203.tagaytay 3

L O C A T I O N M A P

10

N

Manila

Tagaytay City

NCR

Tagaytay

Cavite

Batangas

Rizal

Quezon

BulacanZambales

Tarla

Pangasinan

Cebu

Davao

Mindanao

Visayas

Luzon

Introduction

Tagaytay became a chartered City on June 21, 1938 when President Manuel L. Quezonsigned Commonwealth Act No. 338. Tagaytay is located at the highest point of Cavite,overlooking Manila Bay on the North, Taal Volcano and Taal Lake on the South and Lagunade Bay on the East. Because of these geographical features, Tagaytay became one of themost popular tourist locations in the country.

The nationwide boom in real estate development has accelerated the growth of urban areasin the city. Residential and commercial areas have doubled and trends indicate more growthalong this line. The renewed interest of local and foreign investors already ushered large-scale developments in Tagaytay.

Amidst these positive developments, Tagaytay is equally preoccupied with overcomingcomplex social and environmental problems to be able to fully assert genuine development.

Overall Local Development Vision And Strategy

"TAGAYTAY 2012 - MOVE AHEAD WITH NATURE," which acknowledges that natureis its most critical endowment. Thus, Tagaytay sees itself as a "pro-nature tourist city, builton good character and good governance. It seeks to utilize its full potential through asustainable eco-tourism base, adequate infrastructure support system and accessible pro-people social services."

Tagaytay's development goals and objectives are embodied in this nine-point action plan: Increase tourist arrivals with access to affordable but world class facilities; Increase world class recreational facilities; 100% accessibility of transportation, communication facilities and services

to all barangays; Increase the number of hospital beds and health providers; Decrease the number of informal settlers by 20%; Increase the number of courses, technical and vocational; Increase employment opportunities in tourism and agricultural services; Increase awareness and create public and private partnership; and Establish city tertiary educational system.

11

City Development Strategy Report

T A G A Y T A Y C I T Y , C A V I T E

Towards the realization of its vision and development goals, Tagaytay has outlined thefollowing strategies that will shape the priority interventions of the City:

Strategy 1 : Provision of efficient infrastructure support for eco-agri-tourism industry; Strategy 2 : Establishment of effective environmental facilities and efficient

implementation of environmental policies; Strategy 3 : Enhancement of basic social services; Strategy 4 : Character building and improvement of management

and administrative system; Strategy 5 : Economic diversification on product development; and Strategy 6 : Tourism promotion and marketing program.

Economic Development

The development of the city may be situated in the wider context of developments in RegionIV, which has become one of the fastest urbanizing areas in the country and has witnessedthe rapid rise of industrial estates, housing (low- and high-end), leisure facilities, shoppingcenters, etc.

As the City's natural character is well-suited for rest and relaxation, the development ofhigh-cost, week-end housing areas complements the "working centers," such as MetroManila and the nearby provinces of Cavite and Laguna. This type of development hasspilled-over to the adjacent highland towns with a similar view of the lake as the primeland (ridge) in the City has become scarce and expensive.

Tagaytay City, being one of the vital tourist destinations in the country, plays a significantrole in its tourism industry. In 1995 the City ranked third to Cebu and Pagsanjan amongthe favorite places frequented by tourists due to its scenic attractions and accommodationfacilities that are at par with international standards.

Despite these developments, agriculture remains a significant sector in the city's economicdevelopment. The development of the agricultural sector aims to improve the income offarmers and the quality of produced goods to make the city more competitive.

DEVELOPMENT CHALLENGESWeak agricultural sector. The city is still highly dependent on agriculture. Assuch, developments in the sector should focus on improving the competitiveness of theproducts, as well as the farmers' income. Intensified crop production is very timely becauseof the demand for both fresh and processed fruits in the domestic and international markets.

12


Conversion of agricultural land to other uses. However, the city shouldconsider that the land is dwindling for agricultural expansion. Records from the CityAgriculture Office shows that the remaining agriculture area in the city is only 1,292 hectaresor 19.80% of the city's total land area. The conversion of many agricultural lands toresidential, industrial and leisure sites compound this problem. Hence, it may be betterto look at technologies that will increase the yield of the existing land than in expandingagricultural lots.

Limited poultry and swine production. The City Government of Tagaytay hasbeen trying to find ways to invigorate the poultry and livestock production. Annually, theLGU allocates budget for the procurement of heifer (cattle) as a breeding stock for dispersalpurposes in different barangays and for cattle fattening and backyard poultry raising.However, many of the communities, which received this form of assistance, were not ableto sustain this livelihood.

Commerce and industry. The city's terrain has not caused urbanization to be asrapid as in the case of neighboring lowland towns. There are relatively few industries withinthe city: only 17 industries can be found in the city, 2 of which are agro-based, 2 aremanufacturing oriented and the remaining are cottage/livelihood industries. In addition, thecity has no defined central business district. Instead, commercial activities tend toconglomerate in four different parts of the city.

IDENTIFIED STRATEGIESEnsure improved productivity, product mix and competitiveness ofremaining agri-sector. The provision of appropriate technologies, agriculturalextension services, conduct of market studies, crop diversification, and other such supportservices to ensure the productivity of the city's agriculture sector.

Active search for new markets for non-traditional agriculturalproducts. The city's temperature and climate should be maximized in terms of cropdiversification. Fruits, vegetables, flowers and other high value crops grow well in a coolerclimate like Tagaytay. The growing popularity of organic produce presents a very goodopportunity for the city's agriculture sector because of the demand for such high-valueproducts.

Enable tourism industry and support services. Provide efficient infrastructuresupport for eco-agri-tourism industry. Agriculture and tourism are the major economicpillars of the city. However, as the city head towards progress and development, there hasbeen a gradual shift of economic activities from agriculture to tourism. Investment ispredominantly focused on tourism. In line with this economic trend, the city must adoptappropriate programs and activities that will support such trend.

13


These programs will include the upgrading and maintenance of existing city markets,public parks, city-operated hotels and convention centers.

PRIORITY INVESTMENTSTourism: a) construction and development of public parks and viewing decks; b)improvement of various city roads and major thoroughfares; c) production of mass-mediatourism promotional advertisement; d) annual local tourism trade fair

Agriculture: a) improvement of existing City Agricultural Extension Service; b) conductresearch studies on city base agricultural productivity; c) upgrading and maintenance ofexisting city markets and economic enterprises; d) construction of new Human ResourceDevelopment Center; and e) conduct of Annual Local Trade Fair.

Social Development

The City aims to provide sufficient socio-economic opportunities and support mechanismsfor all its residents, particularly for displaced and isolated families caught in the economictransition.

The delivery of basic education and health care services to the general public is one of theprimary concerns of the city. There are sixteen (16) Elementary Schools located at differentbarangays. At present, there are four (4) high school in the city, two (2) of which are privateand two (2) are public. The City Government established its own primary hospital in 1997(Ospital ng Tagaytay) to cater especially to the needs of underprivileged patients. Apartfrom the city hospital, there is one health center for the city and all barangays have healthcenters. Non-government organizations (NGOs) and private institutions also providemedical services to the residents.

As a whole, the city has relatively low crime rate or a low incidence of crime. This maybe attributed to the combined security effort of the Local Police Force, the Barangay Tanodsand the Bantay Lungsod. It may also be due to the implementation of KatarungangPambarangay System.

The city government formed six official settlements to address the need for shelter and tolessen the squatting problem. There are at least 463 families who benefited from the city'sPABAHAY program. The target beneficiaries of the program are the underprivileged andhomeless constituents particularly those families that are adversely affected by the on-goingdevelopments.

14


DEVELOPMENT CHALLENGESPoverty. Poverty remains high. Out of the 8,590 households (HH) in the city, 3,458 HH(40.26%) live below the poverty line based on the standard set the DSWD (i.e. PhP10,000.00per family of 6). At least 1,263 HH (14.70%) live in extreme poverty. Approximately60% of the HH that live in extreme poverty are farm tenants and the rest are landless ruralworkers, such as the construction workers, house helpers and caretakers. Most of theseare migrants and displaced families who live in informal settlements.

Rapidly increasing population. According to the NSO report for 2000, the city's totalpopulation is 45,287. While the total population of the city is only 2.2% of the total Cavitepopulation, its population growth rate is relatively high at 3.89%. The city has beenexperiencing rapid urban population growth which increased by 67.66% for the past five years.

Education. There is a high percentage of elementary enrolment in the city. However,out of the total number of enrolees, only 81.31% could reach grade IV and only 79% couldgraduate. In addition, the number of tertiary institutions and vocational/technical schoolsthat would cater to the needs of the local populace is also limited.

Health. The city's health facilities are inadequate, particularly in terms of providinghealth care services in remote barangays. Its services cover only first-aid, pre/post natalcheck-up and family planning. Hence, patients with serious illness that need medicalattention have to be brought to the adjoining towns. This inadequacy can be attributedto the lack of medical facilities/equipment, as well low ratio of medical personnel comparedto the population.

Housing. The influx of migrants to the city has resulted in an increased number ofinformal dwellers in the city. According to local estimates, 31% of the total populationare squatters.

IDENTIFIED STRATEGIESEnhance the delivery of basic social servicesthrough a comprehensiveprogram. Improving existing infrastructure and facilities intended for health, housing andlivelihood assistance are viable means of improving the quality of life of the city residents.Access to these services by residents from the remote barangays shall also be enhanced.

Program to increase technical/vocational coursesand the establishment of tertiary education facilities would increase access to educationand improve the employment opportunities for the residents.

15


PRIORITY INVESTMENTSHousing: PABAHAY PROGRAM intends to provide not only decent housing units toqualified program beneficiaries, but also to establish a decent and sustainable communityfor the target informal dwellers. The program consists of acquisition of land and constructionof housing units.

Education: a) construction of elementary school building; and b) construction and development of City Tertiary Education Facilities

Health: a) upgrading of existing City Hospital; and b) acquisition of barangay-based ambulance

Poverty: a) livelihood assistance to subsistence families; and b) improvement ofaccessibility of far-flung barangays

Urban Design And Infrastructure

Tagaytay occupies a strategic point along the boundaries of Cavite, Laguna and Batangasprovinces. It is accessible by land from all directions through eight national highways,which likewise serve as links among its barangays. Urbanization rates in Tagaytay havenot been as rapid as in other cities due to its topography. As a result, the city still has alow population density. The City however, has an approved land use plan to guide futuredevelopment.

As of 2000, Tagaytay City has a total length of 136.67 kilometers of road; about 39.70kms (29%) are classified as national roads, 28.56 kms (21%) are city roads and 68.41kms (50%) are barangay roads. The city has a total of five bridges, two of which aremaintained by the national government and three by the city government.The major modes of transport in Tagaytay are buses, jeeps, tricycles and cars. Thesetransit types provide mobility services within as well as outside the city. Aside fromthese major modes of transit, several buses also ply through the city.

The upgrading of the city's entire physical infrastructure system will be undertaken tocope with the increasing development activities. One of the highlights is the constructionof the new arterial highway, which will be complemented by the judicious applicationof land use policies.

In terms of public utilities, the residents generally have access to power and water. In fact,98% of the local households have access to electricity powered by MERALCO, while 88%

16


of the total households have access to piped water serviced by the Tagaytay City WaterDistrict. Owing to its elevation, the city is also host to a large number of communicationtowers.

DEVELOPMENT CHALLENGESLimited buildable areas for development. The eastern and southern portionsare covered by hills and mountains (generally forest and open grasslands) with a sloperanging from 10.0 to over 25%. The remaining portion is level and nearly level areainterspersed with very greatly sloping surface. However, much of this area is alreadybuilt-up.

Transport and telecommunications. Only 28.63% of the local population hasconnection to telephone lines. Most barangays, especially in the remote areas suffer fromaccessibility problems due to inadequate transport and telecom facilities.

IDENTIFIED STRATEGIESReview and implementation of CLUP. Provide efficient infrastructure supportfor eco-agri-tourism industry, which will give full consideration to the Land Use/ZoningOrdinance of the City to prevent urban congestion and regulate rapid changes of landactivities.

Formulate/update inter-barangay transport and communicationsprogram to increase accessibility of these areas.

PRIORITY INVESTMENTS Central Sewage System Treatment Plant Improve accessibility of far-flung barangays Acquisition of barangay-based ambulance Improvement of various roads and major thoroughfares Capability building for city government employees and barangay captains Construction and development of public parks and viewing decks Improvement of existing parks and viewing decks

Environment

The City is characterized by mixed topography; hills and mountains, covered with forestsand open grasslands, occupy the southern and eastern portions of the city. It is the city's

17


inherent environmental characteristics, which has fuelled its growth. Existing environmentalmanagement measures cover both urban and rural environments to sustain the city's growthand development.

DEVELOPMENT CHALLENGESSolid waste. Due to increasing population, waste management is becoming an alarmingissue. The city government is conducting training and seminars at the barangay levelregarding solid waste management to encourage people's participation in the implementationof environmental programs. Only 33% of the households have access to garbage collection.

The volume of solid waste collected reach about 315 cubic meter a week at an averagevolume of 45 cubic meter daily. Since the city has no available site for sanitary landfilldue to its critical topography, the city is using a temporary dumpsite located at Tagaytay-Talisay Road, Brgy. San Jose. Waste from individual household particularly those barangaysthat are hardly reached by garbage trucks are disposing their garbage either by dumpingor burning in an open area.

Erosion. Soil is vulnerable to erosion. Based on the study conducted, the city has variousdegrees and categories of erosion potentials, namely: a.) severe erosion, about 38.37% ofthe city's total land area are subject to severe erosion which affects mountainous and stronglysloping areas along the ridge and on the eastern of the city; b.) moderate erosion, approximately14.59% of the total land area of Tagaytay City are subject to this category; and c.) none toslight erosion. The City Government noted that 47% of the land area, particularly the gentlyundulating part, is vulnerable to erosion to due to faulty farm management practice.

Sewerage. Because the city has no central sewerage system and wastewater treatmentfacility and due to lack of financial resources, the city only uses natural drainage, with athree-chamber septic vault. The city government has been trying to maximize its revenuecollection and at the same time developing new resources to fund the project.

IDENTIFIED STRATEGIESSet up effective environmental facilities and implement relevant environmentalpolicies. Since Tagaytay is an environmentally critical area, it is imperative for the city tostrictly implement environmental policies and provide facilities to prevent pollution andpreserve and enhance the environment. As the city moves toward rapid urbanization,provision of sanitary landfill and Material Recovery Facilities for Solid Waste Managementare critical to ensure effective environmental management.

18


Adopt Sloping Agricultural Land Technology. Farmers should be encouragedto use this technology to prevent soil erosion and landslides. The use of organic systemof farm fertilization will likewise be encouraged to avoid environmental degradation.

PRIORITY INVESTMENTSPriorities namely: a) construction and development of a Central Sewerage System TreatmentPlant; construction/establishment of Materials Recovery Facilities in three strategic locationswithin the city; and b) acquisition and development of site for sanitary landfill outside thecity.

Financing

In Tagaytay City, it is very clear that urbanization will continually pressure the LGU budgetby driving up its expenditures. Between 1996 and 2000, city revenues increased at anannual growth rate roughly commensurate to the increase in expenditures. For the year2001, the city government collected to total income of Php 270,293,256.46 which is 13%higher from the city's income of CY 2000. In 2001, real property taxes and taxes on goodsand services accounted for 42% of the City's income, with 38% from the IRA and theremainder from other sources.

Tagaytay City recognizes the need to strengthen local revenue generation and has been verypro-active in enhancing local fiscal management through various schemes. In 2001, theCity floated bonds to finance the construction of the Tagaytay International ConventionCenter. The city has also been successful in the imposition of 1% Idle Land Tax. It hasalso invested in a Computerized Tax Collection system to increase collection efficiency.

DEVELOPMENT CHALLENGESIncreasing LGU expenditures. Between 1997 and 2001, there was a noted 30%increase in the city's expenditures. The quality of expenditure also improved during thesame period. At least 30% to 40% goes to capital outlays and the rest to personnel andoperating expenses. As an aggregate, Tagaytay City spends about 60 to 66% of its budgetfor the construction of new as well as for the maintenance and improvement of capitalfacilities. It is equally important to note that the city recorded decreasing dependence onInternal Revenue Allotment. In 2001, (IRA) and other grants from the national governmentaccounted for 40% of city revenues in 2001, compared to 58.20% in 1996.

19


IDENTIFIED STRATEGIESAdopt local reforms that seek to increase the amount of financialresources available to the city. This should focus on improving the technicaland administrative capabilities of local personnel to manage such resources, to service notonly the city's routine administrative costs but also to address a wider range of service andcapital improvement needs.

PRIORITY INVESTMENTS Improve collection of existing taxes Increase direct cost recovery Access the local credit market responsibility Capability building for city government employees and barangay

officials- Improve collection of existing taxes Increase direct cost recovery Access the local credit market responsibility Capability building for city government employees and barangay officials Lowering the transaction cost for city procurements Ensuring the matching of expenditure requirement with fund availability

Governance

The decentralization process ushered by the 1991 Local Government Code (LGC) openedup opportunities to exercise greater autonomy in local administration, expand local communityparticipation in the development process, improve the delivery of basic services, and increaseprospects for resource mobilization. So far, the city has been reacting positively to thechallenges of decentralization in a broad-based partnership with its constituency.

One of the innovations developed by the city is the adoption of the Character Program in2000, which seeks to instill positive values in the community, with government officialsand employees leading the example for character training. Since then, it has spearheadedthe Character Cities Program in the Philippines that is spreading to all parts of the country. Another innovation is the designation of Councilors to specific political jurisdictions knownas the Councilor's Area of Responsibility. This serves as an extension of the Mayor's Officewith the end view of rationalizing and ensuring the efficient, effective and equitable deliveryof public services.

20


Furthermore, the City Government has established strong linkages with the NGOs andpeople's organizations (POs). In fact, there are thirty-eight (38) organized NGOs and POsbeing accredited by the City Government that serve as government partners in deliveringbasic services to the community.

DEVELOPMENT CHALLENGESNeed for new capacities. The decentralization process demands continuousbuilding of capacities on the part of the local government to enable it to effectively respondto the new challenges of rapid urbanization.

Implementation of the CLUP. Although the City Government has been veryaggressive in the enforcement of the CLUP and zoning ordinances, it has encounteredstrong resistance from various sectors.

IDENTIFIED STRATEGIESEncourage active public participation. Good governance requires the activeparticipation of the local populace to make sure that the development platform is responsiveto their actual needs. Moreover, public participation promotes a transparent and effectiveutilization of public funds and enhances the sustainability and quality of developmentprograms and projects being implemented in the city.

Continue to maximize the power provided by the LGC. Some projectsentail the exercise of such powers mandated under the code, to include among others,eminent domain, corporate power, and power to impose special levies, which are deemednecessary to attain the goals and vision of the city.

Strict enforcement and implementation of regulatory measures.

PRIORITY INVESTMENTSPriority programs, namely: a) capability building for city government employees andbarangay officials; b) Management Information System; and c) Community-Based CharacterBuilding Program.

21


203.tagaytay 3

Documents