educational programs whereby students might participate actively in environmentally responsible ways could work to change peoples understanding of the value of the Naga River. A major concern in Naga is how to cope with natural disasters. This challenge is relevant to a possible riverfront walkway development. Typhoons and flooding that occur every year during the rainy season often interrupt construction efforts and could greatly hinder revitalization projects in CBD I

and along the riverfront. It is suggested that certain measures are taken to insure the area is able to remain economically viable during the typhoon season and that surrounding structures are built strong enough to likely resist significant damage due to possible disasters.6 Population displacement is a key challenge associated with a riverwalk development. Would the City have a viable way to acquire the necessary land required to develop a riverwalk? Ideas for handling this situation would entail creating affordable housing on the riverside that incorporates the individuals and their families into the business model for CBD I. In addition, the business sector could endorse a corporate social mandate to support micro-scale enterprises that embrace small-scale businesses rather than displace urban poor homes and livelihood enterprises. (As a result of our interviews and research we were informed of national legislation that has been provided for such situations such as that 20% of the workforce must be local residents and that the displaced residents will be resettled with basic amenities. Another, more general challenge to the development of a Naga Riverwalk is the price of real estate in the CBD I area. If the cost of land or rent is beyond 6

Note: EPA (US) Environmental education (EE) increases public awareness and knowledge of environmental issues and challenges. Through EE, people gain an understanding of how their individual actions affect the environment, acquire skills that they can use to weigh various sides of issues, and become better equipped to make informed decisions. EE also gives people a deeper understanding of the environment, inspiring them to take personal responsibility for its preservation and restoration.

http://www.epa.gov/enviroed/index.html

what investors in the area can afford, could city incentives be put in place (such as tax incentives) to bring investment to the riverfront? Or, the city could implement measure to control inflated pricing in the area, to lower real estate and investment costs? The recommendations addressed within this section have worked to identity how place-making could work as logical way to revitalize CBD 1. Connected to this theme is the concept of identity on a citywide and regional scale which is not only important for CBD 1 but for Naga more generally, specifically in regards to tourism. A key area of opportunity identified by key stakeholders engaged during the research for this report surrounds tourism.

5.0: TOURISM DEVELOPMENT 5.1 Background This section of the report will look at strategies for Naga City to explore in regards to tourism and promotion on a larger scope. It is connected intrinsically to the above discussion of place-making given the City’s desire to improve Naga’s identity and to increase Naga's tourism marketability. Specifically, this section seeks to demonstrate how Naga City can explore the niche of cultural tourism in charting tourism related goals over the next few years and in the attainment of Naga’s “Maiming Lugar” vision. There is a good niche opportunity for Naga City to consider; Naga could become a premier cultural destination while expanding health and wellness as key assets of the city. These two pillars are not mutually exclusive as cultural dynamism can be interwoven within the realm of health and wellness. In the final set of recommendations, general recommendations are made which would work to improve current strategies within Naga. After meeting with key strategists, stakeholders and officials (both civil servants and private actors) involved in tourism and investment promotion and planning in Naga City, it became clear that the development of health and wellness based tourism within central Naga and the 1026-hectare East Highland Tourism Zone is an important priority for both the city and region atlarge. Stakeholders asked us to make recommendations for small-scale tourism development strategies, which included health and wellness initiatives.

Before it is possible to engage this discussion, it is necessary to outline the meaning of health and wellness from a tourism perspective. Currently health and wellness in the region is defined by concepts of retreat and relaxation, which include amenities like ‘spas’, ‘retirement resorts’ and the local ‘hotsprings’. If health and wellness goals could be re-envisioned to better encapsulate all of the region’s assets, it would be better situated to welcome diverse forms of cultural and eco tourism. Cultural tourism could be adapted as a form of tourism investment that would work to diversify Naga City’s current tourism related goals. Cultural Tourism Cultural tourism can be defined as the process of discovering a mosaic of places, traditions, experiences, celebrations that portray a community, its people and the diversity of its character. Naga City is well suited to focus on cultural-tourism as a key point for expanded tourism while maintaining interest in health and wellness. Not only does cultural tourism generally require little infrastructural investment, it also fits nicely with the Maogmang Lugar vision. The discovery and enjoyment of local culture coupled with the experience of a community in a culturally genuine way is a growing trend within the tourism industry according to the United Nations and this form of tourism is set to expand in the decades to come as travelers search for more independent and authentic experiences. While cultural tourism can have significant effects on community, it can be developed and harnessed in

such a way that minimizes negative effects, while at the same time working to authentically represent cultural landscapes. To premise this discussion it is important to note that there is currently a shift from the mass marketing of travel vacations to a more customized and tailored travel “experience” that takes into account individual consumer tastes and interests. Today’s traveler is increasingly searching for more personally rewarding and unique experiences. Furthermore, a growing number of tourists are becoming special interest travelers, interested in unique aspects of place, such as culture, history or food. The Gitxsan Nation in Canada and the ‘Meet the People’ initiative in Peru are excellent case studies demonstrating how cultural tourism can have positive developmental and economic effects on local communities. The two examples serve as points of reference for various ways cultural tourism has been developed in different regions and within different scopes. 5.2 Case Studies: The Gitxsan Nation, Canada and ‘Meet The People’, Peru In Canada, the Lax’Siik Clan of the Gitxsan Nation had successfully developed a form of cultural tourism over the last 10 years in the First Nation's village of itangatt, part of the Gitwangak Reserve near Prince Rupert in British Columbia. Rather than traveling to the area to view certain big-ticket features such as museums or beaches, travelers have the opportunity to experience rich cultural beauty, wildlife and be immersed in Gitxsan culture through greetings,

feasts, storytelling and song, fruit picking and arts and crafts demonstrations/lessons. Hikes through the forest and taking part in culturally specific experiences such as sweat lodges or participating in the cooking of meals situate the culture as the destination.

(Lax’Siik Cultural activities, with onlookers)

The Aboriginal Tourism British Columbia Organization provides an overview of the development of a strong and sustainable aboriginal cultural tourism industry on its website, noting the benefits of the plan. In the last five years since the implementation of a cultural tourism development plan, tourism to aboriginal communities increased by 10 percent per year. Furthermore, key community members note the industry is helping to “strengthen and preserve the cultural identity of the Aboriginal people and communities throughout B.C., while creating new employment and economic development opportunities (www.atbc.bc.ca/blueprint). The Aboriginal Tourism Association of BC document ‘Blueprint Strategy: Market Literature Review Final Report’ outline how the industry has been developed over the last ten years with significant community dialogue and

input. The study notes that 86% of aboriginal community member’s respondents felt that the majority of the local community supports and approves the interpretation of the culture and local community in the context of cultural tourism (www.aboriginal tourism.ca/downloads). The benefits of cultural tourism within the community have been diverse. Not only have unemployment rates dropped but cultural heritage and culturally important buildings have been preserved through income raised via tourism initiatives.

outlines the present state of tourism development in Peru as well as key areas for growth and change recognizing some of the negative effects that large-scale tourism has had on the biodiversity and culture on Peru. To curb this degradation, Peru’s ‘meet the people’ tours provide an example worth observing within the national context.

(Cultural activities include sheep shearing and knitting, 'Meet the People Tours', Peru)

(Visitors have the opportunity to stay in traditional housing, Gitxan nation)

Meet the People: Peru In contrast to the small scale of aboriginal cultural tourism in British Columbia, Peru’s efforts to integrate diversity within its tourism industry provides a macro example of how cultural tourism is working. Though tourism has brought substantial investment to Peru, it has had negative effects on local populations and the environment. The National bestpractice document “Integrating Biodiversity into the Tourism Sector”

The European Union has collaborated with the Peruvian Government to develop a scheme for alternative tourism. This program has had diverse effects on local communities and has worked to challenge traditional forms of tourism in the last five years. Called the “Integrated Support Program for the Development of Tourism in Peru”, the project grew out of discussions with local public and private bodies as well as rural community associations. The result was the development of tourist packages marketed in Europe, which highlight active involvement in local Peruvian communities as the main draw. Marketed as tourism with cultural identity, the brochures highlight how tourists have the opportunity to benefit local economies while simultaneously learning to weave

tapestry with ancient yarn, for example (Leticia 2005). The tours have positively affected local communities by providing jobs, income and educational opportunities to hosts, while at the same time providing the tourist with a more sincere and ethical travel experience. Challenges Cultural exchange can be a difficult negotiation between communities and the tourists they serve. Butler and Hinch (2004) argue that a visitor’s experience of culture, when done in a genuine way, improves their awareness, understanding and appreciation for people’s situations and cultures, creating mutual benefits for both tourists and communities. The success of the exchange, they argue, is impacted by the following key themes: a) The authenticity and accuracy of the information being shared; b) The host’s objective in developing and delivering a message; c) Visitors expectations in the cultural exchange based on prior level of cultural awareness and understanding; d) The host’s perception of what the visitor’s expectations are and the ability to meet that need without compromising integrity; e) The connection (the host’s success in reaching the visitor). Specific protocols and regulations in coordination with a blueprint for cultural tourism can act as a safeguard to protect culture. Educational programs can be developed to raise the capacity of communities to safeguard their own culture, ensuring that culture is not appropriated for tourism purposes. Appendix 7 contains an example of possible protocols that

could be put in place to protect against cultural degradation. Furthermore, Appendix 8 notes the recommendations made in the Convention Concerning the Protection of the World Cultural and Natural Heritage that serves as a primary document outline potential safeguards and mechanisms to protect local culture and cultural-sovereignty. There are also significant impacts, which, without consideration, can lead to negative affects on community. The Europa Nostra Council for Tourism ‘Position Paper on the Encouragement of Cultural Tourism and the Mitigation of its Effects’ highlight some of the negative effects of this form of tourism and possible ways that they might be mitigated.7 Similarly, Priscilla Boniface’s Managing Quality Cultural Tourism outlines similar mechanisms, which can be used to ensure that cultural tourism within a specific context is beneficial (Europa Nostra Council 2006). These concerns can be synthesized into the following key areas: 1. The degradation of cultural heritage and the natural environment can occur when the volume of tourists exceeds the cultural, social and environmental sustainable limits. Such degradation can be avoided by taking steps to maintain a healthy volume of tourists such as regulating the number of visitors permitted within a specific establishment on a daily basis. 2. The dichotomy between satisfying the pressures for economic growth through tourism and the cultures 7

that lie at its heart can often be jeopardized. Finding a balance between encouraging expansion and safeguarding culture within optimum sustainable limits is key. 3. Local populations can lose ownership over their communities as tourism distorts customs and practices. By providing education, ongoing dialogue and capacity building initiatives to communities involved in cultural tourism, many of the negative effects of foreigners on the local population can be mitigated. 5.3 Recommendations After meeting with key informants and researching into best practices elsewhere, the following guidelines inform the recommendations of this report: • Require little immediate costly infrastructure or substantial construction; • Include health and wellness possibilities (please see discussion surrounding ‘health and wellness’ as a label); • Include community priorities and benefit such communities through employment and economic gains; • Take into account the natural assets surrounding Naga and the East Highland Tourism zone. To this end, the key recommendation made within this section of the paper is the development of cultural tourism within the East Highland Tourism Zone as well as general recommendations that address tourism marketing and accessibility issues more generally. The recommendations are as follows: 1. Naga City should consider revising and re-branding its ‘health and

wellness’ definition to include outdoor activities and diverse forms of cultural tourism so that the City is not hindering tourism development that does not fit squarely within health and wellness as the term is interpreted; 2. Naga City should consider the development of consortia initiatives with other municipalities or package tours to improve the marketing of the region surrounding Naga which is a key asset that Naga could market (For example, could the world class wakeboarding facility be marketed in a more logical way to enhance the health and wellness vision that Naga City currently has); 3. Naga City should consider fostering and supporting small-scale eco and cultural oriented resorts or bed and breakfast type accommodations whereby the tourist could not only rest and relax, but also engage in Naguenos culture and community in the East Highland Region.8 The use of small independent bed and breakfast type establishments would be a logical type of accommodation in Naga because they could work to bring people closer to culture as well as promote small business ownership and improve local livelihood opportunities. In addition, the small-scale developments would have less of an 8

NOTE: Bed and Breakfast establishments can be defined as small resorts where Guests are accommodated at night in private bedrooms and breakfast is served in the morning - either in the bedroom or, more commonly, in a dining room or the host's kitchen. B&Bs may be operated either as a primary occupation or as a secondary source of income. Staff often consists of the house's owners and members of their family who live there. Guests are usually expected to pay for their stay upon arrival and leave before noon (or earlier) on the day of departure. A big advantage of this type of hosted accommodation is the local knowledge of the host(s).

environmental impact. a. These resorts would integrate culture into the visitors experience by immersion. Cooking classes, education nature expeditions, religious or other cultural tours or lessons could be integrated into these establishments to shift the focus to cultural-tourism; b. Bed and breakfast type establishments could integrate specific health and wellness initiatives, day or weekend spa retreats and these establishments should become a key focus in the area; c. That Government consider providing incentives to businesses which consider moving or developing new health and wellness spas from the City to the East Highland Zone; Similarly, these incentives could be available to small entrepreneurs considering bed and breakfast or small resort schemes which would work to create communityeconomic development strategies; d. Tourism in the East Highland Zone should not be in coordination with tourism in Naga, and a common vision should be developed which encourages tourists to explore both regions in exploring the rich cultural capacity that Naga offers.

(Ranging from simple to elaborate, bed and breakfasts give visitors the opportunity to meet and engage with local people: Above, Charming Bed & Breakfast, New Zealand; below, Mom's House Bed and Breakfast, Peru)

Some key challenges have been observed regarding access to and marketing of many tourist attractions here in Naga. The recommendations, which follow, could be implemented with little cost and would likely provide immediate benefits. Though they are not specifically relevant to cultural tourism or the health and wellness developments, they would be useful in both streamlining and marketing

current and future tourism related initiatives: 1. Naga’s tourism web page: Many key sites are not on the City’s tourism website resulting in some of Naga’s assets not being marketed. This website should be improved to include links to more diverse attractions including Malabsay Falls, the CW Park, resorts in the area and tourist attractions in surrounding areas which could be day-trips from Naga City (such as Donsol). Many of the links from the main tourism page do not connect to corresponding information. 2. If the Government intends to target health and wellness, this should be mentioned on the main tourist page so that visitors have a greater sense of what is available in Naga prior to making the decision to travel to Naga. 3. The ‘experience Naga’ banner on the top of the page is an effective and useful slogan, which mediates a productive ‘angle’ for marketing tourism in Naga. This slogan should be expanded and used on other promotional materials. 4. The Visitor Center: Thought should be given to moving and expanding the Naga City Visitor Center from its current location at City Hall. If the center was moved to CBD I, it would benefit from pedestrian traffic and be closer to tourist accommodations and attractions. The center should continue to include detailed information on tourism in and around Naga. 5. Organized Transportation: Many tourist sites are located in the areas surrounding Naga City. It is currently difficult to get to

locations such as Malabsay Falls without local knowledge. Detailed information on how to get to these sites should be made available. The City may also consider implementing a program for implementing organized transportation with regular services to surrounding tourist attractions. 6. Revisited Promotional Resources: The promotional brochures and pamphlets that are distributed abroad should be revisited. They currently do not utilize many of the key assets that Naga and the surrounding region possesses. 7. Education: The city could engage with educational institutions to improve tourism related courses and activities. Such development would work to train professionals for the industry and would also assist the City with educating the public about

tourism and tourism-related goals. (Malabsay Falls)

Naga City is well suited to improve its marketability as a cultural destination. With substantial assets, solid infrastructure and an innovative and practical City Government, Naga City should look forward to what lies ahead.

6.0 CONCLUSIONS Naga City has come a long way since being created by the 16th century Royal City Spanish decree. It has successfully established itself as a heart of education, religion and business in the Bicol region. While the 40 national and international awards that Naga has received for its best practices in governance are impressive, it has been our opportunity to observe and engage with City Hall that has given us valuable in-site into the inspiring innovation that is happening here in Naga City. In this conclusive section of the report, the authors strive to comment on some of the general lessons learned from Naga City from our position as students concerned with city planning, development and community capacity building both generally and from investment/tourism perspectives. The opportunity to observe and engage with city planning and local government initiatives over the past three weeks has been productive and educational. Three areas are central to the lessons we have learned in Naga: A progressive perspective; participation; and partnership (as identified in the Naga City Visioning Process: www.naga.gov.ph).

A progressive perspective As a City Government, Naga is concerned with innovation and improving what is already good. From interviews, lectures and observations, it seems clear that Naga does not give up and refuses to accept the status quo. Even in areas where programs, standards and infrastructure have been improved, Naga remains committed to finding even better ways of development, process and innovation. The City Government envisions the city as a work in progress. In terms of investment and tourism, the City is continuously seeking new opportunities to diversify investment and tourism, focusing broadly and working with a variety of partners. Seeing planning as work in progress is a mentality that can be exported and utilized in our own lives as we strive to improve, build up and make better our own communities (local, national and international). Participation The Naga City Government has done a remarkable job of engaging citizens to become involved in all levels of City Government. By encouraging participation, citizens take ownership and pride in their community and become more likely to dedicate time, resources and energy to improving their city. The attitude that most neguenos have for their city is clear: Pride and an intrinsic sense of ownership are evident across the city. More importantly, the government has harnessed and capitalized on the attitudes here in Naga, engaging citizens though effective participatory mechanisms, especially in regards to investment promotion and tourism. The

investment board membership, for example, is comprised of a diverse group of people from a variety of different commercial and civic areas. The realization of effective partnerships has been realized through practical and creative participation mechanisms that work to create winwin relationships between the City Government and the people of Naga. Partnership Government’s efforts to treat constituents as partners and beneficiaries are clear. Partnership between institutions and organized groups via participatory mechanisms has given people a meaningful and legitimated voice in City Government, creating a renewed sense of faith in local politics. The Government is particularly accessible and transparent, giving people the feeling that their voices (and commitment) matter. In developing new investment and development strategies and partnerships such as the SM Mall, the Government is committed to public participation and engagement in decision-making. By instilling partnership as central to the relationship between City Government and citizens, capital is built in which both the government and citizens can come to expect specific standards which improve the City and its collective identity. When we envision the shape of Naga’s economy in 1987, it is easy to see how

the City has done a good job of attracting investment and tourism, and integrating diverse growth strategies in the past 20 years. Business growth has been healthy across the city with diverse commercial activity benefiting both public and private sectors. Partnerships and mechanisms for participation are strong and the government actively seeks improved ways of doing business in Naga City. The recommendations made within this report are designed to complement existing practices, programs, strategies and resources. More generally, it is inspiring to see what has been done in Naga City. Goals have been realized, lives have been improved and community capacity has become stronger. This has happened with limited resources available and with little external funding. Naga City has come to represent a case study for what is possible. This report ends with a sincere thankyou. As students, we would like to thank the City Government of Naga City, specifically the City Planning Department, the Tourism and Investment Boards; and the people of Naga City who have opened their home and their hearts to us over the past month. Your efforts have given us an invaluable opportunity and experience that will serve us well in the future. Thank-you.

7.0 Bibliography Angeles, Leonora. “Renegotiating Decentralization and State-Civil Society Relations; A Re-Interpretation of Naga City’s Experiment in Participatory Governance,” in Penny Gurstein and Leonora Angeles, eds. Learning Civil Societies: Shifting Contexts and Perspectives in Democratic Planning and Governance. Toronto: University of Toronto Press, 2007, pp. 226-262. Aboriginal Tourism British Columbia. http://www.atbc.bc.ca/actbp/. Alterman, R. 1995. A comparative view of neighborhood regeneration programs in nine countries: Are the lessons transferable? Urban Affairs Review. Vol. 30. No. 5. pp 749-765 Best Practices in Aboriginal Tourism. Available online at http://www.aboriginaltourism.ca/documents/Raincoast%20Proceedings%202. Bonifice, Prescilla. 1996. Managing Quality Cultural Tourism. London: Routledge Press. Briffault, R. 1999. A government of our time? Business improvement districts and urban governance. Columbia Law Review. Vol. 99. pp 365 -477 Crowhurst, Suzanne and Henry Lennard, “Principles of True Urbanism”. International Making Cities Liveable. 2006. http://www.livablecities.org/TrueUrbanism.htm Department of Urban Studies and Planning – Massachusetts Institute of Technology www.UrbanRevitalization.net Dixon, David. “The Urban Design Process: Creating and Achieving a Vision” excerpted and adapted from The Architects Handbook of Professional Practice. The American Institute of Architects. 2005. Duany, Andres. Elizabeth Plater-Zyberk and Jeff Speck, Suburban Nation: The Rise of Sprawl and the Decline of the American Dream, North Point Press 2000. Europa Nostra. “Position Paper on the Encouragement of Cultural Tourism and the Mitigation of its Effects”. November 2006. Available online at http://www.europanostra.org/downloads/documents/EN_position_paper_cultural_to urism.pdf. Garodnick, Daniel R. 2000. What's the BID deal? Can the Grand Business Improvement District Serve a Special Limited Purpose? The University of Pennsylvania Law Review. Vol. 148. pp 1733-1770

Hochleutner, Brian R. April 2003. BID Fare Well: The Democratic Accountability of Business Improvement Districts. New York University Law Review. Houstoun, Lawrence, Jr. 2003. Business Improvement Districts. Second Edition. International Downtown Association. Urban Land Institute. Hoyt, L. 2001. "Business improvement districts: Untold stories and substantiated impacts" (Ph.D. diss., University of Pennsylvania), abstract in Dissertation Abstracts International Vol. 62.No. 11 pp 3961-4221 Hoyt, L. 2004. Collecting Funds for Safer Public Spaces: An Empirical Examination of the Business Improvement District Concept. Environment and Planning: Planning and Design. Vol. 31. No. 3. pp 367-380 International Downtown Association www.ida-downtown.org Kreyling, Christine. “Avenues to a Great City: The Ten Principles”. From The Plan of Nashville: Avenues to a Great City. Vanderbilt University Press. Nashville, TN. 2005. http://www.civicdesigncenter.org/policy-avenues.html Levy, P. 2001. Paying for the public life. Economic Development Quarterly. Vol. 15 pp 124-131 Lloyd, Mark, McCarthy, John, McGreal, Stanley, and Berry, Jim. 2003. Business Improvement Districts, planning and urban regeneration. International Planning Studies. Vol. 8. No. 4 pp 295-321 Loukaitou-Sideris, A. 2000. Revisiting inner-city strips: A framework for community and economic development. Economic Development Quarterly. Vol. 14. pp 165-181 Mitchell, J. 1999. Business Improvement Districts and Innovative Service Delivery. New York: The PricewaterhouseCoopers Endowment for the Business of Government. Mitchell, J. 2001. Business Improvement Districts and the 'new' revitalization of downtown. Economic Development Quarterly. Vol. 15. pp 115-123 Naga City Government Website. www.naga.gov.ph. Naga City Government: Investment Profile. Published by the Naga City Investment Board: January, 2005. Pack, Janet Rothenberg. 1992. BIDs, DIDs, SIDs, and SADs: Private Governments in Urban America. Brooking Review. pp 18 – 21 Regional Municipality of Niagara: Model Urban Design Guidelines “Chapter 3 Public Realm –

3c. Sidewalks and Street-scaping” http://www.regional.niagara.on.ca/urbandesign/pdf/pdfs/3c.pdf Schommer, Jeff. “Design Centers boost inner city revitalization”. Charrette Center. Minneapolis, MN 2005. www.charrettecenter.net/articles/Urban_Design_Centers.pdf Serageldon, Ismail. Ephim Shluger and Joan Martin-Brown, eds. Historic Cities and Sacred Sites: Cultural Roots for Urban Futures. World Bank Press. Washington, D.C. 2000 Smith, Valene. 1995. Hosts and Guests: The Anthropology of Tourism. University of Pennsylvania Press. Stebbins, R.A. 1996. “Cultural Tourism as Serious Leisure” in Annals of Tourism Research. Vol. 24. No. 4. Pp. 948-950. Swift, Peter. “New Urbanism Neighborhood Design Features” Victoria Transport Policy Institute Encyclopedia. Victoria, BC http://www.vtpi.org/tdm/tdm24.htm Symes, M and Stell, M. 2003. Lessons from America: The role of business improvement districts as an agent of urban regeneration. Town Planning Review. Vol. 74. No. 3. pp 301-313 The San Antonio RiverWalk Official Website www.thesanantonioriverwalk.com. Tomlinson, R. 1999. From exclusion to inclusion: Rethinking Johannesburg's central city. Environment and Planning. A. Vol. 13. pp 1665-1678 Universita Bocconi. 22 March 2005. “Best Practices and Sustainable Tourism in the Western Mediterranean”. 22 March 2005. Available online at http://unpan1.un.org/intradoc/groups/public/documents/CAIMED/UNPAN019721.pdf. Wood, Robert E. 2000. Tourism, Ethnicity, and the State in Asian and Pacific Societies. Honolulu: University of Hawaii Press.

8.0 LIST OF APPENDICES Appendix 1: Inventory of Interviewees and Key Informants Appendix 2: List of Interview Questions Appendix 3: Example Design and Character Guidelines from City of Vancouver Planning Department Website Appendix 4: City of Nashville’s Vision Plan Appendix 5: An example of the City of Vancouver's BIA jurisdiction by-laws Appendix 6: San Antonio riverwalk map Appendix 7: Laoation Conservation Best Practice Protocols and the Government of Peru Best Practices Protocol Appendix 8: The Convention Concerning the Protection of World Cultures

Appendix 1: Inventory of Interviewees and Key Informants Aman, Emeterio. Engineer, Enjoy Realty Devt Corporation/President of Metro Naga chamber Angeles, Leonora. Professor, School of Community and Regional Planning Barcillano, Malu. Director, The Center for Local Governance, Ateneo University Cuano, Ronnel. Engineer, Concepcion, Grande Devt Corp. Mendoza, Frank. Naga City Administrator Oliver, Reuel. Naga City Investment and Promotion Department Perez, Joe. Naga City Tourism Department Prilles, Willie. Naga City Planning Department Rey, Teresita Santiago. Naga Investment Board Robredo, Jesse. Naga City Mayor

Appendix 2: List of Interview Questions How is Naga a friendly environment for investment? Why did you decide to invest in Naga? Is building form and street character important to your development? Do you provide any amenities to the local community? In regards to providing amenities for the surrounding Barangay or larger community? In larger public-private partnership, the developer may build a new road for the City in return to ensure access to their new development?. Are there opportunities for the urban poor to also benefit from the new opportunities your development brings to the community? Have some progressive developers have built in ideas about corporate responsibility? In regards to commercial development, what do you see as some potential ideas to improve the down town area? Are there any efforts to coordinate tourist promotion packages for both local and international guests? Is there an opportunity to mobile community volunteers or youth members to aid in City sponsored beautification programs/events? Is there an opportunity to coordinate some informal or formal customer service training workshops or conferences for tourist business in the service industry? In building upon the "wholesome" tourist industry, has there been any thoughts given to capitalize on local arts and culture? Is there any central place to share arts and cultural events? Are there any possible partnerships with agencies or schools? How do you envision the connection between tourism and health and wellness? How do you with together with the Investment Board and Tourism Board? What resources are available for tourism promotion and development? Are there are safeguards in place to help protect the city against some of the negative effects of tourism?

Appendix 3: Example Design and Character Guidelines from City of Vancouver Planning Department Website 1.1 Existing Character This is the older financial district, its commercial prestige now usurped by new areas. Here buildings of an earlier monumental character serve the business world during office hours only. The area focuses on Hastings and Pender between Burrard and Seymour. This district also serves as a transition zone in terms of height, use, style and age between the lower rise older Hastings/Pender shopping area and the new high-rise Golden Triangle with its heavy emphasis on office uses. However, the links to the Waterfront are tenuous or non-existent because of existinging compatibility of uses and the physical separation caused by the rail lines and the abrupt change in elevation. 1.2 Assigned Role The existing character should be strengthened and any new development should harmonize interms of use and scale with the existing environment. As the Waterfront is redeveloped, links between it and the Financial District should be created so that it becomes a transition zone between other character areas and the Waterfront. 1.3 Recommendations 1.3.1 Activities (a) While office uses will predominate in this area innovative combination of uses should be encouraged in new and converted buildings wherever possible; (b) Where “some ground floor retail” is required, pedestrian interest should be provided through the provision of retail and similar uses. Building frontages that do not include retail or similar uses should maintain pedestrian interest through attractive and highly visible building entrances, windows, displays, public art, landscaping where appropriate, and other amenities. 1.3.2 Circulation and Amenity (a) Pedestrian routes down streets and where possible through blocks should link this area to the Waterfront as it develops. These routes should be extended to contiguous character areas; (b) Public open spaces associated with new developments should be oriented towards the harbour. 1.3.3 Physical Environment (a) Structures of architectural or historic significance should be preserved and refurbished; (b) New structures should respect the scale and architectural rhythms of existing buildings; (c) Generally facades should be full frontage particularly on Hastings Street; however, the configuration could be a tower on a podium, the latter being full frontage; and (d) Development proposals should coordinate their lighting, furniture and landscaping.

2 Existing Character Area B - Hastings/Pender Shopping District 2.1 Description This older general and specialty retail district is situated along Hastings, between Seymour and Carrall. It is the major east/west transportation corridor to Downtown, saturated by traffic at peak hours. It has intense daytime retail activity with even longer periods of pedestrian and local community activity in the Skid Road section. It is an area of historical and unique character containing interesting building facades, and contains the only major green public park in Downtown. 2.2 Assigned Role The area should continue as a shopping and mixed-use district. This role should be reinforced by alleviating the traffic problem, preserving the existing character, refurbishing the existing physical environment, protecting the local community, and strengthening its links to other areas. 2.3 Recommendations 2.3.1 Activities (a) Retail continuity along Hastings should be preserved, retaining the small-scale aspect of theoutlets wherever possible; (b) Where “some ground floor retail” is required, pedestrian interest should be provided through the provision of retail and similar uses. Building frontages that do not include retail or similar uses should maintain pedestrian interest through attractive and highly visible building entrances, windows, displays, public art, landscaping where appropriate, and other amenities; (c) Office uses in existing buildings on the upper levels are encouraged particularly where it involves the renovation of interesting or unique structures. This applies only to those structures that at present do not contain residential uses; (d) Existing residential and hotel buildings should be preserved. Conversions of any building or parts of buildings into residential uses are encouraged wherever possible. 2.3.2 Circulation and Amenity (a) At present Hastings Street is a major pedestrian and transit route. The role of Hastings Street as a major pedestrian route and activity area should be maintained and strengthened; (b) Carrall Street should be emphasized as a major pedestrian route between Burrard Inlet andFalse Creek; (c) Community facilities should be provided along pedestrian routes; (d) Consideration should be given to the eventual enlargement of Victory Square to include a portion of Hamilton Street; (e) Cordova and Pender Streets should remain primarily vehicular routes except in Chinatown. 2.3.3 Physical Environment (a) New structures should respect the scale and architectural rhythms of existing buildings; (b) Structures of architectural interest or significance should be restored and

renovated; (c) Development proposals should coordinate their lighting, furniture, and landscaping. 3 Existing Character Area C - Gastown 3.1 Description A popular, medium-density, historic area containing a heavy concentration of mixed retail, restaurant and entertainment uses with some office activity in the upper floors all of which are presently experiencing fairly rapid growth. Commercial uses which are highly specialized co-exist with an indigenous low income residential population as well as considerable amounts of warehousing or light industrial activity. 3.2 Assigned Role As well as maintaining its role as a predominantly retail/entertainment activity area Gastown should strengthen its residential component in order to supply housing and strengthen its sense of community. As harbour development occurs, Gastown should cease to be only a destination point for visitors and become also an access and support area to the Waterfront linking it to Chinatown and False Creek. 3.3 Recommendations 3.3.1 Activities (a) Residential uses above street level, should be encouraged throughout the area; (b) Retail and entertainment uses at or near street level and mixed office/residential uses aboveshould be encouraged to expand westward with a view to establishing stronger links with the downtown core and the waterfront interchange. 3.3.2 Circulation and Amenity (a) Heavy pedestrian emphasis should be encouraged on Water, Carrall and Powell and other streets in order to strengthen links between Gastown, the Waterfront, Chinatown, False Creek, and the Educational/Cultural Area; (b) Lands abutting the lanes, particularly south of Water Street between Carrall and Cambie Streets, should be developed with open spaces and retail uses. Mid-block courtyards and links should be established so as to connect these routes to Water and Cordova Streets; (c) New developments or renovated structures along the north side of Water and Alexander Streets should, where possible, provide direct access to the Waterfront area or at least to open spaces that allow views of the Waterfront. 3.3.3 Physical Environment (a) New structures should respect the scale and bulk of existing buildings; (b) Continuous street facades, architectural rhythms, details and colour that presently exist in th area should be preserved. The varied setbacks of the alleyways should be used to create interesting pedestrian spaces; (c) Demolition of existing buildings should be subject to review of the Heritage Board; (d) Coordination of signage as well as installation of street planting, furniture, period lighting, and historic sidewalk and street treatment should be continued.

4 Existing Character Area D - Chinatown 4.1 Description Chinatown is an ethnic community centre fulfilling the daily and cultural needs of the Chinese population and providing varied and unique pedestrian experiences to others as well. Retail activity shifts from the Chinese oriented outlets such as grocery and meat stores on Pender east of Main to the tourist oriented import/export stores, curio shops and restaurants west of Main. The architecture is unique to the area, especially the recessed balcony facades, colours and signage. 4.2 Assigned Role This physical and cultural environment should be strengthened and allowed to grow beyond its present boundaries. 4.3 Recommendation 4.3.1 Activities (a) Uses similar to the present ones at and above grade should be extended: • to Hastings between Carrall and Gore Streets; • to Keefer between Main and Gore Streets; • along Main between Hastings and Union Streets; and • south towards False Creek roughly following a corridor between Columbia and Carrall Streets. (b) Residential uses should be encouraged in the upper levels of buildings and in any nearby redevelopment schemes on False Creek lands. 4.3.2 Circulation and Amenity (a) Problems of traffic in this area are presently under review, however they are identifiable and some tentative answers are being investigated: (i) Vehicular traffic along Pender through Chinatown is heavy and conflicts with the pedestrian activities and uses bordering it. A limited vehicular or transit pedestrian route along Pender between Carrall and Gore streets is a possible solution to this conflict and is under investigation; (ii) A Chinese Cultural Centre, presently under study, would provide public and social amenities as well as open spaces, links to False Creek, residential uses and a southern focus for Carrall Street. However, part of the proposed site is bisected by the Pender/Keefer Division, and methods of dealing with this problem are under investigation; (b) Through block pedestrian connections, particularly from Pender to Hastings Street, should be encouraged. Development adjacent to lanes should provide amenity features. 3.3 Physical Environment (a) New or renovated structures should respect the character and scale of existing buildings; (b) The narrow frontages, continuous and unique street facades and fenestrations as well as the various setbacks of alleyways, and the potential open space they define,

should be preserved; (c) Special care should be taken in preserving or opening views down streets particularly along Carrall both ways towards the water, and west along Pender to the Sun Tower; (d) Street planting, seating, lighting standards and general design of streets should conform to the unique character of the area.

Appendix 4: City of Nashville’s Vision Plan The Ten Principles During the visioning process, consensus emerged regarding ten principles to guide public policy, development practice, urban planning and design: 1. Respect Nashville’s natural and built environment. Goals: • The preservation and enhancement of the landscape’s natural features; • Environmentally sensitive building practices; • A responsible approach to historic preservation. 2. Treat the Cumberland River as central to Nashville’s identity--an asset to be treasured and enjoyed. Goals: • Protection of riverbanks, waterways, and wetlands; • Environmentally sensitive uses of the river and riparian areas, balancing habitat, • recreation, transportation, and water supply issues; • Amenities and public access along the riverfront; • A variety and multiplicity of connections across the river; • Strong connections between neighborhoods and the river. 3. Reestablish the streets as the principal public space of community and connectivity. Goals: • Physical connections among the neighborhoods and down-town by means of a rational network of streets and avenues; • Design standards for streets that ensure a high level of qual-ity--physical and aesthetic--for the pedestrian. 4. Develop a convenient and efficient transportation infra-structure. Goals: • The road and street system reconfigured to distinguish be-tween the mobility needs of • high speed through traffic and the access needs of local traf-fic; • A system that balances the needs of pedestrians, bicycles, mass transit and automobiles--including car storage; • An interconnected network of mass transit opportunities that fully integrate a 24hour life style. 5. Provide for a comprehensive, interconnected greenway and park system. Goals: • Greenways and parks linking public spaces, streets, neigh-borhoods and the Cumberland River; • Parks for all neighborhoods equipped for a variety of recrea-tional, generational and cultural activities.

6. Develop an economically viable downtown district as the heart of the region. Goals: • More--and more diversified--residential opportunities in downtown; • Public investment leveraged with private development; • A variety of uses that support workers, residents, and visitors; i.e., schools, retail, after-hours and weekend activities; • A downtown that is “Nashville” and not an average or generic place. 7. Raise the quality of the public realm with civic structures and spaces. Goals: • Civic buildings and spaces that reinforce a sense of civic pride; • Locations that are significant sites in complementary rela-tionships; • Connections to the city network by means of vistas, streets, and greenways; • Civic buildings and spaces that set high standards for the design of the city at large. 8. Integrate public art into the design of the city, its build-ings, public works and parks. 9. Strengthen the unique identity of neighborhoods. Goals: • Strong neighborhood centers and boundaries; • A mixture of land uses and residential diversity within each neighborhood; • Cohesive organization for each neighborhood, with a hierar-chy of streets as well as a range of parks; • Appropriate private development directed by public policies that reinforce each neighborhood's natural features, cultural history and built heritage and support commercial needs; • Continued community involvement through strong neighbor-hood organizations. 10. Infuse visual order into the city by strengthening sight-lines to and from civic landmarks and natural features. Goals: • View corridors to and from significant landmarks, especially the State Capitol. • View corridors and vistas of all types, from small and inti-mate to sweeping and grand. From The Plan of Nashville: Avenues to a Great City. Vanderbilt University Press (Nashville) 2005.

Appendix 5: San Antonio Riverwalk Map

Appendix 7: Laoation Conservation Best Practice Protocols and the Government of Peru Best Practices Protocol The Laoation and Peruvian Governments have done an effective job of recently developing and implementing sets of protocols regarding cultural and eco tourism which both governments hope will work to decelerate the effects that tourism has had over the last decareds. The Laoation set of best practices include: o Awareness of the importance of the ethnic groups and biological diversity. o Promote responsible business practices, which cooperate closely with local authorities and people to support poverty alleviation and deliver conservation benefits.

o Provide a source of income to conserve, sustain and manage the Lao protected area network and cultural heritage sites. o Emphasize the need for tourism zoning and management plans for sites that will be developed as ecotourism-destinations. o Use environmental and social base-line data, as well as long term monitoring programs, to assess and minimize negative impacts. o Ensure that tourism does not exceed the social and economic limits as determined by various stakeholders o Promote local styles of architecture that are developed in harmony with Lao culture and environment, that use local materials, minimize energy consumption and decrease environmental & cultural impacts. Guidelines for Best Practices: Cultural Tourism in Peru o Evaluation of the regulatory, economic and voluntary structure to achieve sustainable tourism o Evaluation of the social, economic, cultural and environmental Consequences of tourism operation o Training, education and public awareness o Planning for sustainable development of tourism o Means for an exchange of information, knowledge and technology that are related with sustainable tourism among developed and developing countries o To facilitate the participation of all sectors of society o

Design of new tourist products centred on sustainability

o Measurement of progress required to reach sustainable development o Institution building as regards creating associations for sustainable development.

Appendix 8: The Convention Concerning the Protection of the World Cultural and Natural Heritage THE GENERAL CONFERENCE of the United Nations Educational, Scientific and Cultural Organization meeting in Paris from 17 October to 21 November 1972, at its seventeenth session, Noting that the cultural heritage and the natural heritage are increasingly threatened with destruction not only by the traditional causes of decay, but also by changing social and economic conditions which aggravate the situation with even more formidable phenomena of damage or destruction, Considering that deterioration or disappearance of any item of the cultural or natural heritage constitutes a harmful impoverishment of the heritage of all the nations of the world, Considering that protection of this heritage at the national level often remains incomplete because of the scale of the resources which it requires and of the insufficient economic, scientific, and technological resources of the country where the property to be protected is situated, Recalling that the Constitution of the Organization provides that it will maintain, increase, and diffuse knowledge, by assuring the conservation and protection of the world's heritage, and recommending to the nations concerned the necessary international conventions, Considering that the existing international conventions, recommendations and resolutions concerning cultural and natural property demonstrate the importance, for all the peoples of the world, of safeguarding this unique and irreplaceable property, to whatever people it may belong, Considering that parts of the cultural or natural heritage are of outstanding interest and therefore need to be preserved as part of the world heritage of mankind as a whole, Considering that, in view of the magnitude and gravity of the new dangers threatening them, it is incumbent on the international community as a whole to participate in the protection of the cultural and natural heritage of outstanding universal value, by the granting of collective assistance which, although not taking the place of action by the State concerned, will serve as an efficient complement thereto, Considering that it is essential for this purpose to adopt new provisions in the form of a convention establishing an effective system of collective protection of the cultural and natural heritage of outstanding universal value, organized on a permanent basis and in accordance with modern scientific methods, Having decided, at its sixteenth session, that this question should be made the subject of an international convention,

Adopts this sixteenth day of November 1972 this Convention. I. DEFINITION OF THE CULTURAL AND NATURAL HERITAGE Article 1 For the purposes of this Convention, the following shall be considered as "cultural heritage": monuments: architectural works, works of monumental sculpture and painting, elements or structures of an archaeological nature, inscriptions, cave dwellings and combinations of features, which are of outstanding universal value from the point of view of history, art or science; groups of buildings: groups of separate or connected buildings which, because of their architecture, their homogeneity or their place in the landscape, are of outstanding universal value from the point of view of history, art or science; sites: works of man or the combined works of nature and man, and areas including archaeological sites which are of outstanding universal value from the historical, aesthetic, ethnological or anthropological point of view. Article 2 For the purposes of this Convention, the following shall be considered as "natural heritage": natural features consisting of physical and biological formations or groups of such formations, which are of outstanding universal value from the aesthetic or scientific point of view; geological and physiographical formations and precisely delineated areas which constitute the habitat of threatened species of animals and plants of outstanding universal value from the point of view of science or conservation; natural sites or precisely delineated natural areas of outstanding universal value from the point of view of science, conservation or natural beauty. Article 3 It is for each State Party to this Convention to identify and delineate the different properties situated on its territory mentioned in Articles 1 and 2 above. II. NATIONAL PROTECTION AND INTERNATIONAL PROTECTION OF THE CULTURAL AND NATURAL HERITAGE Article 4 Each State Party to this Convention recognizes that the duty of ensuring the identification, protection, conservation, presentation and transmission to future generations of the cultural

and natural heritage referred to in Articles 1 and 2 and situated on its territory, belongs primarily to that State. It will do all it can to this end, to the utmost of its own resources and, where appropriate, with any international assistance and co-operation, in particular, financial, artistic, scientific and technical, which it may be able to obtain. Article 5 To ensure that effective and active measures are taken for the protection, conservation and presentation of the cultural and natural heritage situated on its territory, each State Party to this Convention shall endeavor, in so far as possible, and as appropriate for each country: to adopt a general policy which aims to give the cultural and natural heritage a function in the life of the community and to integrate the protection of that heritage into comprehensive planning programmes; to set up within its territories, where such services do not exist, one or more services for the protection, conservation and presentation of the cultural and natural heritage with an appropriate staff and possessing the means to discharge their functions; to develop scientific and technical studies and research and to work out such operating methods as will make the State capable of counteracting the dangers that threaten its cultural or natural heritage; to take the appropriate legal, scientific, technical, administrative and financial measures necessary for the identification, protection, conservation, presentation and rehabilitation of this heritage; and to foster the establishment or development of national or regional centres for training in the protection, conservation and presentation of the cultural and natural heritage and to encourage scientific research in this field. Article 6 1. Whilst fully respecting the sovereignty of the States on whose territory the cultural and natural heritage mentioned in Articles 1 and 2 is situated, and without prejudice to property right provided by national legislation, the States Parties to this Convention recognize that such heritage constitutes a world heritage for whose protection it is the duty of the international community as a whole to co-operate. 2. The States Parties undertake, in accordance with the provisions of this Convention, to give their help in the identification, protection, conservation and presentation of the cultural and natural heritage referred to in paragraphs 2 and 4 of Article 11 if the States on whose territory it is situated so request. 3. Each State Party to this Convention undertakes not to take any deliberate measures which might damage directly or indirectly the cultural and natural heritage referred to in Articles 1 and 2 situated on the territory of other States Parties to this Convention. Article 7 For the purpose of this Convention, international protection of the world cultural and natural heritage shall be understood to mean the establishment of a system of international cooperation and assistance designed to support States Parties to the Convention in their efforts to conserve and identify that heritage.

III. INTERGOVERNMENTAL COMMITTEE FOR THE PROTECTION OF THE WORLD CULTURAL AND NATURALHERITAGE Article 8 An Intergovernmental Committee for the Protection of the Cultural and Natural Heritage of Outstanding Universal Value, called "the World Heritage Committee", is hereby established within the United Nations Educational, Scientific and Cultural Organization. It shall be composed of 15 States Parties to the Convention, elected by States Parties to the Convention meeting in general assembly during the ordinary session of the General Conference of the United Nations Educational, Scientific and Cultural Organization. The number of States members of the Committee shall be increased to 21 as from the date of the ordinary session of the General Conference following the entry into force of this Convention for at least 40 States. Election of members of the Committee shall ensure an equitable representation of the different regions and cultures of the world. A representative of the International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM), a representative of the International Council of Monuments and Sites (ICOMOS) and a representative of the International Union for Conservation of Nature and Natural Resources (IUCN), to whom may be added, at the request of States Parties to the Convention meeting in general assembly during the ordinary sessions of the General Conference of the United Nations Educational, Scientific and Cultural Organization, representatives of other intergovernmental or non-governmental organizations, with similar objectives, may attend the meetings of the Committee in an advisory capacity. Article 9 1.The term of office of States members of the World Heritage Committee shall extend from the end of the ordinary session of the General Conference during which they are elected until the end of its third subsequent ordinary session. 2.The term of office of one-third of the members designated at the time of the first election shall, however, cease at the end of the first ordinary session of the General Conference following that at which they were elected; and the term of office of a further third of the members designated at the same time shall cease at the end of the second ordinary session of the General Conference following that at which they were elected. The names of these members shall be chosen by lot by the President of the General Conference of the United Nations Educational, Scientific and Cultural Organization after the first election. 3.States members of the Committee shall choose as their representatives persons qualified in the field of the cultural or natural heritage. Article 10 1.The World Heritage Committee shall adopt its Rules of Procedure. 2.The Committee may at any time invite public or private organizations or individuals to participate in its meetings for consultation on particular problems. 3.The Committee may create such consultative bodies as it deems necessary for the performance of its functions. Article 11 1.Every State Party to this Convention shall, in so far as possible, submit to the World Heritage Committee an inventory of property forming part of the cultural and natural heritage, situated in its territory and suitable for inclusion in the list provided for in paragraph 2 of this

Article. This inventory, which shall not be considered exhaustive, shall include documentation about the location of the property in question and its significance. 2.On the basis of the inventories submitted by States in accordance with paragraph 1, the Committee shall establish, keep up to date and publish, under the title of "World Heritage List," a list of properties forming part of the cultural heritage and natural heritage, as defined in Articles 1 and 2 of this Convention, which it considers as having outstanding universal value in terms of such criteria as it shall have established. An updated list shall be distributed at least every two years. 3.The inclusion of a property in the World Heritage List requires the consent of the State concerned. The inclusion of a property situated in a territory, sovereignty or jurisdiction over which is claimed by more than one State shall in no way prejudice the rights of the parties to the dispute. 4.The Committee shall establish, keep up to date and publish, whenever circumstances shall so require, under the title of "List of World Heritage in Danger", a list of the property appearing in the World Heritage List for the conservation of which major operations are necessary and for which assistance has been requested under this Convention. This list shall contain an estimate of the cost of such operations. The list may include only such property forming part of the cultural and natural heritage as is threatened by serious and specific dangers, such as the threat of disappearance caused by accelerated deterioration, largescale public or private projects or rapid urban or tourist development projects; destruction caused by changes in the use or ownership of the land; major alterations due to unknown causes; abandonment for any reason whatsoever; the outbreak or the threat of an armed conflict; calamities and cataclysms; serious fires, earthquakes, landslides; volcanic eruptions; changes in water level, floods and tidal waves. The Committee may at any time, in case of urgent need, make a new entry in the List of World Heritage in Danger and publicize such entry immediately. 5.The Committee shall define the criteria on the basis of which a property belonging to the cultural or natural heritage may be included in either of the lists mentioned in paragraphs 2 and 4 of this article. 6.Before refusing a request for inclusion in one of the two lists mentioned in paragraphs 2 and 4 of this article, the Committee shall consult the State Party in whose territory the cultural or natural property in question is situated. 7.The Committee shall, with the agreement of the States concerned, co-ordinate and encourage the studies and research needed for the drawing up of the lists referred to in paragraphs 2 and 4 of this article. Article 12 The fact that a property belonging to the cultural or natural heritage has not been included in either of the two lists mentioned in paragraphs 2 and 4 of Article 11 shall in no way be construed to mean that it does not have an outstanding universal value for purposes other than those resulting from inclusion in these lists. Article 13 1.The World Heritage Committee shall receive and study requests for international assistance formulated by States Parties to this Convention with respect to property forming part of the cultural or natural heritage, situated in their territories, and included or potentially suitable for inclusion in the lists mentioned referred to in paragraphs 2 and 4 of Article 11. The purpose of such requests may be to secure the protection, conservation, presentation or

rehabilitation of such property. 2.Requests for international assistance under paragraph 1 of this article may also be concerned with identification of cultural or natural property defined in Articles 1 and 2, when preliminary investigations have shown that further inquiries would be justified. 3.The Committee shall decide on the action to be taken with regard to these requests, determine where appropriate, the nature and extent of its assistance, and authorize the conclusion, on its behalf, of the necessary arrangements with the government concerned. 4.The Committee shall determine an order of priorities for its operations. It shall in so doing bear in mind the respective importance for the world cultural and natural heritage of the property requiring protection, the need to give international assistance to the property most representative of a natural environment or of the genius and the history of the peoples of the world, the urgency of the work to be done, the resources available to the States on whose territory the threatened property is situated and in particular the extent to which they are able to safeguard such property by their own means. 5.The Committee shall draw up, keep up to date and publicize a list of property for which international assistance has been granted. 6.The Committee shall decide on the use of the resources of the Fund established under Article 15 of this Convention. It shall seek ways of increasing these resources and shall take all useful steps to this end. 7.The Committee shall co-operate with international and national governmental and nongovernmental organizations having objectives similar to those of this Convention. For the implementation of its programmes and projects, the Committee may call on such organizations, particularly the International Centre for the Study of the Preservation and Restoration of cultural Property (the Rome Centre), the International Council of Monuments and Sites (ICOMOS) and the International Union for Conservation of Nature and Natural Resources (IUCN), as well as on public and private bodies and individuals. 8.Decisions of the Committee shall be taken by a majority of two-thirds of its members present and voting. A majority of the members of the Committee shall constitute a quorum. Article 14 1.The World Heritage Committee shall be assisted by a Secretariat appointed by the DirectorGeneral of the United Nations Educational, Scientific and Cultural Organization. 2.The Director-General of the United Nations Educational, Scientific and Cultural Organization, utilizing to the fullest extent possible the services of the International Centre for the Study of the Preservation and the Restoration of Cultural Property (the Rome Centre), the International Council of Monuments and Sites (ICOMOS) and the International Union for Conservation of Nature and Natural Resources (IUCN) in their respective areas of competence and capability, shall prepare the Committee's documentation and the agenda of its meetings and shall have the responsibility for the implementation of its decisions. IV. FUND FOR THE PROTECTION OF THE WORLD CULTURAL AND NATURAL HERITAGE Article 15 1.A Fund for the Protection of the World Cultural and Natural Heritage of Outstanding Universal Value, called "the World Heritage Fund", is hereby established. 2.The Fund shall constitute a trust fund, in conformity with the provisions of the Financial Regulations of the United Nations Educational, Scientific and Cultural Organization. 3.The resources of the Fund shall consist of: 1.compulsory and voluntary contributions made by States Parties to this Convention, 2.Contributions, gifts or bequests which may be made by:

1.other States; 2.the United Nations Educational, Scientific and 3.Cultural Organization, other organizations of the United Nations system, particularly the United Nations Development Programme or other intergovernmental organizations; 4.public or private bodies or individuals; 3.any interest due on the resources of the Fund; 4.funds raised by collections and receipts from events organized for the benefit of the fund; and 5.all other resources authorized by the Fund's regulations, as drawn up by the World Heritage Committee. 4.Contributions to the Fund and other forms of assistance made available to the Committee may be used only for such purposes as the Committee shall define. The Committee may accept contributions to be used only for a certain programme or project, provided that the Committee shall have decided on the implementation of such programme or project. No political conditions may be attached to contributions made to the Fund. Article 16 1.Without prejudice to any supplementary voluntarycontribution, the States Parties to this Convention undertake to pay regularly, every two years, to the World Heritage Fund, contributions, the amount of which, in the form of a uniform percentage applicable to all States, shall be determined by the General Assembly of States Parties to the Convention, meeting during the sessions of the General Conference of the United Nations Educational, Scientific and Cultural Organization. This decision of the General Assembly requires the majority of the States Parties present and voting, which have not made the declaration referred to in paragraph 2 of this Article. In no case shall the compulsory contribution of States Parties to the Convention exceed 1% of the contribution to the regular budget of the United Nations Educational, Scientific and Cultural Organization. 2.However, each State referred to in Article 31 or in Article 32 of this Convention may declare, at the time of the deposit of its instrument of ratification, acceptance or accession, that it shall not be bound by the provisions of paragraph 1 of this Article. 3.A State Party to the Convention which has made the declaration referred to in paragraph 2 of this Article may at any time withdraw the said declaration by notifying the Director-General of the United Nations Educational, Scientific and Cultural Organization. However, the withdrawal of the declaration shall not take effect in regard to the compulsory contribution due by the State until the date of the subsequent General Assembly of States parties to the Convention. 4.In order that the Committee may be able to plan its operations effectively, the contributions of States Parties to this Convention which have made the declaration referred to in paragraph 2 of this Article, shall be paid on a regular basis, at least every two years, and should not be less than the contributions which they should have paid if they had been bound by the provisions of paragraph 1 of this Article. 5.Any State Party to the Convention which is in arrears with the payment of its compulsory or voluntary contribution for the current year and the calendar year immediately preceding it shall not be eligible as a Member of the World Heritage Committee, although this provision shall not apply to the first election. The terms of office of any such State which is already a member of the Committee shall terminate at the time of the elections provided for in Article 8, paragraph 1 of this Convention.

Article 17 The States Parties to this Convention shall consider or encourage the establishment of national public and private foundations or associations whose purpose is to invite donations for the protection of the cultural and natural heritage as defined in Articles 1 and 2 of this Convention. Article 18 The States Parties to this Convention shall give their assistance to international fund-raising campaigns organized for the World Heritage Fund under the auspices of the United Nations Educational, Scientific and Cultural Organization. They shall facilitate collections made by the bodies mentioned in paragraph 3 of Article 15 for this purpose. V. CONDITIONS AND ARRANGEMENTS FOR INTERNATIONAL ASSISTANCE Article 19 Any State Party to this Convention may request international assistance for property forming part of the cultural or natural heritage of outstanding universal value situated within its territory. It shall submit with its request such information and documentation provided for in Article 21 as it has in its possession and as will enable the Committee to come to a decision. Article 20 Subject to the provisions of paragraph 2 of Article 13, sub-paragraph (c) of Article 22 and Article 23, international assistance provided for by this Convention may be granted only to property forming part of the cultural and natural heritage which the World Heritage Committee has decided, or may decide, to enter in one of the lists mentioned in paragraphs 2 and 4 of Article 11. Article 21 1.The World Heritage Committee shall define the procedure by which requests to it for international assistance shall be considered and shall specify the content of the request, which should define the operation contemplated, the work that is necessary, the expected cost thereof, the degree of urgency and the reasons why the resources of the State requesting assistance do not allow it to meet all the expenses. Such requests must be supported by experts' reports whenever possible. 2.Requests based upon disasters or natural calamities should, by reasons of the urgent work which they may involve, be given immediate, priority consideration by the Committee, which should have a reserve fund at its disposal against such contingencies. 3.Before coming to a decision, the Committee shall carry out such studies and consultations as it deems necessary. Article 22 Assistance granted by the World Heritage Committee may take the following forms:

1.studies concerning the artistic, scientific and technical problems raised by the protection, conservation, presentation and rehabilitation of the cultural and natural heritage, as defined in paragraphs 2 and 4 of Article 11 of this Convention; 2.provisions of experts, technicians and skilled labour to ensure that the approved work is correctly carried out; 3.training of staff and specialists at all levels in the field of identification, protection, conservation, presentation and rehabilitation of the cultural and natural heritage; 4.supply of equipment which the State concerned does not possess or is not in a position to acquire; 5.low-interest or interest-free loans which might be repayable on a long-term basis; 6.the granting, in exceptional cases and for special reasons, of non-repayable subsidies. Article 23 The World Heritage Committee may also provide international assistance to national or regional centres for the training of staff and specialists at all levels in the field of identification, protection, conservation, presentation and rehabilitation of the cultural and natural heritage. Article 24 International assistance on a large scale shall be preceded by detailed scientific, economic and technical studies. These studies shall draw upon the most advanced techniques for the protection, conservation, presentation and rehabilitation of the natural and cultural heritage and shall be consistent with the objectives of this Convention. The studies shall also seek means of making rational use of the resources available in the State concerned. Article 25 As a general rule, only part of the cost of work necessary shall be borne by the international community. The contribution of the State benefiting from international assistance shall constitute a substantial share of the resources devoted to each programme or project, unless its resources do not permit this. Article 26 The World Heritage Committee and the recipient State shall define in the agreement they conclude the conditions in which a programme or project for which international assistance under the terms of this Convention is provided, shall be carried out. It shall be the responsibility of the State receiving such international assistance to continue to protect, conserve and present the property so safeguarded, in observance of the conditions laid down by the agreement. VI. EDUCATIONAL PROGRAMMES Article 27 1.The States Parties to this Convention shall endeavor by all appropriate means, and in

particular by educational and information programmes, to strengthen appreciation and respect by their peoples of the cultural and natural heritage defined in Articles 1 and 2 of the Convention. 2.They shall undertake to keep the public broadly informed of the dangers threatening this heritage and of the activities carried on in pursuance of this Convention. Article 28 States Parties to this Convention which receive international assistance under the Convention shall take appropriate measures to make known the importance of the property for which assistance has been received and the role played by such assistance. VII. REPORTS Article 29 1.The States Parties to this Convention shall, in the reports which they submit to the General Conference of the United Nations Educational, Scientific and Cultural Organization on dates and in a manner to be determined by it, give information on the legislative and administrative provisions which they have adopted and other action which they have taken for the application of this Convention, together with details of the experience acquired in this field. 2.These reports shall be brought to the attention of the World Heritage Committee. 3.The Committee shall submit a report on its activities at each of the ordinary sessions of the General Conference of the United Nations Educational, Scientific and Cultural Organization. VIII. FINAL CLAUSES Article 30 This Convention is drawn up in Arabic, English,French, Russian and Spanish, the five texts being equally authoritative. Article 31 1.This Convention shall be subject to ratification or acceptance by States members of the United Nations Educational, Scientific and Cultural Organization in accordance with their respective constitutional procedures. 2.The instruments of ratification or acceptance shall be deposited with the Director-General of the United Nations Educational, Scientific and Cultural Organization. Article 32 1.This Convention shall be open to accession by all States not members of the United Nations Educational, Scientific and Cultural Organization which are invited by the General Conference of the Organization to accede to it. 2.Accession shall be effected by the deposit of an instrument of accession with the DirectorGeneral of the United Nations Educational, Scientific and Cultural Organization. Article 33 This Convention shall enter into force three months after the date of the deposit of the twentieth instrument of ratification, acceptance or accession, but only with respect to those States which have deposited their respective instruments of ratification, acceptance or

accession on or before that date. It shall enter into force with respect to any other State three months after the deposit of its instrument of ratification, acceptance or accession. Article 34 The following provisions shall apply to those States Parties to this Convention which have a federal or non-unitary constitutional system: 1.with regard to the provisions of this Convention, the implementation of which comes under the legal jurisdiction of the federal or central legislative power, the obligations of the federal or central government shall be the same as for those States parties which are not federal States; 2.with regard to the provisions of this Convention, the implementation of which comes under the legal jurisdiction of individual constituent States, countries, provinces or cantons that are not obliged by the constitutional system of the federation to take legislative measures, the federal government shall inform the competent authorities of such States, countries, provinces or cantons of the said provisions, with its recommendation for their adoption. Article 35 1.Each State Party to this Convention may denounce the Convention. 2.The denunciation shall be notified by an instrument in writing, deposited with the DirectorGeneral of the United Nations Educational, Scientific and Cultural Organization. 3.The denunciation shall take effect twelve months after the receipt of the instrument of denunciation. It shall not affect the financial obligations of the denouncing State until the date on which the withdrawal takes effect. Article 36 The Director-General of the United Nations Educational, Scientific and Cultural Organization shall inform the States members of the Organization, the States not members of the Organization which are referred to in Article 32, as well as the United Nations, of the deposit of all the instruments of ratification, acceptance, or accession provided for in Articles 31 and 32, and of the denunciations provided for in Article 35. Article 37 1.This Convention may be revised by the General Conference of the United Nations Educational, Scientific and Cultural Organization. Any such revision shall, however, bind only the States which shall become Parties to the revising convention. 2.If the General Conference should adopt a new convention revising this Convention in whole or in part, then, unless the new convention otherwise provides, this Convention shall cease to be open to ratification, acceptance or accession, as from the date on which the new revising convention enters into force. Article 38 In conformity with Article 102 of the Charter of the United Nations, this Convention shall be registered with the Secretariat of the United Nations at the request of the DirectorGeneral of the United Nations Educational, Scientific and Cultural Organization. Done in Paris, this twenty-third day of November 1972, in two authentic copies bearing

the signature of the President of the seventeenth session of the General Conference and of the Director-General of the United Nations Educational, Scientific and Cultural Organization, which shall be deposited in the archives of the United Nations Educational, Scientific and Cultural Organization, and certified true copies of which shall be delivered to all the States referred to in Articles 31 and 32 as well as to the United Nations.