CALABARZON Regional Development Plan 2011-2016 by cap dis

CAL ABARZON

RE GI ONALDE VE L OPME NTPL AN 2 01 1 2 01 6

Ca l a mb aCi t y Ma r c h2 01 1

Republic of the Philippines REGIONAL DEVELOPMENT COUNCIL 4/F 2560 Marcelita Building, National Highway Brgy. Real, Calamba City 4027

RDC RESOLUTION NO. IV-A-07-2011

RESOLUTION ADOPTING THE CALABARZON REGIONAL DEVELOPMENT PLAN 2011-2016

WHEREAS, the Regional Development Plan shall serve as a guide in the development direction of the Calabarzon Region in the next six years as well as operationalize President Benigno C. Aquino III’ Social Contract with the Filipino people, WHEREAS, the Plan was formulated through a consultation process with development partners from the regional and local levels and private sector making it a living document of the vision and aspirations of the region’s stakeholders, WHEREAS, the Calabarzon RDP boasts of an approach that strongly promoted partnership with the private sector in the formulation of the Plan, incorporating new dimensions in planning philosophies, inclusion of graphic perspectives and cognizant of balance between human activities and consideration for the environment, WHEREAS, the strategic framework of the plan highlights the concerns on economic development, environmental protection, health, education, agriculture, poverty, transport, trade, tourism, among others towards strengthening the region’s status as a global business hub, NOW THEREFORE, on motion duly seconded, BE IT RESOLVED AS IT IS HEREBY RESOLVED, to adopt the Calabarzon Regional Development plan 2011-2016 as the framework for regional development, APPROVED this 30th day of March at Calamba City, Laguna.

Certified Correct: LIBERTY A. ABELLON Secretary Approved: SEVERINO C. SANTOS Vice Chairman and Presiding Officer

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M Messag ge I commend c the Region nal Develo opment Councils and d all stak keholders in n the 17 reggions for co oming together to formulate yourr respective Regional Development Plans. Mayy this partne ership amo ong regionall and local institutions, i the private sector, and d civil sociiety ensure the continued success of these prrograms and d the distribution of th heir benefitss throughoutt the countryy. Alon ng with the Philippine P De evelopment Plan, the RD DPs will guide our developm ment efforts in the next five years, and a will act as a a commo on roadmap for our coun ntry’s developm ment and forr the establisshment of th he necessarry infrastructture that will help us achieve our goall of increassing econom mic and soccial opportu unities for our o people. Guided byy our commitm ment to the UN U Millenniu um Development Goals,, our concerrted efforts will w not onlyy help acceleratte economic growth, but b will also o give our provinces improved access to quality education, health, an nd social serrvices. We came e to governm ment with a mandate to eradicate poverty p and create c a bettter future fo or our nation. As A we carry out key re eforms in th he bureaucrracy, we alsso strive to set in placce an environm ment of sustainable and d equitable progress p in the t coming years. Together, let us fulfill the poten ntial of our great g nation.

BENIGNO S. AQU UINO III Preside ent Rep public of the Philippines MANILA May 2011

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M Messag ge The Regional De evelopment Plans P (RDPs)) represent the t aspiratio ons of Filipinos in differrent areas of the country.. As accompa anying docum ments of th he Philippine e Development Plan (PDP P) 2011-201 16, the RDPss also provvide the spattial dimensio on to the na ational plan by identifying the regio ons’ contribu utions to our goal of a higgh, sustained and broad-b based grow wth. This “incclusive growtth” involves rapid r econom mic expansion n that musst reach pop pulation grou ups throughout the cou untry through h the provvision of pro oductive emp ployment op pportunities, thereby reducing pove erty. The attain nment of ourr goals requirres massive investments i in infrastructure, social services s and other productivve activities. The PDP, along a with th he RDPs are e the key insstruments th hat will guide the proper an nd equitable allocation of o resources to ensure im mprovementss in the welfa are of our pe eople. Likewise, our plans shall s direct our efforts in protectingg the environment, redu ucing climate e and disaster risks, r promotting good govvernance and d ensuring pe eace and stability. The RDPss provide the framework for f local deve elopment. We e thus enjoin n the local go overnment un nits to align their local plan ns and progrrams with th he RDPs. We W likewise seek the su upport of reggional institution ns and the private p instittutions in the realization n of the plan ns which ma any of them have helped prrepare. We need n to stren ngthen our multistakehold m der cooperation particularly as we pro omote public-private partnersship to impro ove the provision of servicces for our pe eople. I thank th he Regional Developmen nt Councils (RDCs) ( for sp pearheading the prepara ation of the RDPs and we co ount on theirr continued le eadership in coordinatingg developmen nt efforts in the t regions.

CA AYETANO W. PADERANGA A, JR. Secreta ary of Socioecconomic Plan nning and NE EDA Dire ector-Generall

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Forreword

The Calabarzon C R Regional Devvelopment Plan P (RDP) 2011-2016 comes at a critical time under a new w leadership p faced with challenges in the pursu uit of econom mic developm ment that is propelled byy the principles of mora al reforms in the Philip ppine societty. The Plan n operationa alizes Presiident Benign no Simeon C. Aquino III’s Social Contract C with h the Filipino People and his agenda for changge centered on transparrency, accountable gove ernance and empowerme ent of the poo or and vulnerrable, amon ng others. It also supportts the thrustss of promotin ng public –private partn nership in pro ograms and projects that shall provid de the found dation for grrowth. The Calab barzon Regio on plays a siggnificant role in the growth and develo opment of the e country. It is for this reaso on that the challenge to sustain s or eve en surpass th he past gainss achieved by the region is the primary concern c in the e next six yea ars. The Pla an serves as a living docu ument of the aspirations of o the stakehold ders in Calab barzon and de esigned to meet m the chan nging needs of o the region. The vision which wass developed collectively through t conssultations with numerous stakeholde ers is translated d into the de evelopment framework f w within which national age encies, local government units and priva ate sector partners can all work together in an incclusive way fo or the benefiit of the peop ple of Calabarzo on. To betterr identify the important ecconomic grow wth drivers, plan p formula ation took offf from the review w of the regio on’s historic past dating back b to as ea arly as the co ountry’s pre-ccolonial period. While coggnizant of the demands posed by the e dynamic ch haracter and role of the region in nattional developm ment, the RD DC is committted to achie eve its vision n for Calaba arzon as a place p with thriving urban centers, vibran nt cultural an nd commerciial activities where people have stron ng sense of pride and supe erb quality of o life. At th he same tim me, rural cou untryside will be promotted for controlled developm ment thereby enabling to provide more e space for economic e activities but in harmony witth the need to protect p the en nvironment. In the cou urse of the RDP R formulatiion, new form ms of partnerrships betwe een the RDC and a stakeholders, including the private sector emerged. There was a gene erous sharingg of ideas and a willingne ess to commit and a for some e, even in th he plan prep paration itsellf. The RDP embodies ne ew dimensio ons in planning philosophie es, concrete e strategiess and grap phic perspecctives towards transforrming Calabarzo on into a livveable indusstrial region with empha asis on optim mal balance between hu uman activities and conside eration for nature. The Plan n is an imp portant tool that will gu uide regiona al stakehold ders and pa artners in fu urther strengthe ening Calabarzon’s footingg as a global business hu ub. I encoura age all partners in government, the private p secto or and civil society s to usse the Calaba arzon RDP as th heir guide forr the develop pment endeavours in the region. Salamat po p at Mabuhay ang Calab barzon!

NTOS SEVERINO C. SAN RD DC Vice Chairm man

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Acknowledgment The Calabarzon Regional Development Plan (RDP) 2011-2016 is a document born out of a broad-based consultative process and intellectual exchange with our development partners from various groups from the national, regional and local levels. More specifically, we acknowledge the contributions of the local government units in Calabarzon for their substantial inputs in the assessment of the previous plan; the regional line agencies, for data collection and validation and additional inputs during consultations; and the Private Sector Representatives of the Regional Development Council for sharing their perspective to make the plan more responsive to the needs of the region’s stakeholders and take advantage of the opportunities at hand. In visioning our development path for Calabarzon, we salute Architect Felino A. Palafox, Jr. and his Associates for opening the door of collaboration with NEDA IV-A. Mr. Palafox has been generous in sharing his ideas, complemented by his staffs (namely Karima, Felicisimo and Eli Paolo) effective translation and enhancement of these thoughts that eventually became integrated into the various sections of the RDP. As a result, the RDP is able to provide a clear albeit conceptual picture of the spatial development strategy for the region as espoused in the vision. There are also various practical guidelines for development of urban, coastal and mountain settlements that naturally is expected to happen as we promote different types of development forms throughout the region. These concepts and guidelines have been made more relevant with the pictures and images courtesy of Palafox and Associates. As we were going through the RDP formulation process, we made good use of the emerging Philippine Development Plan as guide. We also appreciate the strategic operational guidelines issued by the NEDA Regional Development Coordination Staff, which gave us much leeway to introduce the creativity in the planning process and in the plan content itself. RDCS also gave their thoughts, comments and suggestions about further enhancing the RDP draft. An experienced hand in regional and environmental planning, Dr. Nicasio Angelo J. Agustin helped in the technical editing work. Lastly, we are in gratitude to all the men and women of NRO IV-A for their hard work and commitment in the preparation of the RDP which can be aptly described as a trail blazing initiative for integrating economic and spatial development concerns in regional planning and development in Calabarzon. Thank you everyone!

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Table of Contents Regional Development Council Resolution No. IV-A-07-2011 The President’s Message Message from the Secretary of Socio-Economic Planning Foreword Acknowledgement List of Maps List of Figures List of Tables List of Annex Figures List of Annex Tables List of Acronyms Chapter 1.

iii v vii ix xi xvi xvi xvii xviii xix xx

Introduction

Calabarzon’s RDP and President Aquino III’s Social Contract

II.

The Regional Development Plan In Perspective

III.

The RDP 2011-2016 Planning Process

A Brief Historical Review of Calabarzon

Calabarzon and Metro Manila – from Past to Present

II.

Evolution of Calabarzon as Administrative Region

III.

Calabarzon: Past Development Performance

Chapter 2.

A. B. C. D. Chapter 3. I. A. B. C. II. A. B. C. D. E.

Population, Urbanization, Transportation and Settlements Economy Natural Resources and Environment Planning and Governance

7 9 10 12

Assessment of Calabarzon 2004- 2010: Socio-Economic and Sectoral Performance

Overall Socio-Economic Performance

Gross Regional Development Product Unemployment Poverty

13 14 14

Sectoral Performance

Millennium Development Goals and Human Development Settlements Transportation Environment and Disaster Risk Management Governance

17 18 18 19 21

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Chapter 4. Key Development Opportunities and Challenges to Regional Growth and Development I.

Opportunities

Tourism and Infrastructure Agribusiness, Manufacturing and Logistics Information Technology, Business Process Outsourcing and Creative Industries

23 24 24

Challenges

Inadequate Transport Infrastructure Imbalanced Distribution and Disintegrated Settlements Vulnerability of the Economy to Adverse External Factors Limits to the Use of Land and Other Natural Resources Disaster Risk Reduction and Climate Change Adaptation Concerns Inadequate Public Service

25 26 27 28 29 29

Regional Development Framework

Vision for Calabarzon

II.

Medium-Term Goals and Development Outcomes

III.

Spatial Development Strategy

Strengthening East-West Connections Manila Bay – Pacific Coast Corridor Promotion of Mixed-Use and Multi-Use Communities Appropriate Land Use Management Adoption and Implementation of Good Urban Design Principles Laguna De Bay as Manila’s Water Gateway to Calabarzon Ten Principles for Livable Town and Cities Design Guidelines for Physical Development Urban Design Guidelines Riverfront and Coastline Development Guidelines Guidelines for Mountain Communities

37 38 39 40 41 41 43 45

Overall Development Strategy

Principles and Assumptions

Triple E Bottomline Triple Ps 8 Gs of Development

57 58 58

Specific Strategies and Approaches

Harmonization of Regional Development Objectives and Environmental Protection Enhancing Calabarzon’s Competitiveness as a Global Business Hub

A. B. C. II. A. B. C. D. E. F. Chapter 5.

A. B. C. D. E. F. G. H.

Chapter 6. I. A. B. C. II. A. B.

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C. D. E. F.

Chapter 7. I. A. B. C. II.

Adoption of Knowledge-Based Industries and Information Exchange Reduction of Socio-Economic Disparity Tying up Human Resource Development, Industry, Research and Development Priorities and Concerns Sustaining Capacities in Local Governance

63 64 65

Implementation Mechanism

Key Action Steps

Achievement of a Broad Consensus Enhanced Inter-Regional Cooperation Prioritization of Programs and Projects

67 67 68

Institutional Arrangements for Implementation

End Notes

Annexes Annex A. Annex B. Annex C. Annex D. Annex E. Annex F. Annex G. Annex H. Annex I. Annex J. Annex K. Annex L. Annex M. Annex N. Annex O. Annex P. Annex Q. Annex R. Annex S. Annex T.

President Aquino III’s Social Contract with the Filipino People Highlights of Previous Regional Development Plans Historical Population and Growth Rate of Calabarzon (1948-2007) Calabarzon Population Density Maps Calabarzon Urban-Rural Population Distribution, 1970-2000 Philippine Urbanization Levels by Region (2000) Significant Improvements to the Calabarzon Road Network Technical Notes on Calabarzon Agriculture The Contribution of EcoZones to the Calabarzon Economy Micro, Small and Medium Enterprises (MSMEs) Defined Technical Notes on Land Use Conversions and Tenurial Instruments Milestones in Calabarzon Planning and Governance Technical Notes on Calabarzon Employment and Unemployment Rates Technical Notes on Poverty in Calabarzon Technical Notes on the Calabarzon Industry Sector Technical Notes on the Calabarzon Services Sector Technical Notes on the Calabarzon Agriculture Sector Calabarzon MDG Score Card Technical Notes on the Calabarzon Human Development Index Sea Level Rise and Flooding Simulation for Selected Areas in Calabarzon

75 76 77 78 79 79 80 80 85 86 87 88 92 93 95 96 102 104 111 112

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List of Maps Map 1

Calabarzon Land Classification

Map 2

Poverty Incidence (2003)

Map 3

Road Network

Map 4

Built up Areas of Calabarzon

List of Figures

Figure 1

Plan Preparation Process

Figure 2

Spanish Religious Estates in Central and South Luzon

Figure 3

Water Resource Assessment in Critical Areas

Figure 4

Share of Regions to Total Gross Regional Domestic Product 2009

Figure 5

Calabarzon Quadrant and Cluster Framework Concept

Figure 6

Urban and Urbanized Areas in Calabarzon

Figure 7

Proposed Calabarzon East-West Connections

Figure 8

Rendering of the Principle of Mixed and Multi-Use Communities

Figure 9

Perspective of the Proposed Multi-Use Ecolopolis in Cavinti, Laguna

Figure 10

RDP Implementation

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List of Tables Table 1

Calabarzon Politico-Administrative Subdivision, 2010

Table 2

Calabarzon Forestland and Forest Cover, per Province, 1995 and 2003

Table 3

Calabarzon Gross Regional Domestic Product: Plan Targets, Actual Growth Rates and Points Deviation, 2004-2009

Table 4

Calabarzon Employment and Unemployment Rate: Plan Targets, Actual Rates and Points Deviation, 2003-2010

Table 5

Calabarzon Gross Regional Domestic Product Contribution by Sector, 2003-2009 (at 1985 Constant Prices)

Table 6

Calabarzon Gross Regional Domestic Product per Sector: Plan Targets, Actual Growth Rates and Points Deviation, 2004-2009

Table 7

Human Development Index Levels and Rank Calabarzon Provinces, 2000-2006

Table 8

Calabarzon Calamities, 2009

Table 9

Environment-Related Objectives vs. Actual Accomplishment

Table 10

Calabarzon MDG-RDP Targets, per indicator

Table 11

Targets for the National Greening Program (NGP) 2011-2016

Table 12

Calabarzon Centers, Corridors and Wedges, per Province

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List of Annex Figures

Annex Figure 1

Calabarzon Population Density Maps, 1990, 2000, 2007

Annex Figure 2

Philippine Urbanization Level by Region, 2000

Annex Figure 3

Shares of Major Coconut Exports to Total Coconut, Exports, Philippines, 1969 to 1981

Annex Figure 4

Calabarzon Fisheries Production, by Sector, 1998 to 2009

Annex Figure 5

Percent Share of Employment in the Agriculture Sector to Total Employment, Calabarzon, 1970-2008

Annex Figure 6

Distribution of Approved EcoZones in the Philippines, 2006

Annex Figure 7

Distribution of Approved EcoZones in Calabarzon, 2006

Annex Figure 8

Global Offshore Service Market Size in the Philippines, 2006-2010

Annex Figure 9

IT-BPO Revenues in the Philippines, 2004-2009

Annex Figure 10

IT-BPO Employment in the Philippines, 2004-2009

Annex Figure 11

Domestic and Foreign Tourist Arrivals, 2009

101

Annex Figure 12

Distribution of Fishery Production, 2009

103

Annex Figure 13

Fishery Production by Source, 2009

103

Annex Figure 14

Sea Level Rise and Flooding Simulation for Cavite City

112

Annex Figure 15

Simulation for Laguna Lake

113

Annex Figure 16

Sea Level Rise and Flooding Simulation for Batangas City

114

Annex Figure 17

Sea Level Rise and Flooding Simulation for Nasugbu

115

Annex Figure 18

Sea Level Rise and Flooding Simulation for Lucena City

116

Annex Figure 19

Sea Level Rise and Flooding Simulation for Polillo Island

117

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List of Annex Tables Annex Table 1

Population, by Province, 1948-2007

Annex Table 2

Population Growth Rate, by Province, 1948-2007

Annex Table 3

Urban-Rural Population Distribution, by Province

Annex Table 4

Classification of MSMEs in the Philippines

Annex Table 5

Regional Distribution of MSMEs by Sector, 2008

Annex Table 6

Top Regional Microfinance Accomplishments

Annex Table 7

Land Use Conversions in the Philippines, 1988-1997

Annex Table 8

Status of Land Conversion in Calabarzon, 1984-1999

Annex Table 9

Summary of Tenurial Instruments Issued in Calabarzon, 2003

Annex Table 10

Annual Per Capita Food and Poverty Threshold, 2003, 2006 and 2009

Annex Table 11

Poverty Incidence Among Families and Population: 2003, 2006 and 2009

Annex Table 12

Subsistence Incidence Among Families and Population, by Region and Province: 2003, 2006 and 2009

Annex Table 13

Share to Total Poor Families and Population, by Selected Regions and Province: 2003, 2006 and 2009

Annex Table 14

PEZA Registered Economic Zones in Calabarzon, 2005

Annex Table 15

IT-BPO Employment by Region, 2010

Annex Table 16

IT-BPO Employment

Annex Table 17

Number of OFWs Deployed from Calabarzon, 2008

100

Annex Table 18

Calabarzon Agriculture, Fishery and Forestry Plan Targets, Actual Growth Rates and Points, 2004-2009

102

Annex Table 19

Agrarian Land Acquisition and Distribution, 2005-2010

104

Annex Table 20

Human Development Index: Calabarzon Life Expectancy at Birth, 2000-2006

111

Annex Table 21

Human Development Index: Calabarzon Education Index, 2000-2006

111

Annex Table 22

Human Development Index: Calabarzon Income Index, 2000-2006

111

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List of Acronyms 4Ps A&D AEC ACTEX AFMA ASEAN BDRRMCs BIMP-EAGA BOD BOT BPAP BPO CADPI CALA CALABARZON CARP CBMS CCA CCW CEPZ CI CICT CIDSS CLUDP CSO CSR DAR DBM DENR DEPED DILG DOF DOH DOST DRR DRRM DSWD DTI ECC EcoZones EO FDI FLW FMR GAD GDP GRDP

Pantawid Pamilyang Pilipino Program Alienable and disposable ASEAN Economic Community Alabang-Calamba-Santo Tomas Expressway Agriculture and Fisheries Modernization Act Association of Southeast Asian Nations Barangay Disaster Risk Reduction and Management Councils Brunei, Indonesia, Malaysia, Philippines – East ASEAN Growth Area Biochemical oxygen demand Build-operate-transfer Business Processing Association of the Philippines Business Process Outsourcing Central Azucarera Don Pedro, Inc. Cavite-Laguna Cavite, Laguna, Batangas, Rizal, Quezon Comprehensive Agrarian Reform Program Community-Based Monitoring System Climate Change Adaptation Center/Cluster-Corridor-Wedge Cavite Export Processing Zone Creative Industries Commission on Information and Communications Technology Comprehensive Integrated Delivery of Social Services Comprehensive Land Use and Development Plan Civil Society Organizations Corporate Social Responsibility Department of Agrarian Reform Department of Budget and Management Department of Environment and Natural Resources Department of Education Department of the Interior and Local Government Department of Finance Department of Health Department of Science and Technology Disaster Risk Reduction Disaster Risk Reduction and Management Department of Social Welfare and Development Department of Trade and Industry Environmental Compliance Certificates Economic Zones Executive Order Foreign Direct Investments Fuel, light, water Farm-to-market roads Gender and Development Gross Domestic Product Gross Regional Development Product

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B GNP GVA HDI HH ICT IE IEC IMR IPG IRA IT IT-BPO JMC KALAHI LGC LGPMS LGU LLDA M&E MDG MSME MSR MIMAROPA NAIA NAMRIA NCO NCR NEDA NERBAC NFA NGA NGO NGP NLEX NLSP NNC NRO NSCB NSO NWRB ODRE OFW OTOP PASTORA PDP PDPFP PEZA PIR PITC PLPEM PNR

Gross national product Gross value added Human Development Index Households Information and Communications Technology Industrial Estates Information, education and communication infant mortality rate Indigenous People Groups Internal Revenue Allotment Information Technology Information Technology and Business Process Outsourcing Joint Memorandum Circular Kapit Bisig Laban sa Kahirapan Local Government Code Local Governance Performance Management System Local Government Unit Laguna Lake Development Authority Monitoring and Evaluation Millennium Development Goals Micro, Small and Medium Enterprise Manila South Road Mindoro, Marinduque, Romblon and Palawan Ninoy Aquino International Airport National Mapping and Resource Information Authority National Economic and Development Authority Central Office National Capital Region National Economic and Development Authority National Economic Research and Business Action Center National Food Authority National Government Agency Non-Government Organizations National Greening Program North Luzon Expressway Northrail-Southrail Linkage Projects National Nutrition Council NEDA Regional Office National Statistical Coordination Board National Statistics Office National Water Resources Board Ownership of dwellings and real estate Overseas Filipino Workers One-Town, One Product Planning Assistance to Rural Areas Philippine Development Plan Provincial Development and Physical Framework Plan Philippine Economic Zone Authority Program Implementation Review Philippine International Trade Center Provincial Local Planning and Expenditure Management Philippine National Railways

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B PNVSCA PPA PPP PWDs R&D RBADCs RDA RDC RDC-ExCom RDF RDIP RDP REINA REMM RKCG RLA RORO RPFP RPMES RSC RSGCA S&T SBPPBS SEA-K SETUP SHOPC SLEX SMDP STAR STP STR TOD UDHA UGC UGCD UNSIAP WIFI

Philippine National Volunteers Service Coordinating Agency Programs, Projects and Activities Public-Private Partnership Persons with disabilities Research and Development Resource-Based Area Development Clusters Regional Development Agenda Regional Development Council RDC-Executive Committee Regional Development Framework Regional Development Investment Plan Regional Development Plan Real, Infanta and General Nakar Results Monitoring and Evaluation Matrix Regional KALAHI Convergence Group Regional Line Agency Roll On-Roll Off Regional Physical Framework Plan Regional Project Monitoring and Evaluation System Rural Service Centers Resource Sub-region Growth Corridor for Agro-Modernization Science and Technology Synchronized Planning, Programming and Budgeting System Self-Employment Assistance Kaunlaran Small Enterprise Technology Upgrading Socialized Housing One-Stop Processing Center South Luzon Expressway Statistical Manpower Development Program Southern Tagalog Arterial Road Sewerage treatment plant Southern Tagalog Region Transit Oriented Developments Urban Development and Housing Act Urban Growth Clusters Urban Growth Corridor Development United Nations-Statistical Institute for Asia and the Pacific Wireless infinity

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CHAPTER 1 INTRODUCTION The Calabarzon Regional Development Plan (RDP), 2011-2016 is a blueprint that presents the development priorities of the region for the next six years. This plan is intended to be used by stakeholders and partners as a tool to build on the promise of the region to become a global business hub. The formulation of this RDP takes off from the review of the region's economic growth drivers, followed by the identification of Calabarzon’s opportunities and challenges in the pursuit of its own intended track of growth and development. The Regional Development Framework (RDF) is also detailed in this RDP and presented as Calabarzon’s Vision, Goals and Development Outcomes and Spatial Development Strategy, with a special section devoted to proposed Guidelines for the Development of Urban Areas in the region. On the other hand, the presentation of the Overall Development Strategy for the region begins with the Principles and Assumptions considered in its formulation. Specific Strategies and Approaches are enumerated in terms of concrete immediate, short, medium and longterm actions. Lastly, the Implementation Mechanism of the RDP is described in terms of three (3) key action steps and concluded by a description of the institutional arrangements necessary for effecting the actions, strategies and approaches that would lead to the successful attainment of the vision of Calabarzon.

I. Calabarzon's RDP and President Aquino III’s Social Contract For the region, the RDP is an instrument for implementing the Social Contract of President Benigno Simeon Aquino III (P-Noy) with the Filipino People. This Social Contract (Annex A) is a platform of government that commits to transformational change for the entire spectrum of national life, encompassing leadership, government service, economy, the environment and the improvement of the quality of life of Filipinos. The Calabarzon RDP was carefully crafted to reflect the aspirations embodied in the Philippine Development Plan (PDP) for 2011-2016. Identified priority interventions focus on the reduction of poverty and meeting the targets under the Millennium Development Goals (MDGs).i Under the administration of President Aquino III, the RDP is also intended to serve as the region's action agenda to lead the country’s integration towards a unified ASEAN economy by 2015. With the

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B regional economy being highly connected externally via multinational companies and foreign direct investments and exports, Calabarzon is a model for the country’s business competitiveness. With global concerns uniting nations to make corrective measures, numerous discussions have been held to improve human life and promote environmental sustainability parallel to the pursuit of progress and development. The Calabarzon Regional Development Council (RDC) through its participatory processes including stakeholders in the region, with the coordinative role of National Economic and Development Authority (NEDA) of the Calabarzon Region and Palafox Associates recognize these constructs and have incorporated them in this RDP.

II. The Regional Development Planning in Perspective Regional development planning began 35 years ago with Presidential Decree No. 1 which sought to institutionalize efforts for regional development through an Integrated Reorganization Plan. Since then, the development of the nation's regions were pursued through the simultaneous preparation of regional plans based on the national development agenda. Regional plans were not formulated in isolation from each other, but conformed to guidelines set by the President, employing bottom-up, broad-based and participatory development planning approaches. These approaches were intended to balance the existence of a hierarchy of goals emanating from national government which were then translated into a set of regional socioeconomic goals and objectives. The National Economic and Development Authority Central Office (NCO) acted as the technical secretariat for this purpose, and sent corresponding directives to the NEDA Regional Offices (NROs) in the preparation of their respective plans and programs. The analysis of performance indicators and the conduct of consultations and dialogues formed the basis for formulating regional development goals and objectives. Initial regional development plans (Annex B) attempted to be comprehensive by covering the concerns of all sectors of the socio-economy. In later years, these plans shifted emphasis to spatial development strategies in order to more coherently address the priority concerns of the region. While most RDPs aim to improve the quality of life of people, the priorities identified and strategies employed towards the attainment of this universal goal varies greatly from region to region.

III. The RDP 2011-2016 Planning Process The formulation the Calabarzon 2011-2016 RDP is defined by a three-fold process that utilizes topdown, bottom-up and horizontal perspectives. The top-down perspective in RDP formulation was provided by the PDP, Regional Physical Framework Plan (RPFP) and the Regional Development Agenda (RDA). The bottom-up perspective, on the other hand, was culled from the Provincial Development and Physical Framework Plans (PDPFP) of the Calabarzon Provinces.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B The horizontal perspective was provided by an assessment of the socio-economic performance of the region using historical review, trend and shift-share analysis and the use of planning standards, validated and refined through continuous document review and stakeholder consultations. The published RDA 2010–2020 underscored the region's priorities based on inter-sectoral and interarea analysis of the regional situation and the Calabarzon’s desired development scenario. The RDA also took into consideration existing planning documents such as the National Framework for Regional Development, National Framework for Physical Planning, and the Regional Physical Framework Plan.

Figure 1: Plan Preparation Process The Calabarzon RDA adopted the HEARTS strategy (detailed in Chapter VI) which highlights the interrelated concerns of Economic Development and Environment, Health and Education, Agriculture and Poverty, Transport, Trade, Tourism, Research and Development (R&D), Science and Technology (S&T), and local governance. Following the preparation of the RDA, the RDC-Executive Committee (RDC-ExCom) and RDC Committees were convened for a strategic planning workshop to finalize the regional framework for development. Inputs from private sector members of the RDC provided new perspectives which led to the refinement of the framework, which is presented in more detail in Chapter IV of this RDP.

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CHAAPTERR 2 A BBRIEF H HISTO ORICALL REVIIEW O OF CALAABARZZON Calabarzzon stands for f the names of the fivve provincess comprisingg the region n: Cavite, Laguna, Batangas, Rizal and d Quezon. Th his chapter presents the e history of Calabarzon, beginning with its origins as the “ou utskirts of Manila”, M its evolution e ass an adminisstrative regio on and its historica al performan nce in termss of key deve elopment in ndicators. This historical-trend review servved as basiss for the identification of o strategiess and approach hes that wo ould best lea ad to the atttainment of the region'ss vision and goals, base ed on the premise that the past is key to the present p and future.

I. Calaabarzonn and M Metro M Manila - from PPast to P Presentt In the late e 1800s, the e provinces off Cavite, Laguna and Batangass maintained an economicc relationship p with Manila a, serving as agricultural hinterla ands that supplied the City with w food and industrial ra aw materialss. At that time e, Manila wass a fortified center c for Spa anish civil an nd religious administratio a on and a source of articles off commerce and manufacctured goods. Ho owever, due to t its nature as a settlemen nt (and non-a agricultural) area, a Manila wa as dependen nt on the prod ducts and reven nue generate ed from surro ounding agriculturral areas and d friar lands. With the opening o up of o Manila to the t Galleon Trade, T these friar f lands orr haciendas became major centers for commercce. Thus, haciendas in are eas such as Laguna and Cavite benefitted from the increasing number of transactionss in Manila with the adven nt of free trad de in the country.

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1

Hacienda de Buenaavista (Order of St. Johhn) Hacienda de Binagbag (Augustinian) Hacienda de Pandi (Dominican) Hacienda de Damppol (Augustinian) Hacienda de San Marcos M (Augustinian) Hacienda de Racoleto (Augustinian) Hacienda de Guiguuinto (Augustinian) Hacienda de Lolom mboy (Dominican) Hacienda de Malintta (Augustinian) Hacienda de Tala (A Augustinian) Hacienda de Piedad (Augustinian) Hacienda de Muntinnlupa (Augustinian) Hacienda de San Nicolas N (Recollect) Hacienda de Imus (Recollect) ( Hacienda de San Francisco F (Augustinian) Hacienda de Santa Cruz (Dominican) Hacienda de Naic (Dominican) Hacienda de Tunassancilla (Recollect) Hacienda de San Pedro P Tunasan (Dominican) 2 Hacienda de Biñan (Dominican) 2 Hacienda de Santa Rosa (Dominican) 2 Hacienda de Calam mba (Dominican)

Figure 2: Spanissh Religious Esttates in Central and South Luzon S Source: Forema an, John. The Ph hilippine Islandss: Its People and d History c. 1990 0

When the e Philippines fell under Am merican rule, architect an nd urban plan nner Daniel Burnham B introduce ed the Americcan City Beau utiful Movem ment to Manila a. The movem ment's succe ess was manifeste ed in the rapid albeit parttial and incom mplete imple ementation off the Burnham Master Pla an, which inccluded the co onservation of o Intramuross and the intrroduction of parks, p boulevvards and walkable mixed-use developmentss. Also part of the Master Plan was the e massive de evelopment of o R D P 2 0 1 1 ‐ 2 0 1 6 | 5

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B road networks not only within Manila but with a lateral expansion component as well. This improvement to the road transport system further expanded built-up development to outlying towns and provinces. The pace of urbanization of Manila necessitated the expansion of settlements in the direction of its surrounding provinces, where land supply was adequate and reasonably priced. Moreover, old industries which had become inefficient in the metropolitan location found it advantageous to relocate nearby rather than be dispersed in other locations in the archipelago. This movement of industries was reinforced by a 1970 National Policy that sought to decongest the capital by banning industrial establishments from locating within a 50-kilometer radius of Manila. Thus, industries and households began to move away from Manila to Calabarzon. The introduction of a modern transport system, including the six-lane South Luzon Expressway (SLEX), and the advent of modern manufacturing gave rise to the growth and development of Calabarzon as an industrial center.

II. Evolution of Calabarzon as Administrative Region Calabarzon was created by virtue of Executive Order 103 dated May 17, 2002 which divided Region IV (Southern Tagalog) into Regions IV-A (Calabarzon) and IV-B (MIMAROPA - Mindoro, Marinduque, Romblon and Palawan). The EO was promulgated to enable the focused implementation of social and economic interventions in mainland (i.e. Calabarzon) and island (i.e. MIMAROPA) provinces of the former Southern Tagalog Region (STR). The division of Region IV was also based on the definition of an efficient and viable grouping of provinces from a development planning and economic management standpoint. When the government implemented its Regionalization Policy in 1973 as part of the Integrated Reorganization Plan of then President Ferdinand Marcos, Southern Tagalog encompassed many of the National Capital Region’s (NCR’s) cities (Quezon City, Navotas and Malabon) as well as all of NCR’s lakeshore towns (Marikina, Pasig, Pateros, Taguig, Parañaque and Muntinlupa) which used to be part of Rizal Province. Moreover and until its transfer to Antipolo City in 2009, the Provincial Capital of Rizal used to be located in Pasig City, a testament to the economic strength, broad geographic coverage and perhaps political influence enjoyed by this province in the past. At present, the region is composed of five (5) provinces, 23 congressional districts, 14 cities, 128 municipalities and 4,011 barangays. The politico-administrative subdivision of Calabarzon per province is presented in Table 1. Table 1: Calabarzon Politico-Administrative Subdivision, 2010 Province Batangas Cavite Laguna Quezon Rizal Total

Congressional Districts 4 7 4 4 4 23

Cities

Municipalities

Barangays

3 4 4 2 1 14

31 19 26 39 13 128

1,078 829 674 1,242 188 4,011

Source: Department of the Interior and Local Government IV-A, September 2010

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III. Calabarzon: Past Development Performance The past performance of Calabarzon in terms of key development indicators are presented in this section. Among the parameters examined are: Population, Urbanization, Transportation, Settlements, Economy, Natural Resources and Environment, and Planning and Governance.

A. Population, Urbanization, Transportation and Settlements

Population In 2007, Calabarzon surpassed NCR as the most populous region. Considering that the birth rate in Calabarzon is slightly below the national average, the population growth indicates that the region is an in-migration area. Since 1948, the population of Calabarzon has increased more than seven times with an annual average growth rate of 3.25 percent (2000-2007) compared to the national benchmark of 2.04 percent (Annex C). Given these, the population of Calabarzon is expected to double within the next two decades, a rate that is much faster than that of the Philippines and NCR. This also means that before 2030, Calabarzon’s population will reach 20 million. The direction of rapid population movement was most evident towards the highly urbanizing and industrializing areas of the region in close proximity to NCR - particularly Cavite, Laguna and Rizal (Annex D). Calabarzon was one of the regions that benefitted from the growth of NCR, serving as a catch basin for population and even industry spillover from Manila.

Urbanization Until the 1970s, Calabarzon remained predominantly rural. It was in the 1980s when increasing levels of urbanization became noted in the region, a trend that continued for well over a decade (Annex E). Urbanization in Calabarzon became more evident with improvements in its infrastructure (roads, transportation and telecommunication facilities), resulting to the declaration of the region as the industrialization showcase of the Philippines by then President Fidel Ramos. As a result, industrial and technoparks, commercial complexes and residential developments began to emerge with increased intensity in Calabarzon. To date, the Provinces of Rizal, Cavite and Laguna are more than 80 percent urban. However, the population density of the region- at 478 persons per square kilometer as of 1995- remains significantly lower than that of Metro Manila (Annex F). Thus, Calabarzon remains to be attractive for development projects such as residential subdivisions, sports and leisure centers and industrial complexes.

Transportation and Settlements The growth and distribution of settlements in Calabarzon was influenced primarily by the evolution of the region's transportation system.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B During the Spanish Era, the major mode of travel was through water transport- in vehicles such as steamships, bancas and “cascos”. As a result, villages proliferated along Manila Bay, Laguna Lake and its tributaries, including the Pasig River. Morong, Pasig, Kawit and even Manila developed early as settlement areas because they were accessible by boat. For inland travel, carabaos and “calessas” remained the preferred mode of transportation. During the American era, the railroad system was improved and extended from Northern (San Fernando, La Union) to Southern (Legaspi, Albay) Luzon. It was also during this time when Filipinos began to use automobiles in lieu of horse-drawn carriages, although the use of these vehicles was limited within urban limits where paved roads were present. During the heyday of the railway system in the early 1940s, it was defined by an elaborate network of trains running a total track length of 1,140 kilometers. The railways made long distance travel and the transport of goods to and from Manila convenient and helped develop new growth centers such as Calamba and San Pablo in Laguna, Lucena in Quezon and Daet, Naga and Legaspi in the Bicol Region. Due to this train system, a new kind of prosperity was felt in industries related to sugar, coconut, abaca, livestock, dried fish and high value crops. It also became the preferred mode of transport for Laguna and Quezon-based commuters employed in Manila. After the Second World War, the effective route of the railway system was reduced to a mere 452 kilometers, particularly the Bicol line. The quality of railway service began to decline and eventually became unreliable. The system was also severely damaged by floods and typhoons, resulting to closures and the halting of train operations on several main line sections. The operation of the railway system was also severely affected by the invasion of informal settlers within the system's right-of-way. Efforts to rehabilitate the Main South Line in 1990 and the Commuter Line to Carmona in 1995 were undermined by typhoon Rosing and super typhoons Milenyo and Reming. With the decline of the railway system, came the primacy of and preference for road-based transport within and outside Calabarzon. With the establishment of settlements in inland areas came a parallel development in the inland road system (Annex G). In the 1970s, municipalities such as Taytay, Cainta and Antipolo in Rizal, San Pedro, Biñan and Sta Rosa in Laguna and Bacoor and Imus in Cavite became the catchment areas of Manila sprawl. “Bedroom communities” or residential subdivisions in these towns began to sprout in response to the needs of the Manila working population. In the same period, resettlement areas for informal settlers were established in the Cavite towns of Dasmariñas, General Mariano Alvares and Carmona. The emergence of these new communities heralded a demand for road-based, instead of rail-based, transport such as buses and cars. In the late 1980s, utility vehicles known as Fiera (regardless of manufacturer) received widespread popularity as a transportation mode between Metro Manila and Rizal, Cavite and Laguna. Jeepneys also became popular for inter- and intra-regional travel, offering a more affordable option to commuters. In the 1990s, the establishment of numerous industrial estates and residential housing projects catering to the needs of Calabarzon and Manila workers triggered the surging growth in the CaviteLaguna (CALA) metropolitan area. The parallel increase in the presence of convergence services 8 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B such as schools, commercial centers, hospitals and recreational facilities furthered the spread of settlements in the region.

B. Economy

Agriculture The agriculture sector propelled the early economic activities of the region (Annex H). Sugarcane, timber and coconut were major export products, cultivated in most of the provinces and exported outside the regionii. Rice, white corn, cassava, potato and banana (saba variety) were also significant crops, being the staple food of the Tagalogs. In the 1970s, non-traditional agricultural products such as coffee, mango, pineapple and bananas gained some prominence in the region following the decline in production of traditional agricultural exports. Areas planted to these crops, however, became vulnerable to conversion from agricultural to agri-industrial and other uses as brought about by demands from the industrialization of the region. It is the Livestock and Poultry and Fisheries sub-sectors that remain to be the most significant contributors to the agricultural economy of Calabarzon. The region is known for its cattle, hog, chicken and egg production, and have a nationwide market for their products. The region is also included as among the top five producers of fish, an indicator of prodigious capitalization on its coastline and freshwater features. Nevertheless, employment in the agriculture has been steadily decreasing since its peak of 50 percent in the 1970s. The latest figures peg agriculture-related employment to less than 20 percent of the total labor force, and is attributed to the shift in the nature of the regional economy from agricultural to industrial.

Industries The initial process for industrialization in the region initially took off from the processing of coconut and sugarcane products. For instance, in 1927, raw sugar from sugarcane plantations were processed by milling facilities located in Canlubang, Laguna and Nasugbu, Batangas that were operated by a few family-owned corporations. On the other hand, foreign and locally-operated coconut oil processing industries made a strong presence in Quezon until the mid-1960s. When non-traditional and non-agriculture based exports rose to prominence in the 1970s and 1980s, the manufacturing industry began to diversify and invest in other facilities, including capital intensive petroleum refineries in Batangas, labor-intensive industries such as textiles/garments and cement in Rizal, food and beverage manufacturing and footwear industries in Laguna, electronic parts and components in Cavite and wood products in Quezon. This growth of manufacturing industries was largely attributed to improved infrastructure facilities and access to major market outlets in Metro Manila. The opening of the six-lane SLEX in 1978 is also considered as a significant driver for the growth of regional industries during this period. By the mid-1980s, the provinces of Laguna, Cavite, Batangas and Rizal became the major industrial destinations south of Metro Manila, and investments were funneled to industries involving textiles,

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R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B chemical products, co onstruction and housing components, c plastic products, and ele ectrical mach hinery and equip pment. The passa age of the Fo oreign Investment Act of 1991 1 furtherr accelerated the industria alization of Calabarzo on, as it allow wed for the participation p o foreign cap of pital investm ments in indusstries that we ere previouslyy restricted, such s as teleccommunicatiions, transpo ortation, bank king, retail tra ade, energy and a the post-e extractive petroleum proccessing and distribution d in ndustry. Furthermore, the e completion of Project Ca alabarzon in 1991 also guided g and fo ocused investtment direction to industrry support infrastruccture facilitiess such as po ower and ene ergy generatio on facilities and a the Batangas Internatio onal Seaport.. The region’s highly competent poo ol of manpow wer provided for f the mana agerial, administrative and d technical needs of exp panding facto ory and busin ness operatio ons, including that of Eco oZones (Anne ex H).

Micro, Sm mall and Medi dium Enterprisises (MSMEs) The role and a contributtion of micro, small and medium m ente erprises (Anne ex J) in the country’s industriallization proce ess and econ nomic development is con nsidered veryy significant. Studies show w that MSM MEs comprise e 99 percent of the total number n of manufacturingg enterprises and accountted for 47perrcent of employment in th he industry se ector. Accordingg to research hes, the growtth of the MSMEs in the co ountry starte ed in the 198 80s and may be attributed d to the trade e liberalizatio on program aggressively a p pursued in th he same perio od. Trade liberalizattion policy initiatives, com mplemented by a recoveriing economy, doubled the e number of manufactturing plants in the mid-1 1980s, indica ating a paralle el emergence e of MSMEs. MSMEs in th he Philippine es are mostlyy concentrate ed in NCR and the nearbyy provinces of the Calabarzon and Cen ntral Luzon Re egions. Among th he specific ind dustries cove ered by Calab barzon MSMEs include fo ood processin ng, woodcrafft, paper ma aché, footwea ar, linens and d garments, stuffed s toys, basketry, furrniture and furnishings, cut c flowers and other orna amentals, ha andicrafts and aquarium fish. f

C. Natuural Resouurces and Environnment This sectiion focuses on o the region n's utilization n of its land and a water resourcess.

Land Usee Calabarzo on is a small region in the e Philippine es in terms of land area. However, the predominance of alie enable and dispo osable (A&D)) land as opposed to forestla ands in the region is testa ament to the dem mand for are eas that accommo odated built-u up types of developm ment in the re egion.

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Ma ap 1: Calabarzon Land Classsification

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Until the 1980s, the Calabarzon landscape remained largely agricultural. However, as pressure was exerted on agricultural land for conversion to residential, commercial and industrial use, similar constraints were also being exerted on forestlands that became increasingly used for agricultural practices (Annex K). Calabarzon has used its land variedly throughout its provinces. Agriculture remains predominant in Quezon and Batangas while built-up areas dominate the Cavite, Laguna and Rizal landscapes. The built-up areas in Cavite, Laguna and Rizal comprise more than 50 percent of their total A&D land, with Rizal registering 76 percent. Moreover, industrial use as evidenced by the presence of EcoZones is concentrated on these same provinces, which are also those that are nearest to the NCR. On the other hand, the region has a total forestland area of 574,320 hectares in 2003. Of these, however, less than 40 percent have actual forest cover. This is interpreted to indicate the conversion of forestland for other uses, particularly agriculture. Table 2: Calabarzon Forestland and Forest Cover, per Province, 1995 and 2003 (in hectares) Provinces Batangas Cavite Laguna Quezon Rizal Calabarzon

Total Land Area 316,581 128,755 175,973 870,660 130,892 1,622,861

Forestland 1995 51,162 28,205 41,253 398,299 67,003 585,922

2003 48,821 21,022 41,253 396,221 67,003 574,320

Forest Cover 2003 2,362 4,103 8,141 188,997 21,024 224,627

Source: Philippine Forestry Statistics

Utilization of Water Resources Calabarzon has three (3) major water basins: Laguna Lake, Taal Lake and the Quezon basin. Manila Bay, on the other hand, falls within the joint jurisdiction of the region, NCR and Region III. These resources are being used to supply water for domestic and industrial use, irrigation and electricity. Potable water is sourced from springs, shallow tube and deep wells by private households and residential subdivision and water supply providers such as water districts, Manila Waters and Maynilad. The average demand for potable water is 124 cubic meters per person per year based on National Water Resources Board (NWRB) estimates. An assessment of the region's water resources indicates that over-extraction of groundwater in a few highly urbanized areas has resulted to the formation of cones of depression that could eventually lead to ground subsidence if mitigating measures are not implemented. Moreover, saltwater intrusion was also noted in some coastal areas. Nevertheless, the major water basins of the region serve as natural recharge areas. Thus, a source shift, from groundwater to surface water, may be considered for the rational use of Calabarzon's resources and may also help mitigate emerging concerns of subsidence, saltwater intrusion and pollution that come with industrialization and development.

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Source: Nattional Water Re esource Board

D. Plannning and Governannce Initiativess in the form of policies and programss on developm ment plannin ng, governancce and decentrallization impacted on the development d t of the region. Various initiatives (Ann nex L) were introduce ed throughout the years to o upgrade go overnance ap pproaches an nd tools in ma anaging developm ment. Past miilestones in Calabarzon C p planning and governance include: • • • • • • • • • •

Sttrengthened National, Re egional and Local L Plannin ng Linkages Promotion of the t Growth Corridor C Appro oach In ntroduction of o the Clusterr Planning Ap pproach Highlighted Pu ublic-Private Partnership, Volunteerism m and Particiipatory Plann ning Approaches ass Key Develo opment Strategies g of Various Advocacies into M Mainstreamin i the RDA Im mproved Plan nning Tools and a Local Levvel Databasin ng for More Effective E Pove erty Diagnosis and Tracking Conduct of Mo onitoring and d Performancce Evaluation n Im mplementatio on of E-Governance and Initiatives in Improving I the e Ease of Do oing Businesss Sustained Cap pacities of LG GUs to Generrate their Own Income Esstablishmentt of a Regional Governme ent Center

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CHAAPTERR 3 ASSSESSM MENT O OF CAALABAARZONN 20044-2010 0: SOCIO-ECONOM MIC ANND SEC CTORAL PERFO ORMANNCE

I. Oveerall Socio-Ecoonomic Perform mance

A. Grosss Regionaal Developpment Prooduct (GRDDP) Fiigure 4: Sharre of Regionss to Total Gro oss Regional Domestic D Product, 2009

Calabarzon is one of the fa astest growin ng re egions in the Philippines. In 2009, it co ontributed 12 2 percent to the total national do omestic outp putiii and is se econd only to o M Metro Manila in terms of GRDP. G Th he region, alo ong with NCR R, Central Luzzon, an nd Western Visayas V contrributed an agggregate sha are of more th han two-third ds of th he total economic output.. It is believed d, ho owever, that Calabarzon'ss economy iss evven underesttimated unde er the curren nt syystem of natiional accounting given the fa act that the fiinancial repo orts of industries lo ocated in the region are re ecorded in NCR w where their he eadquarters are a based.

An examinatio on of the 200 04-2010 Plan n Ta argets, Actua al Growth Rattes and Pointts Deviation n for Calabarzzon GRDP revveals that the e region wass consistentlyy unable to meet m its targe ets from 200 03-2009, desspite the fact that the GRD DP almost alw ways posted an increase every year. Source e: NSCB

The lowesst GRDP grow wth rate, neggative 1.6 perrcent, was po osted for the period 2008 8-2009 and is attributed d to the slowd down of the export e manufacturing ind dustry of the region due to o the global financial meltdown an nd exacerbated by the wid despread damage caused d by Typhoon ns Ondoy and d Pepeng. The T region also recorded the lowest co ontribution to o national ou utput comparred to other regions during this pe eriod, contribu uting only ne egative 0.2 pe ercent affectting overall ecconomic grow wth of the cou untry. Consid dering that the region take es a 16 perce ent share of the total rem mittances from m Overseass Filipino Worrkers (OFWs),, it is believed that their remittances were w a signifiicant contributor and buoyy to the region nal economyy.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Table 3: Calabarzon Gross Regional Domestic Product: Plan Targets, Actual Growth Rates and Points Deviation (in percent), 2004-2009 Baseline (20022003) GRDP Plan Targets1/ Actual2/ Points Deviation3/

3.8

20032004

20042005

20052006

20062007

20072008

20082009

4.3 4.0

4.7 2.6

5.2 4.6

4.6 4.9

5.5 1.9

5.7 -1.6

-0.3

-2.1

-0.6

0.3

-3.8

-7.3

Sources: 1/ Calabarzon DP, 2004-2010; 2/ NSCB; 3/ Computed as Actual – Plan Targets

B. Unemployment The target employment rates for 2003-2010 were met annually, although these averaged only one percentage point above 2008-2010 targets. On the other hand, the lowest unemployment rate for 2003-2010 was 10 percent. Given the rate of attainment of employment and unemployment targets, there is little indication that a single digit unemployment rate will be attained in the near future (Annex M). Table 4: Calabarzon Employment and Unemployment Rate: Plan Targets, Actual Rates and Points Deviation (in percent), 2003-2010 Baseline (2003)

2004

2005

2006

2007

2008

2009

2010

87 86 -1

88 90 2

89 90 1

88 91 3

89 90 1

90 90 0

89 90 1

13 14 1

12 10 -2

10 13 3

12 9 -3

11 10 -1

10 10 -1

11 10 -1

Employment rate Plan Targets1/ Actual2/ Points Deviation3/ Unemployment rate Plan Targets1/ Actual2/ Points Deviation3/

Sources: 1/ Calabarzon DP, 2004-2010; 2/ NSO-LFS; 3/ Computed as Plan targets - Actual

C. Poverty The results of poverty estimatesiv indicate that Calabarzon poverty incidence, or the proportion of families living below the poverty threshold, slightly increased during the plan period under review. More specifically, poverty incidence increased by 0.9 percent from 2006 to 2009, compared to the 0.2 percent increase between 2003 and 2006. The poverty incidence of the region is relatively lower compared to the national average. However, unlike the national picture, the region recorded an additional 2 per 1,000 families that were categorized as poor during the period. The poverty incidence in Calabarzon also followed an increasing trend, as indicated by 0.2 percentage points in 2006 compared to 1.6 percentage points in 2009. Across all indicators, Quezon is the poorest province in Calabarzon, followed by Batangas while Cavite, Rizal and Laguna have the least problem on poverty (Annex N).

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B Despite the gains it ha as made in re ecent years, Calabarzon has h yet to me eet its targetss for complementing popullation growth h with an incrreasing GRDP P and higher employmentt rate. The meeting of o poverty red duction targe ets will be an indicator wh hen this is acchieved by the region.

M 2: Poverrty Incidence Map Map (2 2003)

II. Secctoral P Perform mance Among th he industry, services s and agriculture a sectors, the co ontribution of o industry to GRDP has consisten ntly been the biggest from m 2002 to 20 009, averagin ng 41 percen nt annually. However, H the annual grrowth rate for this sector consistently fell short of set s targets, and a lower com mpared with national figures. f The servicces sector fo ollows a similar pattern to o that of indusstries, postin ng an average e annual GRD DP contribution of 40 perrcent, but alsso falling short of growth targets t and lower than na ational figure es. While the e agriculture, fisheries and d forestry secctor contributed a little le ess than 20 percent p to Calabarzo on GRDP for the same pe eriod, it was able a to consisstently excee ed growth tarrgets from 20 002 to 2008, with the exce eption of its posted p growtth during 200 04-2005.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Table 5: Calabarzon Gross Regional Domestic Product Contribution by Sector, 2003-2009 (at 1985 Constant Prices) Year 2002 2003 2004 2005 2006 2007 2008 2009

Industry

Agriculture, Fishery, Forestry

Service

GRDP

In Php'000,000

57,032.00 59,357.00 61,451.00 62,847.00 65,156.00 66,939.08 66,811.96 63,394.98

42 42 42 42 41 41 40 38

50,511 52,981 56,291 59,348 63,078 67,862 69,852 71,029

37 38 38 39 40 41 42 43

27,593 28,406 29,018 28,278 29,173 30,255 31,533 31,148

20 20 20 19 19 18 19 19

135,136 140,744 146,760 150,473 157,407 165,057 168,197 165,572

100 100 100 100 100 100 100 100

Source: National Statistical Coordination Board

Table 6: Calabarzon Gross Regional Domestic Product per Sector: Plan Targets, Actual Growth Rates and Points Deviation (in Percent), 2004-2009 Baseline (20022003) Industry Plan Targets1/ Actual2/ Points Deviation3/ Services Plan Targets1/ Actual2/ Points Deviation3/ AFF Plan Targets1/ Actual2/ Points Deviation3/

4.3

4.5

1.4

20032004

20042005

20052006

20062007

20072008

20082009

4.8 3.5

5.6 2.3

6.4 3.6

3.8 2.7

4.9 -2.0

5.0 -5.1

-1.3

-3.3

-2.8

-1.1

-6.9

-10.1

5.1 6.2

5.2 5.4

5.6 6.3

6.5 7.6

7.8 2.9

8.0 1.7

1.1

0.2

0.7

-1.1

-4.9

-6.3

1.5 2.2

1.5 -2.5

1.8 3.2

2.0 3.7

2.8 4.2

3.0 -1.2

0.7

-4.0

1.4

1.7

1.4

-4.2

Sources: 1/ Calabarzon DP, 2004-2010; 2/ NSCB; 3/ Computed as Actual – Plan Targets

Throughout the years, the regional economy has continuously transformed, first from being agricultural to industry-based (Annex O) and recently, to being services-based (Annex P). This is manifested in the increasing percentage share of services (from 38 percent in 2003 to 43 percent in 2009) in contrast to the decreasing percentage share of industry (from 42 percent in 2003 to 38 percent in 2009). In contrast, figures for agriculture (Annex Q) have remained fairly constant for the same time period.

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A. Millennium Development Goals and Human Development

Millennium Development Goals (MDGs) Using the United Nations-Statistical Institute for Asia and the Pacific (UNSIAP) Methodology in computing the probability of achieving MDG targets, the Calabarzon MDG Score Card (Annex R) indicates: a) high probability of achieving targets on: o safe drinking sources o sanitary toilet facilities o infant mortality rate (IMR) o gender parity in tertiary enrolment b) moderate probability of achieving targets on: o housing o subsistence incidence c) low probability of achieving targets on: o education o health o gender parity in basic education The breakdown of regional scores per province indicate that Rizal is the best performing province in terms of achieving MDGs, with a 10-2-6 target count for high-moderate-low probability of achievement. In contrast, the provinces of Batangas and Laguna had the most number of targets (11) with low probability of achievement. Using the new official poverty estimation methodology, the region also has a high chance of attaining its target of halving the proportion of people living in extreme poverty by 2015. This is based on the 2009 indicator on the proportion of the population living below subsistence or food thresholds. Cavite, for instance, has already exceeded its provincial target by more than 0.2 percentage points.

Human Development Human Development Index (HDI) is a measure of any progress of change in human development. It is measured by taking the average of (1) life expectancy; (2) weighted average of functional literacy and combined elementary and secondary net enrolment rate; and (3) real per capita income (Annex S). The HDI was advocated by the United Nations Development Program (UNDP) in 1990 to determine growth and development over time. Three out of the five Calabarzon provinces are included in the top five provinces in terms of the Human Development Index: Rizal (ranked 2nd out of 77 provinces included in the assessment), Cavite (ranked 3rd) and Laguna (ranked 5th). Batangas garnered an overall HDI ranking of 15, while Quezon fared the worst with a ranking of 58. Based on these results, the human development efforts may be focused on Quezon and also Batangas, in order to raise the overall HDI rank of Calabarzon.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Table 7: Human Development Index Levels and Rank Calabarzon Provinces, 2000-2006 Area Rizal Cavite Laguna Batangas Quezon

2000

2003

2006

Rank

Level

Rank

Level

Rank

Level

1 6 5 17 28

0.756 0.700 0.702 0.631 0.599

3 4 2 15 47

0.710 0.705 0.724 0.624 0.539

2 3 5 15 58

0.725 0.718 0.708 0.641 0.524

Source: 2009 Philippine Human Development Report, 2009

B. Settlements As a result of the continued and robust growth of the housing and real estate sector in the region, new settlements such as subdivisions and master planned communities continue to emerge not only in Rizal, Laguna and Cavite but also in Batangas and Quezon. The private sector continues to take a dominant role in defining housing and real estate in Calabarzon, catering not only to middle and high-income homeowners but providing low-cost and socialized projects as well. The more affordable housing options are typically located in suburban areas while master planned communities tend to locate along major road networks. Moreover, the latter provide amenities that integrate residential, business, institutions, ecology and recreation in one setting. Calabarzon has also played host to resettlement communities, such as those provided to the affected settlers displaced from the Philippine National Railway (PNR) Right-of-Way NorthrailSouthrail Linkage Projects (NLSP). The relocation for NSLP Phase I (Tutuban-Alabang) is 100 percent complete while relocation is still ongoing for Phase 2 (Alabang-Calamba). Other relocation sites are located in San Pedro, Biñan, Sta. Rosa, Cabuyao and Calamba in Laguna and some parts of Rizal.

C. Transportation

For the planning period in review, several major transportation projects were implemented in Calabarzon, some through public-private partnerships defined by joint ventures or a build-operatetransfer (BOT) scheme. Among the most notable accomplishments for transportation are: • completed linkage between SLEX and the STAR tollway, although one side of the four-lane toll road connecting Lipa City to Batangas City is yet to be completed • completion of the Manila-Cavite Toll Expressway R-1 Extension (Segment 4) to Kawit, Cavite • completion of the 11.28 kilometer “missing link” of the Marikina-Infanta Road after 20 years of staggered implementation, making the 106-kilometer stretch passable from end to end from Junction Sumulong Highway, Antipolo City to Infanta, Quezon • construction of new routes such as the Quezon Eco-Tourism Coastal Road, Candelaria Bypass Road and Ternate-Nasugbu Road • completion of the Tiaong Bypass Road in Quezon • completion of the Daang Hari Road in Cavite • modernization of the Batangas Port Passenger Terminal • started rehabilitation of commuter rail services that will eventually connect Manila to Naga, Bicol 18 | R D P 2 0 1 1 ‐ 2 0 1 6

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D. Environment and Disaster Risk Management The Philippines is considered to be among the most disaster-prone countries in the world, and Calabarzon had its fair share of calamities in 2009 alone. Landslides and twin Typhoons Ondoy and Santi cost the region over three billion pesos in damages and hundreds dead, injured or missing. Table 8: Calabarzon Calamities, 2009 Province Quezon, Batangas, Cavite

Cavite Rizal

Rizal

Laguna

Cavite Laguna

Batangas Cavite Laguna Quezon Rizal

Type of Disaster Typhoon ‘Feria’ June 23 to 25, 2009 Brought storm surge Hail storm and tornado Tropical Storm ‘Isang’ July 14-18, 2009 Tropical Depression ‘Jolina’ July 30, 2009 Tropical Depression ‘Maring’ July 30, 2009 Landslide in Calamba City Tropical Depression ‘Nando’ September 12-13, 2009 Landslide and flooding Typhoon Ondoy September 26, 2009

Casualties 4 dead 3 injured 2 missing

2 dead 1 injured

2 dead

Affected Population / Area 17 municipalities 78 barangays 3,383 families 15,824 persons

Estimated Cost of Damage PhP 23.0 million

Affected Homes Totally Partially Destroyed Destroyed 317 891

7 municipalities 94 barangays 42,863 families 189,283 persons 2 municipalities 8 barangays 18 families 120 persons

PhP 3.8 million

PhP 0.38 million

2 dead

2 municipalities 2 barangays 2 families 83 persons

2 dead 3 injured

12 municipalities 25 barangays 9,263 families 46,731 persons

172 dead 311 injured 9 missing

83 municipalities 1,045 barangays 586,555 families 2.94 million persons

Php 2.1 billion

7,308

68,489

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Batangas Cavite Laguna Quezon Rizal

Type of Disaster

Typhoon ‘Santi’ October 30, 2009

Casualties

16 dead 52 injured 2 missing

Affected Population / Area 883 barangays 96,541 families 470,370 persons

Estimated Cost of Damage Php 272.9 million

Affected Homes Totally Partially Destroyed Destroyed 4,371 30,981

Source: Office of the Civil Defense

For the previous planning period, calamities were interpreted as being caused by anthropogenic damage to the environment. Thus, the interventions identified to manage the risk of disasters basically focused on reforestation, strengthened policies for environmental protection, biodiversity conservation, increased awareness on natural hazards and the greening of urban areas. While most targets in this regard were attained, they did little to prevent damage to property and infrastructure and the loss of lives in Calabarzon. The enactment of the Disaster Risk Reduction and Management Act 2010 (Republic Act 10121) is providing a new approach to disaster risk management by putting LGUs at the forefront in the implementation of necessary actions before, during and after a calamitous event. The DRRM Law also propagates the fact that natural hazards are not always triggered by anthropogenic activities but are inherent events which should be properly understood and actually may be planned for. Thus, a simulation of sea level rise and flooding and its consequent effects to the region was included in this RDP (Annex T). Table 9: Environment-Related Objectives vs. Actual Accomplishment Objectives/ Targets 2004-2010 Reforestation for the following: a) Timber Production- 1,390.33 hectares b) Watershed Restoration- 3,835 hectares c) Patent Issuance- 10,206 hectares

Actual Accomplishment/ Success Indicator 3,049 hectares plantation established 4,734 hectares watershed restored 0 hectares reported

85 percent of households (HHs) properly disposing their garbage All LGUs have environment codes Enhance biodiversity conservation efforts Promote awareness on the importance of natural resources conservation and management as well as mitigation of natural hazards

DRR and CCA was well promoted to the provinces through workshops conducted by NEDA and other institutions

Protect people from environmental hazards Reforestation of border areas between municipalities and provinces Establish mini-forests in city centers Source: Calabarzon 2004-2010 RDP

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99.92 hectares roadside planted

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E. Goveernance One of the most notab ble governan nce projects undertaken u in n Calabarzon n since 2004 4 was the Kap pit Bisig Laban sa Kahira apan (KALAHII) Program. KALAHI K aimed d to alleviate poverty in th he identified poor municipalities of the region r througgh direct delivvery of basic public servicces using a convergence c strategy. KALAHI wass implemente ed through th he Regional KALAHI K Conve ergence Grou up (RKCG), which w is compossed of nation nal and regional line agen ncies and LGUs. The convvergence stra ategy calls for a special fo ocus in the de elivery of inte egrated services to generrate bigger im mpacts to targget communities. Quezon and a Batangass, having the poorest mun nicipalities in n the region, became b the focus f of KALLAHI. Other govvernance pro ojects comple ementary to KALAHI K and implemented d in the region during the plan period in review are: • Botika Sa S Barangayy. The projectt seeks to ma ake quality medicines more afford dable and avvailable to pe eople down to o the baran ngay level and to the poorrest of the po oor. It is a major pro-poor project of the e Departmen nt of Health (D DOH) in collaboration with the e Philippine In nternational Trade T Centerr (PITC) and d local drug producers. p • Pantaw wid Pamilyangg Pilipino Pro ogram (4Ps). The T program m is a povertyy reduction sttrategy that provides p gran nts to extremely poor housseholds to im mprove their health, nutrittion and education n particularlyy for children aged 0 to 14 4. The progra am has dual objecttives: social assistance a th hrough cash assistance and a soccial developm ment through h investmentt in human ca apital. It is be eing implemented by b the Departtment of Social Welfare and Developm ment (DS SWD). • Hunger H Mitigation Program. The progrram aims to intervene at both b the e supply and demand side of food. The program co omponents are: a foo od for school (providing a ration of one e kilo of rice to families of o pre eschool, day care and Gra ade 1 pupils)) and Tindaha an Ni Gloria (where the poo or could avail of discounte ed prices of rice, r canned goods, noodless and other basic b commod dities). The program p is implemented by b the National Nutrition Council C (NNC C) in collabora ation with the DSWD, D National Food Autthority (NFA), Departme ent of Educattion (DepEd), and Department of the Interio or and Local Governmentt (DILG). • Commu unity-Manage ed Agrarian Reform R and Poverty P Reduction n Project by the t Department of Agraria an Reform (DAR). The project pro omotes the sttrategy for efffecting land transsfer to agrariian reform be eneficiaries based b on farmer-landowner neggotiations and communityy-state partnersh hip in the planning, provission and man nagement of producctive investments and crittical support services. • PHILHE EALTH Card Distribution. D T card give The es the membe ers 25 to 30 percent disccount for their hospitalizzation and otther medical needs. The cards c are disttributed through LGUs.

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CHAPTER 4 KEY DEVELOPMENT OPPORTUNITIES AND CHALLENGES TO REGIONAL GROWTH AND DEVELOPMENT

I. Opportunities Calabarzon has vast opportunities for growth if it capitalizes on its potentials. Its natural features and current tourism-related facilities indicate opportunities to concretely package Calabarzon as a world-class destination. This thrust may also be supported by the strong presence of arts and crafts trades, buttressed by educational institutions and organizations which support indigenous industries. Its proximity to Metro Manila and abundance of agricultural produce and raw materials make the region a good alternative for investors, including multi-national companies, who would like to locate outside but near the NCR. Currently, the prioritization of national road projects within the region, the rehabilitation of PNR and the development of ports in Batangas and the development of the Eastern Pacific Seaboard with Mauban, Quezon as the center, seek to reinforce the rate of economic growth in Calabarzon. The expansion of residential and commercial hubs in the region, coupled with deliberate efforts to increase the quality of livability of its cities and towns, point to the recognition of Calabarzon as an alternative residential and commercial district offering a better quality of life than Metropolitan Manila. Livability, in turn, attracts a highly literate population. Given these, the region's opportunities for development may be described as falling under three (3) major categories: (1) Tourism and Infrastructure, (2) Agribusiness, Manufacturing and Logistics, and (3) Information Technology (IT), Business Process Outsourcing (BPO) and Creative Industries (CI)v.

A. Tourism and Infrastructure Each of Calabarzon's five provinces has its own distinct tourist offerings. Cavite is home to famous heritage sites while the landscapes and seascapes of Laguna, Quezon, Batangas, and Rizal make them natural sites for eco-tourism. Recently, Balesin Island in Polillo, Quezon has been converted into an economic tourism zone, which is expected to contribute to the tourism economy of the province. Aside from better and wider roads, the availability of airports and seaports can encourage more tourist arrivals. The ongoing rehabilitation of the PNR is expected to help ease problems related to land transportation going to and within the region. Infrastructure development should also be complemented by tourism-related auxiliary facilities such as accommodations, tourist police and information centers and better banking services. R D P 2 0 1 1 ‐ 2 0 1 6 | 23

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B The national government's One Town One Product (OTOP) approach to promoting indigenous products is also an approach to increasing tourism-related development in Calabarzon. Under the OTOP, the region's popular food and culinary specialtiesvi and local art and productsvii may be marketed more aggressively and effectively.

B. Agribusiness, Manufacturing and Logistics The majority of economic activities in Calabarzon remain largely agricultural in nature despite the growth of various other industries in the region. Given this, particular attention must be given to efforts for the continued growth of the agri-business sector. Interventions towards the growth of the sector may be classified into three (3) components: production, manufacturing and logistics. Interventions related to production may include the support provided to local farmers. These producers may be encouraged to pool their resources and establish cooperatives to improve access to effective farming technologies and economies of scale. Given the resource constraints of LGUs, enhanced public-private partnerships (PPP) for major agricultural infrastructure (e.g. through a buildoperate-transfer scheme) may also be pursued. Interventions related to manufacturing should focus on value-adding to available products and materials. Encouraging a region-wide presence of industrial parks, such as those found in Laguna, is one means to scale up value-adding through manufacturing. Interventions related to logistics may initially focus on preparing and improving the requisite infrastructure for the transport of goods. Traversing Calabarzon is the SLEX, considered to be the longest expressway in the country and currently undergoing improvements. The railway system is also undergoing massive rehabilitation and will supplement the provision of land-based transport when it becomes fully operational. The Batangas Port currently serves as an alternative to the Manila Port as a transit point for passengers- its potentials as a transshipment port for international cargo is worth exploring. Developing the port in the Mauban, Quezon may also supplement the cargo load of the Batangas Port. Together, the ports in Quezon and Batangas can serve as crucial areas for water-based transport of products and goods into and out of Calabarzon. The presence of an airport in the region is also expected to expand available logistics options in the region.

C. Information Technology, Business Process Outsourcing and Creative Industries Information Technology (IT), Business Process Outsourcing (BPO) and Creative Industries (CI) are three (3) inter-related fields that have significantly contributed to the growth of the Philippine economy in recent years. While the presence of IT-BPO-CI service providers was initially felt only in Metro Manila, investors in these companies have, of late, begun locating in alternative areas such as Baguio, Cebu and Davao. The proximity of Calabarzon to Metro Manila and the presence of a highly literate population point to opportunities for the region to take its share in the BPO industry, not only in terms of investments but also in terms of employment opportunities.

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B LGUs which seek to ca apitalize on these t opportunities may introduce ind dustry-enticin ng policies su uch as tax inccentives to co ompanies tha at hire locals. Educational institutions may also rea align their curricula in anticipatio on of the dem mand that ma ay be created d by these industries by im mproving on English, Communicati C on Arts and Computer C Sccience instrucctions. Niche e services in customer c carre, feature writing, w anima ation and web bsite design may also be considered as a offerings for f specialize ed training.

II. Chaallengees Calabarzo on faces num merous challe enges in the course of its pursuit for growth g and de evelopment. These cha allenges fall within six (6)) broad categgories: 1. 2. 3. 4. 5. 6.

In nadequate Trransport Infra astructure Im mbalanced Distribution D an nd Disintegra ated Settlements Vulnerability of o the Econom my to Adverse e External Fa actors Liimits to the Use U of Land and a Other Na atural Resourrces D Disaster Risk Reduction an nd Climate Change C Adapttation Concerns In nadequate Pu ublic Service

A. Inaddequate Trransport Innfrastructure

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Transport infrastructure is defined as being of three (3) major modes: • • •

land-based water-based air-based

An examination of the existing road network map in Calabarzon reveals that there is a lack of landbased transportation infrastructure in the eastern section of the region. Moreover, most of the roads are oriented north-south, reinforcing the need to develop east-west connections not only to ease traffic congestion in certain areas but also to boost the economic potentials of the remaining parts of Calabarzon. Farm-to-Market Roads (FMRs) play a critical role in the overall economic development of the region. However, an assessment of Calabarzon FMRs reveals them to be inadequate in terms of quantity and quality, contributing to the non-realization of the region's potentials for rural-based production and ecotourism. Facilities related to water and sea-based modes of transportation within Calabarzon are observed to be poorly developed and in dire need of upgrading. While the region is proximate to the Ninoy Aquino International Airport (NAIA), the largest in the Philippines, time-cost accessibility (as opposed to physical distance) remains a significant determinant in using air travel as a means of accessing the region. There is a need to reduce travel time from the NAIA to Calabarzon's major economic zones and recreational areas, not only for the indirect benefits of maximizing air travel but for the direct benefit of attracting aviation-oriented investments to the region. In order to maximize past, present and future investments in infrastructure in the region, interlinkages between the different modes of transport in Calabarzon needs to be improved. Among the actions leading to effective inter-linkages are: • • • • • •

upgrading of the railway system and Roll On-Roll Off (RoRo) ports and interconnecting these to the NAIA developing the Fernando (Lipa City) and Sangley Point (Cavite City) Air Bases and using them for interregional transport through “air taxis” establishing the Laguna Lake Ferry System completing the C6 road extending the SLEX to Pagbilao, Quezon and eventually Legaspi, Albay establishing the Pacific alternative route connecting Marikina via Marikina-Infanta-MaubanAtimonan Road

B. Imbalanced Distribution and Disintegrated Settlements Calabarzon continues to attract migrants from Metro Manila and other regions primarily due to the availability of employment and livelihood opportunities and the quality of social services provision found in the region.

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LGUs, how wever, have been unable e to guide the e direction of expansion of o settlement areas due to o the absence of updated la and use plan ns and the ch hallenges rela ated to their implementattion in respon nse to the miggration influxx. As a result, built-up arreas became e concentrate ed in areas where w opportu unities were perceived to converge, resulting to an imbalancce that is ske ewed towardss the western n portion of the region. The conce entration of built-up b areas resulted to o the disadvantages relate ed to unregulated urbanizattion, including the proliferration of informal settlem mentsviii, conggestion, polluttion, environm mental degrad dation, compromised ame enities and a decline in th he quality of basic service es due to go overnment resource consttraintsix.

C. Vulnnerability of o the Ecoonomy to Adverse A External Faactors The indusstry, servicess and agriculttural sectors of the region n have been determined d t be particularly to vulnerable to adverse e externalitiess. The vulne erabilities and d challengess for each of these t sectorss are enumerated in the succeeding s discussio on.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Vulnerabilities and Challenges of the Industry Sector: • unstable growth brought about by weak value-adding technology and diversification and anemic development of market niches, particularly for manufacturing in the automotive, electronics and semiconductors • low rate of utilization of foreign-trade agreements brought about the low capability of local producers and suppliers for positioning in the global value chain • decreasing competitiveness brought about by the rising cost of doing business exacerbated by the unstable supply of electricityx and limited transport mobility • limited responsiveness and relevance of current education curricula to labor market demands and industry requirements (job-skills mismatch) • lack of scaling-up on the gains made in the implementation of the OTOP approach • deficiency in the maintenance of industrial labor relations and compliance with labor standards Vulnerabilities and Challenges of the Services Sector: • dependence of the IT-BPO industry to the performance of foreign markets and its susceptibility to market shocks and uncertainties • disjointed capacities of LGUs, investors, stakeholders and institutions in keeping pace with the growing IT-BPO industry • absence of a global promotional strategy for Philippine services, specifically for Calabarzon tourism • difficulty in accessing financing opportunities for micro and small enterprises Vulnerabilities and Challenges of the Agriculture Sector: • massive conversion and reclassification of agricultural land for non-agricultural uses • low productivity and profitability of crop and livestock farming brought about by unstable market prices and limited supply of inputsxi • uncompetitive agri-based products brought about by weak agri-industry linkages and lack of value-adding • decreasing food securityxii • inadequate farm infrastructure and other support facilities • depletion of fishing grounds due to illegal fishing, inland water degradation, unregulated aquaculture activities, pollution, introduction of non-indigenous, invasive species and mangrove deforestation • climate changexiii

D. Limits to the Use of Land and Other Natural Resources Land and natural resources are finite. In Calabarzon, the consequences of their limited nature are evident as the competition between different, diverse and often conflicting uses. For instance, due to the migration influx to the region, significant pressure has been exerted on agricultural lands by the demand for residential and industrial use.xiv Conversion of agricultural lands also had a parallel impact to the region's forestland: the continued shrinking of primary and secondary forests have been attributed in no small part to the conversion of forestlandxv to A&D. The detrimental effects of such conversions have been exacerbated by the prevalence of illegal loggingxvi and kainginxvii as a practice for upland farming.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Another challenge faced in the course of the development of Calabarzon is the strain being placed on its water resources. Excessive groundwater abstraction has been noted in Dasmariñas City, Bacoor, Kawit and Noveleta in Cavite. Over-extraction of groundwater along some coastal areas in the region have resulted to saltwater intrusion and compromised the quality of potable water available to the population in these areas. Pollution from domestic and industrial sources has also lowered water quality in some parts of Calabarzon.

E. Disaster Risk Reduction and Climate Change Adaptation Concerns As settlements and built-up types of land use continue to expand due to the demands of urbanization and an increasing population, the areas where people converge to live and make a living become progressively susceptible to the effects of natural and man-made hazards. While proper land use and development planning may be able to address the detrimental consequences of hazards, the challenge is the seamless assimilation of Disaster Risk Reduction (DRR) and Climate Change Adaptation (CCA) principles in planning at all levels. Crucial to the effective implementation of DRR and CCA principles is building the capacities of Barangay Disaster Risk Reduction and Management Councils (BDRRMCs) to appropriately respond to pre-, during and post-disaster events, and the involvement of communities in disaster management efforts. The passage of the Disaster Risk Reduction and Management Act 2010 (Republic Act 10121) and the Climate Change Act of 2009 (Republic Act 9729) may also prove helpful for local governments to craft legislation on environmental protection and adapting to hazards. It may also be advantageous to update the basic education curriculum to include lessons on the importance of DRR and CCA. Lastly and in order to provide holistic and effective responses to DRR and CCA concerns, strengthened private sector and donor organization involvement, not only in disaster rescue and relief but more importantly, in mitigation and education efforts may also have to be explored.

F. Inadequate Public Service As with the rest of the nation, public service in Calabarzon may still be improved. The inadequacy of the services provided by government stems from the fact that while public funds are limited, most LGUs are still mainly Internal Revenue Allotment (IRA) dependent. There is a lack of true fiscal reform, particularly on revenue generation and administration and expenditure management. This would have enabled LGUs to generate own-source revenues and use fiscal transfers only as a way to augment local fund sources. Seamless coordination between and among LGUs and national government agencies (NGAs) is also wanting attention. The partnership between local and national public offices would allow for more efficient delivery of services and preclude the duplication of efforts, a fact that is critical in light of limited public resources. Lastly, public service is not exclusively a public domain. Innovative ways of using public-private partnerships should be explored, piloted, replicated and maximized in order to attain the ultimate objective of improving the quantity and quality of public service, not only in Calabarzon but also in the entire context of Philippine governance. These are the opportunities and challenges of the region in its definition and pursuit of development.

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CHAPTER 5 REGIONAL DEVELOPMENT FRAMEWORK The Calabarzon Development Framework is defined by the Vision and Medium-Term Goals and Development Outcomes for the Region. The vision and goals are to be achieved through the implementation of the Calabarzon Spatial Development Strategy, and supplemented by distinct Sectoral Approaches that will be applied in the Region for the 2011-2016 planning period.

I. Vision for Calabarzon The development of Calabarzon will be anchored on the long-term vision that by the first quarter of the new millennium, the region would: • • • • • •

Be the leading global economic hub of the country Be a model, livable industrial region, highly urbanized with well-planned own clusters ideal for sustainable living Have a vibrant countryside offering an excellent alternative place to live, work, and seek recreation Have a modern intermodal transportation system and digital infrastructure integrating the region within, to the country, and to the global community Be complemented by high quality social service amenities accessible region-wide Have a citizenry whose high creativity and competitive spirit, genuine concern for the environment and fellowmen, and love of country is inspired by their affinity to the region’s heroes and unwavering faith in God

II. Medium-Term Goals and Development Outcomes For the plan period, the RDP shall work for the realization of the administration’s social contract with the Filipino People in which the overarching goal is to alleviate poverty. Toward this end, the plan envisions the attainment of the following outcomes within the plan period: 1. High and sustained economic growth 2. Equal access to development opportunities 3. Effective social safety nets Specifically, the success of the plan shall be assessed based on the following targets: • • •

Sustainable economic growth of 5 to 8 percent annually within the plan period which shall enable the economy to generate employment Maintain a single digit unemployment level throughout the plan period Achieve the MDG targets by 2015, with special focus on the targets with low probability of achievement, as follows:

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Table 10: Calabarzon MDG-RDP Targets, per indicator Indicators 1. Subsistence incidence 2. Poverty incidence 3. Proportion of HH with per capita intake below the 100 percent* 4. Proportion of underweight children under 5 years old 5. Net enrolment or participation rate in elementary education* 6. Elementary cohort survival rate*

Current/ Baseline Data (2009)

MDG Target (2015)

Target by end of Plan Period (2016)

3.7

3.3

2.6

13.9

12.4

10.5

60.8

33.9

33.2

8.15

5.14

3.19

71.7

100

68.2

84.7

86.7

7. Elementary completion rate*

67.5

8. Gender parity in elementary net enrollment rate*

1.01

9. Gender parity in secondary net enrollment rate* 10. Gender parity in tertiary enrollment

1.13 1.25

1 1

11. Gender parity in tertiary graduates

1.46

12. Under-five mortality rate*

8.9

1.3

1.2

13. Infant mortality rate

7.5

3.1

14. Percentage fully immunized children*

80.9

100

15. Maternal mortality rate* 16. Contraceptive prevalence rate*

33.6 23.22

9.7 80

9 81

92.5

86.5

88.5

19. Percentage of HH with sanitary toilet facilities

88.5

83.8

85.8

20. Proportion of HHs with secured housing units 21. Percentage forest cover* (targets specified under the National Greening Program) * with low probability of achieving target

66.8

35.2 (2005)

17. Tuberculosis case detection rate* 18. Percentage of HH with safe drinking sources

Table 11: Targets for the National Greening Program (NGP) 2011-2016, in sq. km. Province Batangas Cavite Laguna Quezon Rizal Total

Protected Area 410 40 100 535 575 1,660

CBFM Area 60 20 120 1,100 40 1,340

Source: Department of Environment and Natural Resources IV-A

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Urban Watershed 1,000 250 200 235 50 1,735

Total

1,470 310 420 1,870 665 4,735

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

III. Spatial Development Strategy One of the critical means by which the Region's vision, goals and development outcomes could be achieved is the implementation of the Calabarzon spatial development strategy. The overall Spatial Development Strategy employs the Center/Cluster-Corridor-Wedge (CCW)xviii planning approach, which seeks to direct and stimulate development and growth from west to east, as well as to strengthen north-south development and access corridors. Centers are defined as focal points of economic activities and typically have the highest population densities, where built infrastructure are congregated and support multimodal transport. Centers are usually urban centers commonly located at the intersection of highways and have mixed land use development (i.e. commercial, retail, office and light industrial). Corridors, on the other hand, generally follow transportation arterials (e.g. highways) that emanate from the centers and are characterized by diversity, accessibility and connectivity. There are four (4) types of sub-areas within growth corridors: transit station areas, interchange areas, established neighborhood areas and general corridor areas. Of these, transit station areas are appropriate locations for significant new growth. Wedges refer to the expanses of land between corridors, where population densities decrease as a function of distance from the center. Wedges will consist mainly of low density housing, as well as a limited amount of moderate and high density housing and supporting facilities and services. The wedgesxix include the green corridor areas, protection and production areas. Table 12 presents the centers, corridors and wedges in the region, per province. Table 12: Calabarzon Centers, Corridors and Wedges, per Province Province Rizal

Centers Antipolo City

Corridors Rodriguez, San Mateo, Cainta, Taytay, Angono,

Laguna

Calamba City

Cavite

Dasmarinas City

Batangas Quezon

Batangas City Lucena City

San Pedro, Binan, Sta. Rosa City, Cabuyao, Los Banos, Bay, Sta. Cruz, San Pablo Bacoor, Imus, Kawit, GMA, Carmona, Noveleta, Cavite City, Tagaytay, Silang, Rosario, Gen. Trias, Tanza, Trece Martirez City San Jose, Bauan, Lipa City, Sto. Tomas, Malvar, Tanauan City Tiaong, Candelaria, Sariaya, Tayabas, Pagbilao

Wedges Other Municipalities Other Municipalities Other Municipalities Other Municipalities

The CCW approach was identified in this RDP to: • • • •

reflect the polycentric urban character of Calabarzon increase the interaction between urban and rural areasxx provide opportunities to facilitate development in the different areas of the region improve on the previous RDP approach which focused on the dichotomy between Urban Growth Clusters (UGCs) and Resource-Based Area Development Clusters (RBADCs)xxi

Through the CCW approach: • centers or clusters which are presently heavily populated shall be further developed to enhance their roles as administrative centers and hubs of economic activities for industries, commerce, finance and services R D P 2 0 1 1 ‐ 2 0 1 6 | 33

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • corridor areasxxii shall be developed along the existing major transport routes in the Region • wedges shall be grouped to form smaller, functional clusters to facilitate planning and implementation of programs and projects, with a focus on agri-modernization and settlements developmentxxiii Figure 5 illustrates the centers/clusters, corridors and wedges in Calabarzon through the Quadrant and Cluster Framework Concept (Courtesy of Palafox Associates ).

Figure 5: Calabarzon Quadrant and Cluster Framework Concept Existing urban growth centers such as Batangas City, Tagaytay City, Cavite City, and Lucena City will be reinforced. Lucena City plays a crucial part since it is the only LGU in the Calabarzon Region that has all transport modes and facilities available (i.e. seaport, feeder airport, rail, and major roads). It will stimulate the creation of various processing industries and act as an economic powerhouse of

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B the region. Its impact on the economy will also catalyze the influx of urban development from west to east and balance the location of urbanized areas of the region. The Infanta-Mauban-Famy Growth Triangle and the Mauban-Lucena Growth Corridor are also emerging growth centers that present viable opportunities for economic development in the eastern Pacific portion of the Calabarzon. Covering the shortest land distance from east to west is the Mauban-Lucena Growth Corridor. Green wedgesxxiv of agri-tourism, agriculture, forests and leisure areas have been identified in the central and western portion of the region, which will act as ecological transition areas and boundaries for various development corridors. Alongside such direction of development, the coastal areas of Laguna Lake, Taal Lake, and the east coast will be strengthened and their potentials for waterfront urban development, tourism, and transport maximized. Proposed land uses, urban developments will be grouped in clusters, each borne from the predominant conditions, existing strengths, and potential opportunities of each area. Examples of proposed land uses in the west include beach and mountain tourism, waterfront mixed-uses, agropolis or highly specialized agri- and urban development in Batangas, agro-industrial uses, and metropolitan and commercial urban development in Batangas City. To add to the waterfront development, mixed-use commercial and production areas, and industrial land uses in the east, other uses such as forest protection zones are highlighted. Such land uses will ensure forest areas are protected and preserved. The tourism and mariculture industries will be the predominant land uses proposed in the Polillo Island group cluster in the east. Currently, Laguna Lake divides 66 Local Government Units, grouped into five provinces, 49 municipalities, and 12 cities with an estimated population of six (6) million. Water uses are also highlighted in the Framework Strategy geared towards connecting Calabarzon with Metro Manila. The Laguna Lake is proposed to become a water transport corridor to link the west to the east, and the north to the south. To add to the proposed water transport prerogatives, the Laguna Lake can also serve as a hydro-technology production zone where certain areas will be reserved for innovative lake water treatment that will produce potable water to surrounding LGUs. The areas surrounding the Laguna Lake can become master-planned waterfront urban developments to include housing, commerce, trade, tourism, and other urban land uses. Taal Lake, on the other hand, can serve as an ecotourism and leisure zone to maximize its tourism potentials and stimulate the development of new scenic lakeside communities. The Verde Island Passage in Batangas is also proposed as a strict protection zone that should be used for ecotourism only. Almost all urban areas in both the west and east should go for more compact urban development rather than outwardly and inefficient sprawling urban growths. Compact development limit urban sprawl and does not eat up agricultural and forest lands. Development control is also necessary through the strict implementation of policies geared towards preventing sprawl and proliferation of informal settlements.

R D P 2 0 1 1 ‐ 2 0 1 6 | 35

R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B Finally, no on-urban gro owth sub-clussters were alsso identified in Calabarzo on, based on their potentials for develo opment. Thesse sub-cluste ers are as follows: • • • • • •

Sierra Madre-Pacific Corrid dor La aguna Lakesshore and Banahaw Corrid dor Upland Cavite e-Batangas Aggri-Tourism Cluster C Batangas Lakeshore Batangas-Que ezon Agri-bassed Cluster Bondoc Peninsula

Analyzingg the predominant location of urbanize ed areas reve eals an imbalance of development; th he west has become the focal point of o developme ent, while urb ban areas in the t east are much less. This T observation is reinforcced in the figgure below. Areas with slopes above 18% % limit urbanization and th he construction of roads in these areas

The Infanta/Real are ea flattens abruptly fro om the highly sloping are eas of the Sierra Madre e

Urbanizzed development is anticipated a to spre ead around Laguna Lake by 2020

Resiidents of the Polillo o Islan nd Group travel by boat to Lu uzon

Many are eas in Northern Cavite and a Northwesstern Laguna are spillo over communities with residents that t work in Metro M Manila Mostt coastal are still unde erdeveloped and have e little road access

Tagaytay and Antipolo City are major developments at sloping and elevated areas

Evident that the SLEX plays a majjor influence and role in th he urbanization and develo opment of towns and cities beside it

Many agricultural areas. a Northern Calabarzon is quite e developed and urbanized compared to t the western part

LEGEND: Urban Areas

7 Calamba City 8 Tagaytay City 1 Antipolo City 9 Tanauan City 2 Bacoor City 10 Lipa City 3 Dasmariñas City 11 Batangas City 4 Trece Martires Cityy 12 San Pablo City 5 San Pedro 13 Famy 6 Sta. Rosa City 14 Lucena City

Mainly forrest and agricultural areas. a The eastern reggions are quite underd developed compared d to the western part of Calaba arzon

High Sloping Areaas Urbanized Areas Provincial Boundaaries Major Roads Seaport Airport

Courtesy of Palafox Associa ates

Figure 6: Urban and Urbanized U Are eas in Calaba arzon The Fram mework Strate egy prioritizess the strengthening of the e west-east connections c t open to opportunities for eastern waterfront and logistics developm ment and in order o to harne ess the poten ntials for develo opment and growth g in are eas towards the t Pacific Ocean from west to eastxxvv. 36 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B This westt-east development directtion will be pursued usingg a two-prongged approach h: • sttrengtheningg of east-westt connectionss; and • Im mplementatio on of a special area development proggram, a prop posal to be kn nown as the M Manila Bay-Pa acific Coast Metropolitan M Region.

A. Streengtheningg East-West Connecctions The stren ngthening of east-west e connections en ntails capitalizing on the existing e infrasstructure tha at connects and intercon nnects the diifferent areass of the regio on. Four (4) major m transpo ortation linkss in Calabarzo on have been n identified as a having the e potential to significantly contribute to o the implemen ntation of the e region's spa atial develop pment strateggy and are prroposed for im mprovement and are prese ented in the figure f below: LEGEND:

East-West Connecttion 1 - Real –FamyAntipolo Manila Co orridor Connection traverses numerous hills and upland areas starting g from Antipolo, Rizal all the way to the porrt of Infanta, Quezon. The Famy, Laguna area a and its surrounding LGUs, as a well as Infanta itself can serve as prrocessing zones for goods flowing from the Pacific to Manila. This is also the shorttest means from travelling from the Pa acific Coast to Manila.

Provincial Booundary Inland Waterr Bodies Roads R Connections East-West Road Strategic Deevelopment Connectorss

East-West Connection 1

Existing Seaaport Proposed Seaport S Existing Airpport Proposed Airport A

East-West Connection C 2 – Maub banSta. Cruz-Ma anila Corridor Short road diistance traversing thro ough the Sierra Ma adre from Mauban to the t port (to be de eveloped) in Sta. Cruzz. From there, water w transport deliverrs goods, produ ucts and people, via th he Pasig River to t the eastern coast off the country. A po ort in Taguig City, and road transport in Metro M Manila can be an alternative ass well. The dredging of o navigable rou utes within Laguna Lake will be an imp perative upon the strengthening g of this connection.

East-West Connection 2 East-West Connection 3

East-Wesst Connectio on 4 East--West Connection 4 – Mauban-Lucena-Sa an Juan Batangas Corridor Maub ban to Lucena is the sh hortest land distance from f seapo ort to seaport. This rou ute extends further unttil reach hing Batangas City. Th he Tayabas-Mainit-Mauban Road is in need of upgradin ng for better accessibility of M to Lucena. goodss and services from Mauban

East-West Connection 3 – Mauban-San n PabloCalamba-Sangley Point P Corridor About one third of th his is the South Luzon Expressway, while the rest are National and Provincial Roads. Sttrengthening this corridor requires improved ro oad construction quality, clear signages and conve ersion of highway segm ments into expressways. This T is also the longestt route from the east to wesst.

Courtesy of Palafox Associa ates

Figure 7: Proposed P Cala abarzon Eastt-West Conne ections

R D P 2 0 1 1 ‐ 2 0 1 6 | 37

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B The completion of the Markina-Infanta Road as well as the construction of more east-west lateral roads shall contribute in accelerating development in the eastern part o f the region. Long-term programs for implementation in the Eastern Pacific periphery are in the area of ship building, coastal marine development, among others. Aside from the east-west connection, the north-south Manila-Batangas Economic and Industrial Corridor will be strengthened. The SLEX is recommended to be linked uninterruptedly to the North Luzon Expressway (NLEX), to bolster access and the flow of goods and services from the Northern and Central Philippines to the Calabarzon Region.

B. Manila Bay-Pacific Coast Corridor Growth centers and potential corridors are identified not just as “counter magnets” to congested Metro Manila but also as a way of addressing the impacts of unavoidable urban expansion. This is also an excellent strategy to help achieve efficient forms of peripheral growth. The plan for the Manila Bay-Pacific Coast Metropolitan Region aims to appropriately apply the best practices in urban planning, real estate development, and urban governance elsewhere in the world. The provision for growth centers and corridors are envisioned to enhance livability and global competitiveness which addresses the “push and pull” factors and in-migration to Metro Manila and Calabarzon. Some strategies include: • • • • • • • • • • • • • • • • •

Creating urban development corridors for urban development and green wedges, or areas between these corridors that are dedicated for agriculture, forests and ecotourism Linking roadways, ports and airports to improve regional, international, and global competitiveness Clustering cities/growth centers linked by development corridors for increased competitiveness Information and Communications Technology enabled development in growth centers Poverty alleviation through the provision of jobs Enhancing urban governance with the support and participation of the heads of Calabarzon LGUs Improving metropolitan/regional cooperation between and among barangays, towns, cities, provinces, and regions Providing infrastructure to connect cities and growth centers Reforming obsolete planning and development practices, zoning, and deed restrictions Innovating the educational system through the modernization of taxable world-class university belts in growth centers, with athletic fields and research laboratories, which can spillover into business parks Improving mobility and access Environmental protection Urban renewal and redevelopment of areas that have significant potential for development Cultural development which will showcase the rich traditions of the country and Filipino products Encouraging cooperation among the government, the business sector and civil society Promoting volunteerism in all areas of the development planning process Social development

38 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • • • • •

Redeveloping and remediating brown fields, or formerly abandoned or underused lands, such as former military bases and industrial areas Developing leisure entertainment areas, higher density residential, commercial, and retail development, more open spaces and portside developments Wider citizen participation Making the waterfront as front-door of development, not “back of the house” Strengthening agricultural and food production capacities and the empowerment of agricultural workers

Ports and their surrounding areas are havens for business ventures, manufacturing, storage and processing. With ports along the Pacific, trade to and from the Philippines will be more accessible to the Americas compared to Manila, Singapore and Hong Kong. In addition, it will be more cost-efficient for sea cargo vessels and ocean freight liners to dock on the east coast than to travel around to the west coast as its port of call. Mauban and Infanta are recommended to be developed as port areas in the eastern part of the region. The development of these ports shall comprise the major interventions for the eastern seaboard. The preceding discussion presents the overall or regional spatial development strategy for Calabarzon. However, there are crucial principles that should govern the implementation of this strategy - especially in urban areas. In order to ensure the realization of the vision of the region, the following principles and strategiesxxvi must be adhered to: • • • • •

promotion of mixed-use and multi-use communities appropriate land use management adoption and implementation of good urban design principles development of Laguna de Bay as Metropolitan Manila’s Water Gateway to Calabarzon ten principles for livable towns and cities

C. Promotion of Mixed-Use and Multi-Use Communities Mixed-use developments are buildings and establishments that combine at least three significant revenue-producing uses that are physically and functionally-integrated and developed in conformance with a coherent plan. Business, leisure, institutional and residential uses often comes together in one establishment. Multi-use communities, on the other hand, consist of large areas planned comprehensively in which more than one land use is found. A variety of complementary land uses are located within close proximity to each other. Multi-use communities have numerous advantages such as the promotion of pedestrianization in busy urban areas, the zoning of land uses that reduces traffic congestion as well as lessening the air pollution, and the minimization of urban development sprawling into areas that can otherwise be used for agriculture and forests. For the provinces of Calabarzon, development is compatible with the Palafox Associates’ advocacy to encourage mixing complementary uses and activities in all developments. Moreover, single uses are discouraged to prevent car-oriented cities and provinces and promote walkability.

R D P 2 0 1 1 ‐ 2 0 1 6 | 39

R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B The figurres below prrovide rende erings of the principle an nd exampless of mixed-u use and multti-use communiities as developed by Pala afox Associattes.

Figure 8: 8 Renderingg of the Princiiple of Mixed and Multi-Usse Communities

Figure 9: Perspective of the Propossed Multi-Use Ecolopolis in Cavinti, La aguna

D. Apppropriate Land L Use Manageme M ent The man nagement off land uses in this con ntext focusess on the prromotion of balanced spatial developm ment and tap ps into the existing e and potential physical, socio-economic and infrastrucctural characterristics of the region towarrds enhanced d economic development d t. For Calab barzon, good land use ma anagement iss manifested as the strate egic clusterin ng of growth districts, which make places of liviing and place es of makingg a living close er to each otther. In emplo oying this appro oach, investo ors will be encouraged to locate their businesses in mixed-use developmen nts to promote vertical v spraw wl in the provvince. Furthe ermore, it inte egrates vario ous modes off transportation 40 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B making th he region's municipalities m s and cities walkable w and bikeable. Ass a result, carrbon footprints and otherr climate cha ange contribu utors are min nimized. In order to exercise th his principle, there t is a ne eed to implem ment the strategic clustering of growth h districts and a compactt communitie es especially in upland or densely forested areas in n the eastern n portion, and a existing urban u and bu uilt-up clusterrs in the western portion of the region n to preserve green wedges. The en nhancement of heritage centers c in the e region while e encouraging new developm ments such ass mixed-use, tourism rela ated facilitiess and amenitiies may also be pursued.

E. Adopption and Implemenntation of Good Urbaan Designn Principless Urban design in this context c includ des streetsca aping and lan ndscaping. In n the course of o implementting good urba an design priinciples in the region, the e following ap pproaches ma ay be employyed: • • • • • • • •

Promotion of gree en architecture in structurres from conte emporary to futuristic f arch hitectural and d design of buildings b in urb ban areas Enhancement of public p parks with the provvision of land dscaping, as we ell as bicycle lanes and jogging trails Provission of pedesstrian facilitie es such as waiting w sheds, sidew walks, streetliights and lam mp posts Upgra ading and enhancement of o iconic entrry markers pe er municcipality/city that t reflect th he characteriistics of each h town. Place ement of prop per street dirrectional wayy-finding signss and road markers Identification of areas to be re etained for pu ublic parks, playgrounds and activity a areass Alloca ation and sep paration of sp paces for sid dewalks, bike eways and carriage c wayss Landsscaping of plazas and parks

F. Laguuna De Bay as Manila’s Waterr Gatewayy to Calabarzon Lagunaxxvvii de Bay is a large fresh body b of waterxxviii in the he eart of Luzon Island with an a area of 94 4,900 square e kilometers and a a shorelin ne of 220 kilo ometers. Urban sprawl continue es to spread in areas surrounding the e lake. Thiss greatly affeccts Laguna de d Bay and itss environmen nt. The sub-rregions of Calabarzon (are ea the lake occupies), o wh hich has become the catch h basin to Me etro Manila’ss population and a urbanizattion over-spill, now house es 15 percentt of the natio on’s populatio on. The possible conseque ences of thiss rapid swellin ng of popula ation include food and water shortage, the increase e of traffic con ngestion and d environmen ntal degradattionxxix. Despite ra apid urbanization and suburbanizatio on, Laguna La ake still flourishes as a ce enter for agriculturral and aqua cultural activvities. These activities incclude farmingg, rice producction, animal husbandrry and duck-rraising. Desp pite its significcant contribu ution of 410,000 metric tons t of fish, pollution continues to o threaten this major food d source. R D P 2 0 1 1 ‐ 2 0 1 6 | 41

R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B Laguna Lake L is also used u as a navvigation lane for passenge er boats, sou urce of water for a nearbyy hydroelecctric power plant, food support for the e growing ducck industry, aquaculture, a recreation, fishery, flood control, source of irriigation waterr and a “virtual cistern” fo or domestic, agricultural a a and industriall effluents. The vision n for the Laguna Lake devvelopment entails a paradigm shift th hat is necessa ary to encourrage communiities to treat the t lake as a “front door of development”, rather than t the “back of the hou use”. This can be b achieved by creating waterfront w de evelopments that would engender e app preciation forr the water tha at sustains liffe through the integration n of water resservoir underr the walkwayys, promenad des and parkss, with dikes around the lake to store huge volume es of water supply. Whilstt at the same e time, walkability and bikeability b are promoted within w the lak keshore com mmunities. He ence, this will create a world-class w urban u waterfrront developm ment similar to that of Lake Michigan in Chicago, US, U River Sein ne in Paris, France, F and Lake L Geneva in Geneva, Switzerland. S Recent sttudies condu ucted showed d that Laguna a Lake can maintain m its navigability byy increasing its i depth thrrough dredgin ng and desiltting (given that the averagge existing de epth of the la ake is 2.50 meters). With W increase ed depth, the e lake can alsso serve as a catch basin n for excess water w during storms an nd the water can be collected and sto ored to supplyy water for Metro M Manila. The dredgged materialss of Laguna Lake may alsso be reused similarly to the t artificial islands in the e Netherlan nds, the so-ca alled polder islands. Thesse man-made e eco-islandss will increase e the land arrea of the Calab barzon hence e real estate developmentt will add to the t economicc benefits of the region. The anticipation of inccrease in eco onomic activity and growth in population in the easstern side of Laguna Lake L necessittates an efficcient transport system and accessibilitty. Presently,, only pump boats b can naviggate through the lake. The e integration of the Lagun na Lake Wate er Transport System with the Pasig River Transport System will expand e wate er transport frrom Manila to Eastern La aguna and Rizzal through a ferry system m. Furthermore, by integgrating the pro oposed Manila Bay Water Transport System S to the e integrated Laguna Lake-Pasig L Rivver Transporrt System, the e potentials of o water transport for incrreased accessibility, efficient flow of peop ple, goods and services, and a strengthe ened linkagess will be realized. These eco o-friendly ferry stations are proposed to be located d at Binangonan, Taytay, and Angono in the Provin nce of Rizal, Taguig City, San S Pedro, and Santa Ro osa in the Pro ovince of Laguna, linking Metro Ma anila to various lakefront communitiess. Laguna de Bay, one of the primaryy sources of potable p water sup pplying Calab barzon and so ome portionss of Metro Ma anila, needs to t have a sta ate-of-the-art filtering system th hat would suffficiently sup pply water to residents. A hydraulic control strructure is neccessary to prrevent the back flow w of saline wa ater and pollu ution from Pa asig River. The quality of water within w the lake e should also o be maintaine ed to the highest degree in order to avvoid health ha azards. Numerous solutions to o improve the water quality of the lake exist. Aside from large scale and offten expensive e infrastructu ural projects, there are alsso cheaper and a natural alternatives a (ii.e. reed bed water purrification). Grrey water and d wastewaterr directly disccharged to th he lake has to o be controlle ed, if

42 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B not stopp ped. These tyypes of waterr can compro omise the health of comm munities depe endent on the lake as a source of po otable water. The rehab bilitation and d developmen nt of Laguna Lake keeps in mind certa ain essentiall goals includ ding the integrration of the objectives off governmentt and non-government aggencies and various v secto ors. Among th hem are the Laguna L Lake Developmen nt Authority (LLDA), LGUs, the businesss sector, and d institution ns. Thus, all sectors s strive e for the susttainable deve elopment of Laguna Lake e.

G. Ten Principless for Livabble Townss and Citiees A coheren nt approach on o urban devvelopment an nd managem ment is neede ed for the rea alization of th he vision for Calabarzon. These ten principles for livable townss and cities, developed d byy Palafox Associate es for the reggion, can servve as a template for the development d of Calabarzo on's urban arreas. 1. Design n on a Human n Scale – com mpact, pedestria an-friendly co ommunities allow a residentss to walk to sh hops, service es, cultural resourcess, and jobs, and a can redu uce traffic congestio on and beneffit people’s health. 2. Provide e Choices – people p prefer variety in housing, shopping, s recreation, tran nsportation and emplloyment. Varriety creates lively neighborh hoods and acccommodate es residentss in different stages s of the eir lives. 3. Encourrage Mixed-u use Developm ment – integratin ng different la and uses, neighborh hoods of varyying social classes, and varie ed building types create viibrant, pedestria an-friendly, diiverse communities. 4. Preserrve Urban Cen nters – resto oring, revitalizin ng, and infillin ng urban cen nters take advantagge of existing streets, servvices, and buildings, and avoid the need for new n infrastruccture. This he elps curb spra awl and promote stability s for city c neighborh hoods.

Cou urtesy off PALAFOX

AMA Universsity Town, Gen. Trrias, Cavite (Courtesy of Palafox Associatees)

R D P 2 0 1 1 ‐ 2 0 1 6 | 43

R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B 5. Vary Trransportation n Options – giving g people e the option of o walking, biking, and usiing public tra ansit, in additio on to driving, reduces trafffic congestio on, protects th he environme ent and enco ourages physsical activity. 6. Build Vibrant V Publicc Spaces – citizens need welcoming, well-defined w public placess to stimulate e face-to-fa ace interactio on, collectivelly celebrate and a mourn, encourage e civvic participattion, admire public artt, and gather for public evvents.

7. Create a Neighborh hood Identityy – a “sense of o place” give es neighborh hoods, baranggays, and communiities a unique e character, enhances e the e walking environment, and a creates pride p within th he communiity.

8. Protectt Environmen ntal Resources – a welldesigned balance of nature n and de evelopment preservess ecological systems, s prottects waterw ways from conttamination, reduces r air pollution, and protects property p valu ues. 9. Conserrve Landscap pes – open space, s farms,, and wildlife ha abitat are esssential for en nvironmentall, recreation nal, and cultu ural reasons. 10. Desig gn Matters – design excelllence is the foundatio on of attractivve, successfu ul, and health hy communiities. The urb ban and landsscape design n will also defin ne what communities valu ue.

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Th he Leisure Farm,, Lemery, Batan ngas (Courtesy of P Palafox Associates)

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H. Design Guidellines for Physical P Deevelopmennt The purpo ose of this se ection is to de etail specific guidelines on o the approp priate design n and approach to xxx be integra ated in the physical development of Calabarzon C ho olistically . More M specificcally, these developm ment guidelines are complementary an nd recommen nded to be in ncorporated in i the developm ment of the id dentified priority areas. Th he guideliness entail speciffic architectu ural and masster planning themes for the physical design d of the urban landsscape as welll as in waterffront location ns applicable in Calabarzzon.

1. Urban Design D Guideelines The general objective is to provide e buildings wiith architectu ure, landscap pe designs re eflecting local history, culture and ch haracter, and d building pra actice providiing a sense of o location orr "a sense of place”. a. Buildin ng Design Critteria •

•

New buildingss should strivve for a conte extual approach to design, not ne ecessarily in a historical apprroach, but byy means thatt are se ensitive to th he surroundin ng urban, buiilt and natural condittions. Adjacent build dings should relate in sim milarity in n scale, heigh ht, and configguration.

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R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B • La arger buildings (those witth facades grreater than 20 2 meters or 64 feet in wiidth) should be broken down in scale throu ugh separation into volum mes. These should be well proportione ed and related to o create a sattisfactory com mposition. • Drive-through D windows and d services sh hould be acce essed at the building faca ade facing th he re ear property line away from the pedesstrian street. b. Buildin ng Spatial Arrrangement • •

•

• •

Th he general objective is to ensure the livveliness of siidewalks and d continuity of o building frontss. Buildings placced along sidewalks should have doors an nd windows facing the street and should inccorporate oth her architectural features. f Buildings shou uld be locate ed close to the pe edestrian strreet (within 7 meters or 25 2 fe eet of the currb), with off-sstreet parkingg be ehind and/or beside build dings. If the building is located at a stre eet intersection, the main n building or part of the building should be placed at the corner. Parkiing, loading, or service ba ay should nott be located along a an in ntersection. Pedestrian cirrculation should be an inttegral part of the initial sitte layout. Ped destrian ciirculation can n be reinforced by providiing spacious sidewalks frronting building facades rather r th han along or across parking lots, alleyys, and drivew ways. Arrange buildings to create e viewing corrridors betwe een pedestria an destinations within and d ad djacent to the site including building entrances, e trransit stops, urban open space, s and nearby public amenities in ncluding park ks and greenw ways.

c. Building Orientation n • • •

•

Sttructures and d landscapin ng should be oriented to preserve p sign nificant viewss and stimula ate th he activity of public space es such as plazas and passeos. Sttructures sho ould be locatted along the e front and siide of properrty lines, adja acent to sidew walks, open spaces, and plazas. Buildings and public space es should be oriented and designed to maximize e views betwe een uses. Te echniques su uch as the usse of balconie es, po orches, and windows w faciing public are eas aid in ke eeping “eyess on the stree et”, enhancess the viisibility of public areas, en ncourages co ommunity in nteraction and heightens a sense of se ecurity. G Ground floor uses u should directly d caterr to pe edestrians. Examples are e banks, sho ops, re estaurants, and a information centers.

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B d. Treatm ment of Blank k Walls The general intent is to t ensure tha at buildings do d not displayy blank, unatttractive wallss to streets or o public open spaces. e. Promin nent Entrance es The general objectivess are to ensu ure that build ding entrance es are easily identifiable and a clearly visible from streets and sidew walks and to o ensure that building entrances directtly reinforce pedestrian activity on n the streets. f. Streetscapes Sidewalkss and Arcade es • Side ewalks should be uniform m throughoutt the entire length of the street. Th he width of the side ewalk should d not be less than 1/6 of the t road right of wayy. • The e sidewalk pa avement shou uld have a no on-slip surfface and sho ould slope do own from the buillding line tow wards the currb line at not more than one in fifty (1/50) and should s level off with the curb. • Side ewalks of two o (2) meters or more in width w should include, i on itts outer side,, a planting strip s of not n less than 0.9 meters in i width, separating the curb c from the e sidewalk pa avement. • All arcades a shou uld be of unifform width all throughoutt the entire le ength of the street s within the blocck or from on ne street corn ner to anothe er. • Arca ades should be cantilevered from the e building line e over the sid dewalk, and the t horizonta al clea arance betwe een the curb line and the outermost fa ace of any pa art of the arccade should not n be less l than 500 millimeterss. • Com mbined open and arcaded d sidewalks should s be pro ovided with a planting strrip of not lesss than 800 millim meters in widtth as a separrating strip be etween the arcaded a portion and the open o porttion of the sidewalk. Genera al Provisions • • • • •

Te emporary sid dewalk encro oachments arre allowed. Café C seating, planters, ram mps, stairs, and a fo oldable board d signs which h are located on the sidew walk should be b located with at least 1.5 1 m meters wide that is free off obstructionss. Th he ground flo oors of buildings should be b encourage ed to contain public or semi-public use es su uch as retail or entertainm ment uses with direct enttry from the street. s Retail activitie es within buildings should d be oriented towards the street and have h direct acccess frrom sidewalk ks through sto orefront entrries. O Open-air pede estrian passa ageways (with h or without overhead o covver) are gene erally more visible and more invitting than inte erior hallwayss. This can be an attractivve, successfu ul location fo or sttore entries, window displays, and/or restaurant/ccafé seating. It is best to take the "indoo ors" outdoorss by spilling in nterior space e (e.g. dining areas, smalll m merchandise displays) ontto walkways and a plazas, and a to bring the t "outdoorss" into the building by op pening interio or spaces (e.gg. atriums) to o views and sunshine. s

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • It is recommended to utilize a variety of special paving treatments such as colored and/or stamped concrete, stone or brick pavers, to identify and visually enhance sidewalks, intersections and pedestrian crossings. Another suggestion is to use standard warning signs and light fixtures to alert drivers at crossings and use traffic calming devices to slow vehicles at crosswalks. • Sidewalks should be wide enough to accommodate comfortable and leisurely pedestrian activity. g. Pedestrianization Pedestrian System To reinforce and enhance the pedestrian system and provide a human scale and interest to buildings along sidewalks and walkways, the following requirements should be met: • • • • •

Primary building entries should be oriented at pedestrian circulation points conveniently and effectively connecting pedestrians with transit services. Outdoor lighting at a human scale should be provided to encourage evening pedestrian activity. Convenient linkages throughout the city should be provided to facilitate movement for pedestrians to and from the river, and to and from adjacent neighborhoods. The sidewalk should be buffered and separated from vehicular traffic with street trees, plantings, and protective bollards. The pedestrian promenade should be enhanced by widening the space used by pedestrians. Arcades, awnings, and widened sidewalks should be used to do this. Sidewalk cafes and food vendors should be located in the wider pedestrian space.

Pedestrian Routes • • •

Pedestrian routes should be located along or visible from all streets. They must provide clear, comfortable, and direct access to the core commercial area and transit stop. Primary pedestrian routes and bikeways should be bordered by residential fronts, public parks, plazas, or commercial uses. Where street connections are not feasible, short pedestrian paths can provide connections between residential and retail areas.

Pedestrian Signage •

• •

There should be continuity of directing pedestrians along safe, appropriate routes to common destinations (i.e. shopping areas, public transport interchanges, tourist attractions, parks, key buildings and public amenities). The walking route should be signed from the start of the route through the destination. Generally, signs should not cause hazards in the footway or verge in which they are placed. Signs should not block visibility of, or to vehicles or pedestrians The needs of mobility-impaired users should be taken into account when signing destinations and locating signs. The design and materials used should be suitable for their function and the color of the signs should contrast with the background to make sure they stand out.

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h. Public Open Spacess and Amenitties Open Spa ace • • • • • •

Th he material used u for walk kways located d within natu ural areas sho ould allow fo or the percola ation off water into the t ground. Suitable S mate erials include e grasscrete pavers, wood den decking or o crrushed grave el. Th here should be a buffer of o open space e around the e perimeter off the develop ped site, exce ept at driveways or other o openinggs. Exxisting health hy trees of de esirable speccies are enco ouraged to be e retained on n-site and sho ould co ount towardss the plantingg requiremen nt. To o ensure that urban open n spaces are well used, it is essential to t locate and d design them m ca arefully. Urba an open spacces should be e located in clear c and visible areas an nd easily acccessible fro om public are eas. Views an nd sun expossure should be b taken to account a as we ell. Specific activities for the space s should be programm med to revita alize and help p make it a liively area. Th he perimeterr of urban open spaces sh hould consistt of active usses that provide pedestria an trraffic and use es for the spa ace includingg retail, cafess and restaurrants and higgher-density re esidential.

i. Parks and Plazas Location of Parks and d Plazas • • •

Parks and plazas should provide p a pub blic focus for each neighborhood. Theyy should be lo ocated next to o public stree ets, residential areas and d retail uses. Parks should not be forme ed from residual areas. Instead, they should s be use ed as bufferss to su urrounding developments d s, or used to separate buildings from streets. s Parks and plaza sites shou uld reinforce retail and re esidential are eas by creatin ng places suitable fo or informal ga atherings or special s events. Appropria ate sites are centrally located and ad djacent to streets and shopping areass. In many co ommunities, parks and plazas are loccated n sites that o are a not suitab ble for other types of usess, such as un nder freeways, on oddly sh haped parcels at the edge of a develo opment, or within private residential or office co omplexes. These sites arre not approp priate for pub blic parks and d plazas and d rarely functiion efffectively as such. s

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R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B Size and Frequency of Parks • • • •

Parks should be developed d throughoutt Transit Oriented Develop pments (TOD Ds) and su urrounding areas a to meett on-site population needs. Village parks should s be pla aced within tw wo (2) blockss of any resid dence. Neighborhood d parks with large playing fields should d be located at the edge of o the TOD or ad djacent to scchools. Community pa arks should be b placed alo ong regional open o space or o bicycle nettworks.

j. Bikewayys • • • • •

Selected route es to the tran nsit stop should provide marked m or separated bike eways conneccting with the secon w ndary areas and a other keyy destination ns. D Designated bike lanes sho ould be provid ded on seleccted connecto or streets and a limited number of loccal streets tha at converge upon u the com mmercial and d transit centter. Bicycle routess are encoura aged on small residential streets, but designated or o marked bik ke la anes are not required. Separated bik ke paths shou uld also be provided along greenwayss and arterialss, and througgh open space co orridors. Bikeways should be well-id dentified by bikeways b sign ns that indica ate the begin nning, end, an nd ro oute of the biikeway. Clear destination signs should d be provided d that direct riders to key acctivity centerrs (ie. shopping areas, tra ansit stops, re ecreation faccilities, schoo ols, and bike pa arking facilitiies).

Bike Pa arking • • •

Bicycle parking facilities in nclude bike ra acks, "checkss" and lockerrs. Bike rack ks must be provided at sh hops, schoolss and recreattional destina ations in TOD Ds and secon ndary areas. M More secure bike b parking facilities f musst be provide ed at all office e/employment uses and a m major transit stops. s Signs indicatin ng the locatio on of bike pa arking facilitie es must be clearly posted d. Bike parking m be shared may d between usses, but shou uld be centra ally located, easily e accesssible to building entries, closerr to the building than auto o parking are eas, and visib ble from stree ets or parking lo ots. These faccilities should d not block pedestrian p routes.

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B k. Transportation Circulatio on • • •

Cars should not be allowed d to dominatte the commu unity fabric. Trraffic loads should s be eve enly distributted throughout the comm munity. W Wide sidewalk ks along all main m ro oadways should be requirred to fa acilitate pede estrian movement and viitality. • La andscaping should s be utiilized to buffer pedestrrians from ve ehicular sttreet traffic. • Th he radius of corners shou uld be m minimized where pedestria an w walkways crosss • Acccessible ram mps for PWD Ds and elderly should d be provided d at all co orners. • Special pavingg at major in ntersections and a crosswalks should be e applied to create c a visu ual cue to slow w traffic spee eds. • Alternative inttersection controls should d be considerred (i.e. roundabouts) to maintain trafffic flo ow without stop signs or lights. • Clear sight line es should be e maintained at intersections. • In ntersections with w off-road trails should d be promine ently displaye ed by incorporating signs, sttriping or spe ecial paving, and signalize ed lights. • Trraffic calmingg techniquess should be used u such as mid-block in ntersections, roundaboutss, la andscaped medians m and street s trees to t reduce traffic speeds and a ensure co ompatibility with w pe edestrian cirrculation. • Development D should be orriented aroun nd a single main m street th hat serves as the primary ro oadway into the t core centter of the com mmunity. • Lo oading and bays b should be b located att the rear of the t developm ment away fro om primary ve ehicular routes so that they do not open directly onto the stree et. • Sufficient road dway width should s be enssured to acco ommodate bicycle lanes. • Whenever W posssible, internal access drives should be b located to join together existing pub blic sttreets and/or connect to adjacent privvate drives, so s that the in nternal circula ation functions as an integral part of the surrrounding tran nsportation network. n l. Parkingg Off Streett-Parking • • • • • •

Ease of accesssibility should be ensured d by providing adequate parking. p Parking should d be sized to o meet a reassonable demand. Parking districcts should be e created to plan p and man nage for grea at efficiency. No parking sp pace should be b greater tha an 300 mete ers from any activity accesss point. O Off-street park king lots shou uld not be allowed to dom minate the street scene or urban fabric of th he communitty. La andscaping treatments t like landscape ed berms, ve egetation and d decorative fencing f shou uld be uttilized to min nimize the vissual obtrusive eness of surfface parking lots.

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R E G I O N N I V ‐ A : C A A L A B A R Z O N G L O B A L B U S I N EE S S H U B • Shared parkin ng among adjjacent uses should s be encouraged to minimize the e amount of underutilized parking area a. Cluster parking areas are preferred over large exxpansive lotss. • Ample shade should s be provided throu ugh the generrous distributtion of large-canopied tre ees. • Sustainably de esigned park king such as water w catchm ment or solarr powered roo ofing is prefe erred. • Surface parkin ng lots should be located at the rear of o the building, and not fro onting main sttreets. • Surface parkin ng lots should be treated as detailed landscape l elements. • Decorative D paving materia als should be used to define walkwayss and parkingg bays. • Parking lots sh hould not be located betw ween a buildiing and a ped destrian stre eet. Parkking Configurration • Parking lots should not n dominate e the fron ntage of pede estrian-orientted streets, inte errupt pedesttrian routes, or o negativelyy imp pact surround ding neighborrhoods. Lots should be locate ed behind buildings or in the t inte erior of a blocck whenever possible. Stru uctured parkiing is also en ncouraged an nd futu ure intensifica ation with strructured park king should be consid dered when designing d development pla ans. Retail in Structured S Pa arking Lots •

Retail uses should d be located on the groun nd floor of pa arking garage es and incorp porated into the t buildiing's design. Office buildiings can also o be designed d so that the active use portions p of the buildiing face the street s and wrrap around an a interior parking structu ure rather tha an sit on top of a podiu um of parkingg. Minor porttions of parking structure es that do nott have first-le evel retail use es must be articulate ed and otherw wise have an n appearance e similar to th he buildings they t serve.

Parking Lot L Landscap ping •

•

Treess should be lo ocated alongg walkways. Perimeter P landsscaping should screen vie ews of cars, but b not block k views of reta ail facades. Tree canopie es should be trimmed to pro ovide shade, but should allow a buildiing visibility. The peak pa arking areas should have permeable surfaces s such h as gravel and roof garde ens. Landsscaping along parking lott perimeters should s also be pro ovided to sofften the visua al impact of rows r of parke ed cars and define d the edge of the sidewalk.

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B Parking fo or Persons with w Disabilitie es (PWD) and d Loading Zo one Location of Parking Pllaces •

Parking spaces fo or PWD should be located as close as possible to the accessible e entrances of buildiings and othe er facilities. Where parallel parking spacess for PWD are e provided, th hey must be placed adjaccent to a walk k system with a hard surface tha at is accessib ble from the space. s

•

2. Riverfr front and Coa oastline Deveelopment Guuidelines In order to revive the waterfront w arreas of Calab barzon, desiggn solutions that t contributte to the characterr of the waterfront and accknowledge itts heritage are to be appllied. Thus, th he following requirements should be met: • • • • •

• •

The e area's histo ory should be recognized by b incorporatting remnantts of industria al infrastructture and d/or providingg port facilitie es for a ferryy tourist-ride. New w park areas or open spaces for physiical activitiess or gatheringgs should be oriented to the t bayy. Lan nd uses should be integra ated and deve elopments made m to be op pen and acce essible. The e design of th he bridges sh hould be integgrated with the design of the park and d the riverfront. The e river should d be oriented for views to and from it while w establisshing a relatiionship with the t area’s street grid; development projects should be de esigned and oriented to visually v link th heir view ws to the rive er and/or watterways; ope en spaces and d landscaped d areas shou uld also be dessigned and orriented to em mphasize view ws of the rive er and waterw ways. Pub blic viewing areas a should be provided,, which take advantage off views of the e river and water w actiivities and fe eatures. A grraceful transition should be establishe ed between buildings b and d the river lin ne, waterfrontt or coa astal areas.

a. Setba acks Structures should be located as far back as practicable from the shorreline. When a structure does d not require a locatio on on the watter's edge, it should be se et back to red duce the thre eat posed by coastal recession an nd wave atta ack.

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eline should achieve the following: f The settting back of structures from the shore • Reduced impa act on unstab ble soils • Pedestrian accessibility • Reduced wind d, salt, and su un impact on n structures • A shoreline se etback of at le east 30 mete ers from the coastline is the t national standard s to allow a m maximum enjo oyment and leisure utilityy of the coasttline for resid dents and vissitors. To furtther m maximize this, it is recomm mended that a setback off 50 meters be b the standa ard for the w waterfront. n • Water-based W leisure and re ecreation acttivities and fa acilities shou uld take into consideratio c sp pecific foresh hore, underw water featuress, plant and animal hazarrds (i.e. jellyffish) and ad dequate warrning signs an nd buoys sho ould be desiggnated for vissitor safety. Waterfront W developmentss and the loca al government should ide entify areas suitable s for evacuation in ca ases of storm m and typhoo on surges and d tsunami wa arnings. b. Pedesttrian Accessibility • • •

Sttructures sho ould not impe ede public acccess to and along the sh horeline exce ept where acccess co ontrol is their primary fun nction. Lo ocate pedesttrian pathwayys and roadss so as to min nimize impacct on the seasscape. Paths and oth her developm ment should be b located to direct people e away from environmenttallyse ensitive area as.

3. Guidellines for Mouuntain Comm munities Mountain n Landscapess To take advantage of the aestheticc qualities off the mountain landscape e, the followin ng guideliness must be kept k in mind:: • Respect the la andscape’s spiritual s chara acter. Be sen nsitive to wha at is meaninggful about the place such as its sensory appeals, a cultural tradition ns, histories, etc. • Counteract inttimidating sccales through h the use of canopies, c nattural screenss, softening co ontrasts and elements that frame and d direct viewss. • Ta ake advantagge of views and a view liness. Vantage po oints can beccome places with ceremo onial quality. Establlish and prote ect view corrridors. 54 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • Respect visually-sensitive scenery. • Understand the visual impacts of slope. The gentler the slope gradient, the greater the potential for vegetation to provide screening. • Apply appropriate design for roads and structures especially those located on steeper slope gradients and blend them with the natural environment as they may make or break a view. Sites and structures on a high slope are more visible than those nearer the base with fewer things to block their view and more spots from which they can be seen. • Find clues to structural forms from the land form. Structures should conform to the terrain through proper design of the following elements: form or angle, mass or scale, color or materials.

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CHAPTER 6 OVERALL DEVELOPMENT STRATEGY The Calabarzon Development Framework Strategy is aimed at contributing to the achievement of national goals. In order to realize the vision of the region becoming the Philippine Global Business Hub, it is imperative to define the principles and assumptions that led to the formulation of the Development Framework Strategy. Strategies and approaches that will be used in implementing the spatial development strategy also need to be identified, and translated into immediate, short-term, medium-term and long-term actions. The principles and assumptions and specific strategies and approaches are presented in this section.

I. Principles and Assumptions The crafting of the Calabarzon 2011-2016 RDP was guided by the principles of sustainable development, inclusive growth and human rights. The last item promotes the principles of participation, accountability, non-discrimination, transparency, human dignity, empowerment and rule of law (PANTHER). In pursuit of sustainable development, this RDP adopts three (3) approaches as proposed by Palafox Associates: • • •

Triple-E Bottomline Triple Ps 8 Gs of Development

A. Triple E Bottomline The Triple-E Bottomline approach seeks to balance the Environment, Social Equity and Economy. The Environment (or planet Earth) refers to sustainable environmental practices which aim to reduce the ecological footprint by carefully managing the consumption of energy and non-renewable resources. The aim is to secure environmental integrity in all natural tourism assets and resources. The Economy (or Profit) refers to income generation and growth of the Calabarzon Region. As the region with the highest economic shares in the Philippines, the Calabarzon is recommended to pursue further economic innovations and expansions. Partnership between local government and economic chambers can give greater leverage and expansion of opportunities for economic progress. Social Equity (or People) pertains to fair and beneficial business practices toward labor and the community. With Equity, profit is fairly earned, distributed and trickled down to society in all locations within the Calabarzon. Social Equity is a reciprocal social structure where the business entities, laborers, and stakeholders are interdependent. R D P 2 0 1 1 ‐ 2 0 1 6 | 57

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B. Triple Ps Triple Ps refers to Public-Private Partnership which aims to solidify the cooperation between both the private and public sectors. The Triple Ps is aligned to the present administration’s platform and thrust for development. Originally, the partnership between these sectors was not perceived to be advantageous because of the perceived mutual exclusivity of their interests. However, changes to this mindset led to the realization that the synergy of both sectors may be forged to tap into their collective strengths and advantages. Through this approach, the use of the government’s limited resources is maximized, the private sector’s business and technical expertise are tapped, and stakeholder participation is increased.

C. 8 Gs of Development The 8 G’s represent the following: • • • •

Green Architecture Green Urbanism Green Technology Green Energy

• • • •

Green Infrastructure Green Furniture Green Interior Design Green Sustainable Development

Green Architecture places importance on designing structures to work harmoniously with the environment. It usually integrates the passive design techniques to maximize the use of natural lighting and ventilation, for example. Through this, the structures function more efficiently with less energy consumption. Green Urbanism fosters sustainability with the urban environment by changing the patterns of natural resource consumption. It seeks to reduce carbon footprints in the communities and LGUs by making them more walkable and bikeable. Likewise, Green Urbanism ensures that the community achieves a balanced lifestyle with places to work, play, live, and worship. Green Technology fosters the use and creation of environmentally-sound innovations to enhance and uplift the quality of living, while preserving environmental integrity. Green Energy is the generation and utilization of renewable energy from the sun, wind, and water among others to fuel growth and provide the clean supply of power to everyday processes of the economy and society. Energy is harnessed and used without the use of environment-damaging fossil fuels. Green Infrastructure analyses the natural environment in a way that highlights its function. It subsequently seeks to put in place, through regulatory or planning policy, mechanisms to protect environmentally critical areas. Green Furniture refers to products and materials obtained from sustainable forests with least toxic material levels or none at all, and are durable and locally manufactured. Green Interior Design combines innovations, efficiency, and sustainable designs of interior spaces to tap into less energy-consuming factors such as lighting, air conditioning, insulation, and easy access.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B The beauty of interior spaces then becomes a result not because of aesthetics, but because of its environmentally-sound design. Green Sustainable Development encompasses the entirety of development. It refers to the sustainability of the economy, society, and culture anchored towards the preservation of the environment.

II. Specific Strategies and Approaches The Calabarzon 2011-2016 RDP adopts the strategies espoused by the RDA as the main approaches to achieve desired outcomes. These strategies are: • • • • • •

Harmonization of Regional Development Objectives and Environmental Protection Enhancing Calabarzon’s Competitiveness as a Global Business Hub Adoption of Knowledge-Based Industries and Information Exchange Reduction of Socio-Economic Disparity Tying up Human Resource Development, Industry and Research and Development Priorities and Concerns Sustaining Capacities in Local Governance

These strategies were translated into more specific, actionable items for immediate, short-term, medium-term and long-term implementationxxxi. The points of action for the HEARTS strategy are presented in the succeeding discussion.

A. Harmonization of Regional Development Objectives and Environmental Protection Immediate Actions: • Information, education and communication (IEC) campaigns on RA 10121 or the Disaster Risk Reduction and Management Act of 2010 • Capability-building for LGUs on Environmental Management • Institutionalization of early warning system for all natural hazards • Update and conduct studies regarding the region’s susceptibility to hazards and disasters such as earthquakes, tsunamis, typhoons, floods, and others • Promotion of social acceptability and community involvement in the rehabilitation of Laguna de Bay • Designation of 50-meter setbacks and issuance of Certification of Non-Compliances to establishments that do not comply with setbacks in marsh lands, coastal areas, rivers and lakes • Review and inspection of mining operations in conformance to Environmental Compliance Certificates (ECC) Short-Term Actions: • • • •

Environmental Protection and Preservation Program Mangrove Rehabilitation/Protection Program Forest Management Program Management of Foreshore Land, Patrimonial Properties and Other Public Lands

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • Geographic Information System (GIS) Mapping of Protected and Environmentally Constrained Areas • Sustainable agriculture and agricultural livelihood enhancement programs o Aquaculture Development Program o Agricultural Land and Fishery Resource Management Program o Aquaculture and Commercial Fisheries Development Program • Disaster Risk Reduction and Management Program o Flood Control Master Plan o Design and construction of flood-proof structures and infrastructures • Master planning of the Laguna Lake and its surroundings through integration of lakefront developments, recreation facilities, agri-tourism areas, residential, and commercial areas • Water supply and sanitation projects in Laguna de Bay o Construction of model sewerage treatment plants (STPs) in two (2) sub-watersheds o Developing natural wastewater treatment systems around Laguna de Bay o Construction of water processing and treatment plant • Creation of additional flood control facilities such as dikes, dredging of silted rivers, and widening of choke points in rivers to prevent flooding in all provinces in the region • Requirement of all commercial establishments to have water cisterns that will promote water recycling in the province and in the whole region Medium-Term Actions: • Monitoring and assessment of existing environmental conditions of bay, lakes, tributary rivers, sediment quality of Laguna de Bay, and assessment of toxic substances in fish tissue • Revegetation and reforestation of forest areas • Increase urbanization and development of the east coast of Quezon • Implement the policy of one car equivalent to planting of at least five trees • Demolition and relocation of structures within the identified 30-meter public easement along the coastline for beaches and 10-meter easement for rivers • Structures issued with Certificates of Non-Compliances should be completely cleared Long-term Actions: • • • • •

Resettlement Projects Urban Renewal Program Laguna Lake Rehabilitation Project Construction of Laguna Lake Coastal Road Dikes for access and flood protection Promotion of green communities o Creation of environment-friendly communities o Encourage and fully promote alternative modes of transportation such as walking and biking o Network of parks and open spaces o Compact and dense community with a mix of facilities and amenities for living, working, learning, worship, and recreation • Full implementation of urban agriculture • Full implementation of plans to meet the reduction of carbon dioxide and greenhouse gas emission goals

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B. Enhancing Calabarzon's Competitiveness as a Global Business Hub Immediate Actions: • Advocacy and Investment Promotion Program o Marketing and advertising campaign for potential investors locally and globally o Formulation of Investment Incentives, Promotion, and Marketing Plans to attract international and local investors o Product development and promotion of cuisine, arts, culture, and crafts of Calabarzon o Identification of potential tourism development and inventory of tourist attractions per barangay o Promote incentives such as hotel and resort discounts for tourists to encourage more tourists to visit Calabarzon o Identification and construction of Tourism Information and Assistance Centers in strategic areas per municipality/ city o Creation and updating of the official websites of Calabarzon and of all the municipalities and cities • Assessment of existing infrastructure and utilities (power lines, sewerage, drainage, water supply, road networks, and communication systems) • Conduct of transport management studies, identification of choke points and alternative roads for construction in the region) • Crafting of Traffic Management Plan • Study on transport planning, identification of possible access routes, loading and unloading zones, and locations for park-and-ride facilities • Establishment of transportation terminals in strategic locations • Designation of loading and unloading stops for jeepneys and buses, and identification of routes for tricycles • Provision of adequate fire and police stations with adequate equipment such as fire trucks and police mobiles Short-Term Actions: • Promotion of sustainable agricultural programs: o Organic Vegetable Production Program o Poultry Layer/Egg Production, Hog Raising Feed Mill, Agricultural and Veterinary Supply Merchandise Program • Prioritization of Agri-Tourism as a key to sustainable and equitable development o Promotion of public and private sector investments to the agriculture industry to balance the influx of development and counter dependence on the tourism industry as the sole economic activity in the region o Promotion of sustainable and environment-friendly agricultural practices such as organic farming to avoid groundwater contamination when inorganic pesticides and fertilizers are used o Planting of other crop varieties that are high-value and are suitable to the conditions in the region o Promote locally grown products for exports • Clearing of illegal fishpens, dredging, and the establishment of a fully-functional water transport system in Laguna Lake • Diffusion of knowledge and technologies through Small Enterprise Technology Upgrading (SETUP) Program R D P 2 0 1 1 ‐ 2 0 1 6 | 61

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B • Economic Zones Development Program • Promotion of the Batangas International Seaport as alternative Port of Manila • Strengthening of various power sector programs: o Energy Conservation and Management Program o Energy Exploration and Development Program o Coco-biodiesel Program o Electric Cooperative Program o Rural Electrification Expansion Program o Transmission Upgrading Program o Wind Farm Development Program o Establishment of Solar Energy Plant o Construction of micro-hydro projects in Marikina and San Mateo • Conduct of various studies on alternative energy sources in the region: o Nuclear energy as power source o Construction of megahydro project o Ocean technology as possible source of electricity • Privatization of Power and Transmission Facilities • Implementation of a national broadband with wireless infinity (wi-fi) coverage in all provinces • Provision of adequate housing especially informal settlers in urban areas o Identification of new and well-planned relocation sites for informal settlers within urban areas equipped with facilities and places to work, live, study, shop, dine, and worship o Relocation for those located in environmentally critical and hazardous areas such as in coastal areas • Incentives for establishments and businesses that employ locals as majority of their staff • Destination area development and the exploration of new sustainable tourist attractions and activities • Promotion of tourism circuits, which links and integrates different types of tourism destinations identified in the region • Completion of the Quezon Eco-Tourism Coastal Road • Strengthening the Nasugbu-Tagaytay-Calamba Tourism Trail by promoting and enhancing the local tourism industry of the towns along this route • Other forms of tourism that can be developed and/or enhanced are: o Health and Wellness Tourism – Resorts and hotels with added amenities for nature spa, acupuncture, yoga, and general wellness o Establishment of retirement villages in the selected areas in the region near health facilities and town centers o Strengthen heritage and educational tourism through the promotion of the heritage structures such as the Rizal Shrine and churches in the region o Promotion of religious tourism/ pilgrimage, church tour, or “Visita Iglesia” during Holy Week o Cultural Tourism promotion of Calabarzon’s cuisine, crafts, and products including the revival and support of businesses that promote traditional crafts. Reinforcement of various festivals in the region, which reflects the identity, character and culture of the locals o Agri-Tourism through the development of existing agricultural areas into agri-tourism destinations with amenities such as organic farms, ‘u-pick’ farms, guided tours around the farm, experiencing farm chores such as planting, milking and feeding animals. o Showcasing and promoting eco-tourism centers highlighting on the environment and physical aspects such as beaches, lakes, falls, Taal Volcano, and the mountains of the Sierra Madre. This may include activities such as camping, mountain climbing, hiking, bird-watching, ziplining, and the like o Adventure and Sports Tourism – Includes activities such as water sports, mountain climbing, 62 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B mountain biking, and wakeboarding. This also includes events such as triathlons, marathons, and other events • Compact and dense community with a mix of facilities and amenities for living, working, learning, worship, and recreation Medium-Term Actions: • • • • • • • • • • •

• • • •

Infrastructure and Support Facilities Development Program Establishment of Modern Agro-Industrial Estates Construction of Calabarzon Coastal Roads Construction of SLEX extension from Santo Tomas, Batangas to Pagbilao, Quezon Completion of bypass roads such as Candelaria Bypass Road Completion of Southern Tagalog Road four-lane toll road from Lipa to Batangas City Construction of Ternate-Nasugbu Road Construction of CALA Expressway Construction of C6 Road Construction of Atimonan-Mauban-Real Road Railway Rehabilitation Program o Rehabilitation of Northrail-Southrail Linkage Phase II (Alabang-Calamba) o Rehabilitation of Mainline South Rail Project (Calamba-Lucena-Tagkawayan) o Revival of the Calamba-Batangas railway line LRT Line 1 Extension to Bacoor LRT Line 2 from Santolan to Masinag Development/Implementation of Laguna Lake Ferry System Development of Aplaya de Sta. Rosa Waterfront

Long-Term Actions: • Incentives for mass transit, cycling, and walking as modes of transport, and heavy taxation for ownership of private vehicles • Construction of underground telephone, electric, and communication cables system • Upgrading of the Lucena Airport as a support and feeder domestic airport

C. Adoption of Knowledge-Based Industries and Information Exchange Immediate Actions: • Knowledge and Technology Development Program • Knowledge Management Program • Knowledge Sharing and Best Practices Short-Term Actions: • • • • •

Science and Technology Development Program Curriculum Development Program Technical, Vocational Education and Training Program State University Scholarship Program Provision of higher standards of education system (technology engineering)

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Medium-Term Actions: • Establishment of Information and Technology Parks and Cyberservices Corridor Project • Establishment of state-of-the art digital infrastructures

D. Reduction of Socio-Economic Disparity Immediate Actions: Promotion of the following programs and projects: • Alternative Learning System • Education Voucher System • Education Service Contracting Scheme • Health and Nutrition Program • Food Fortification Program • Local Employment Creation Programs Short-Term Actions: • • • • • • • • •

Education Service Contracting Scheme Health Facility Enhancement Program Upgrading of schools, health centers, and public offices Social Welfare Program/Protection of the Vulnerable Implementation/Institutionalization of KALAHI Comprehensive Integrated Delivery of Social Services (CIDSS) Self Employment Assistance Kaunlaran (SEA-K) National Health Insurance Program Upgrading of General Hospitals with complete facilities to meet the requirements of the region being a world-class medical services and medical tourism destination Increase protective services, constant provision of livelihood training programs, and full implementation of social welfare programs which focuses on improving access to social development services for rural areas

Medium-Term Actions: • • • • • •

Sustainability of KALAHI-CIDSS Poverty Alleviation Program Population Management Program Establishment of Schools in School-less Barangays Complete upgrading of all public schools and all its facilities in the region. Construction of more schools and hospitals and improvement of healthcare for all residents of Calabarzon • Community-Based Programs for Children, Youth, Women, PWDs, Older Persons, Families, indigenous people groups (IPGs), Displaced Communities • Socialized Housing Program to prevent the proliferation of informal settlers in major urban areas and coastal areas

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E. Tying up Human Resource Development, Industry, Research and Development Priorities and Concerns Immediate Actions: • • • • •

Market Development and Promotion Program Product Development and Packaging Program Trade Policy Negotiation, Facilitation, and Promotion Program Industry Development and Investment Facilitation and Promotion Program Consumer Welfare and Protection Program

Short-Term Actions: • • • • • • •

Micro-Financing and Credit Facilitation Program Micro, Small and Medium Enterprise Development One Town One Product Program Local Employment Creation Programs Human Resource Development Program Employment Assistance Program Provision of short course trainings on enterprise and skills development, agriculture/industry/ services/tourism best practices, and relevant policies • Cooperative Development Program • Convergence of R & D Programs of RLAs and other research institutions • Explore the introduction of new and futuristic technology courses

F. Sustaining Capacities in Local Governance Immediate Actions: • Database Development and Management Program o Updating of Socio-Economic Profiles with the latest baseline data, maps and statistics • Establishment of One Stop Shop Business Registrations in key areas • Updating of Development Plans (PDPFPs, CLUDPs) Short-Term Actions: • • • • • •

LGUs Computerization Program Integrated Capability Building Program for Regional Line Agencies and Local Government Units Building Safe Community Program Review, updating and enforcement of Building Codes and Structural Codes Inter-local planning and Cooperation Initiatives Human Rights Based Approach in Development Planning

Medium-Term Actions: • Establishment of Regional Government Center • Urban Growth Cluster and Resource-Based Area Development

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CHAPTER 7 IMPLEMENTATION MECHANISM The implementation of the Calabarzon RDP will be defined by three (3) key action steps and facilitated through appropriate institutional arrangements.

I. Key Action Steps The three (3) key action steps for RDP implementation, with emphasis on the regional spatial development strategy are: • • •

Achievement of broad consensus for the implementation of the spatial development strategy through multi-stakeholder dialogues; Enhanced inter-regional cooperation; and Prioritized implementation of programs and projects in accordance with the spatial development strategy

A. Achievement of a Broad Consensus The necessity for a broad consensus in the implementation of the Calabarzon spatial development strategy initially stems from the need for cooperation among LGUs to achieve territorial cohesionxxxii that is, the harmonious development of all areas in Calabarzon with all constituents enabled to make the most of the inherent features of these areas. Cognizant with the devolution policy, LGU dialogues are expected to result in their adoption of the RDP spatial development strategy, which may then serve as basis for the formulation of their specific development, physical and land use plans. Dialogues are also one of the means to enable inter-local cooperation and the pursuit of common and mutually-benefitting interests, especially among neighboring LGUs. The pursuit of a broad consensus should be made with the end view of achieving inter-LGU cooperation as well as cross-sector partnerships. Thus, private developers, landowners, civil society groups and other stakeholders must be actively engaged in the consultations to gain their support and cooperation. This step also indicates recognition of the fact that environmental problems associated with climate change, flooding, biodiversity loss, pollution or commuting do not respect borders of any kind and can only be effectively addressed with strong cooperation at various levels.

B. Enhanced Inter-Regional Cooperation The region needs to harness its potential as the central point of the urban corridor in Luzon. The complementation of the regions in Luzon will enable the whole area to boost their economic and market potentials beyond what each region can generate, with economies of scale, synergies and complementation that will be more attractive to investors. For instance, in the absence of an international airport, the region has to strengthen its relationship with NCR since some parts of the region can be part of the ‘aerotropolis’xxxiii. Improved connectivity of R D P 2 0 1 1 ‐ 2 0 1 6 | 67

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B the region with the NAIA through the construction of flyovers directly from the airport to the Cavite Export Processing Zone (CEPZ) and other parts of the region is encouraged. Also central to the strengthening of the region’s role as the central point of Luzon corridor is the improvement of transport systems. It is in this light that the implementation of the key transport projects, such as the Calamba-Los Baños-Bay Bypass Road, CALA Expressway and the development of Sangley Point, Fernando Air Base, among others may be pursued. Implementation of key infrastructure projects and provision of technical assistance to areas at the periphery of the region, including Batangas City, Lucena City and other municipalities, should likewise be accelerated to enhance their strategic role as ‘gateway cities’.

C. Prioritization of Programs and Projects Programs and projects in accord with the spatial development strategy should be prioritized for implementation. The Calabarzon RDP and spatial development strategy gives particular emphasis to the following: • • • • • • • • • •

introduction of strategic interventions in identified development zones (i.e. centers or clusters)xxxiv diversification and improvement on the level of services in centers and corridors identification and development of Rural Service Centers (RSCs) in wedges re-channeling of industrial growth and population expansion to selected areas xxxv region-wide improvement and upgrading of facilities to approximate exceptional urban standards improvement of rural-urban interaction felt "spread effect" of centers to their influence areasxxxvi improvement of east-west connections reinforcement of polycentric regional development establishment of integrated and inter-modal transportation systemsxxxvii

II. Institutional Arrangement for Implementation The implementation of programs, projects and activities is only one step in the entire planning cycle. Nevertheless and in the entire cycle of plan formulation, investment programming, budgeting, implementation, monitoring and review/re-planning, it is the RDC that remains the preeminent institution in matters of regional development. It is the RDC, with support from NEDA as technical secretariat, which facilitates the formulation of the development blueprints of the region, including RDPs. It is also the RDC, in conjunction with the executive branch of government, which also takes the lead in prudent investment programming to ensure that resources are allocated for crucial programs, projects and activities (PPAs) identified in the RDP.

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R E G I O N I V ‐ A : C A L A B A R ZZ O N G L O O B A L B U SS I N E S S H U B In the pro ocess of budggeting, the RDC may also look into oth her sources of o funding forr PPAs. Aside e from the NGAs and LG GUs, the RDC C may also tap the private e sector and other o stakeholders to subsidize e and implem ment selected d projects and d activities th hat are in con njunction with regional go oals and strate egies. The imple ementation of o PPAs identtified in the RDP R will be a collective en ndeavor participated in byy NGAs, LG GUs, the priva ate sector, civvil society, pa artners and regional r stake eholders. The monitoring and evvaluation of plan p impleme entation is also be done by b the RDC in n coordinatio on with all sttakeholders using u the Ressults Monitoring and Evaluation Matriix (REMM). Monitoring M of ongoing proj ojects, on the other hand, are facilitate ed through th he use of the Regional Pro oject Monitorring and Evalu uation System m (RPMES). The regular review of plans, particularly in the achievement a t of target ou utcomes, is done annuallyy prior to budget consultation, by the e RDC with support s from the technica al secretariat. Re-planningg is also done e on a regular basis at the e regional levvel.

Figure 10: RDP P Implementation The Calab barzon 2011 1-12016 RDP P will be imple emented in accordance a to four (4) phases of actio on: immediatte, short-term m, medium-te erm and longg-term. All phasess of action (i.e. sectoral in nterventions)) will be implemented in conjunction c w the urba with an design master plan (i.e. site, urban n and physica al interventio ons). The recom mmended monitoring m cyccle for this RD DP is quarterrly or every 100 1 days.

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END NOTES

Contributing to the Millennium Development Goals (MDGs) is the Philippines’ commitment as a responsible member of the community of nations. Each UN member state is expected to incorporate the MDGs in its national plans and translate these into local plans, programs, and policies. In the Philippines, Local Government Units which have effectively localized the MDGs, are given special citation through the Galing Pook award. Numerous LGUs in the Calabarzon have already received the citation in 2006 for imbibing the MDGs in their development and administration. Although the region is recognized for its pioneering effort in the localization of MDGs and for promoting good governance, some of the major goals have not yet been achieved. Regional achievement of these goals is essential in faithfully adhering to the overall commitment of the Philippines to the MDGs.

During the time of the Spanish and American colonizers, sugarcane, timber and coconut were exported Spain and the United States. ii

Over the past six years, however, the percentage share of the region to the gross national product (GNP) steadily declined at an average of 0.21 percentage points annually. The reduction in terms of percentage share was most pronounced during the period 2008-2009. The shrink felt during this time was caused primarily by the global financial crisis that hit the world economy in the last quarter of 2008 and resulted to global recession. This was coupled by the high price of fuel and other input commodities. During this period, the service and agriculture sectors were able to adjust despite two major disasters, i.e. Typhoons Ondoy and Santi, as evident to the compensable changes in their respective sectoral GDPs.

iii

Assessment of the poverty situation is based on the new official poverty estimation methodology released by the National Statistical Coordination Board (NSCB). The new methodology features the use of estimation of provincial food bundles instead of regional food thresholds, use of standards for non-food basic needs that is comparable across space and over time. Based on the NSCB, the trends of the poverty estimates from 20032006 and 2006-2009 using the refined methodology are consistent with the trends in the estimates generated using the old methodology. In terms of levels, however, the estimates based on the old system were higher compared to those of the refined methodology. iv

These categories were identified in consultation with the region's business sector and various foreign chambers of commerce in the Philippines vi Among Calabarzon’s specialy products are the buko pies in Cavite and Laguna, hot chocolate and lambanog. in Batangas, rice cakes and puddings in RIzal and kiping (available during the annual Pahiyas festival) in Quezon. vii Rizal is known as a haven for art such as paintings and sculptures while Laguna is popular with its woodwork and handicrafts viii informal settlements are rampant even in designated environmental protection and critical areas, such as the waterways, coastal areas and areas traversed by the Marikina-Infanta Road (Quezon), Lupang Arenda (Taytay section), Manila Cavite Expressway (Kawit, Cavite) and PNR railroad Right-of-Way (Laguna, Batangas and Quezon sections) ix With Calabarzon’s proximity to the NCR, it has become the choice for relocation of informal settlers. Most ‘sending off’ LGUs are not able to provide the resources for the provision of basic services, thus the areas of destination in Calabarzon assume responsibility for the influx. Mechanisms to ensure social preparation of the destination areas as well as cooperation between ‘sending” and "receiving" LGUs and the appropriate national agencies need to be established so that the process of relocation and social resettlement does not become burdensome to the recipient - in most cases, Calabarzon. In this regard, a review of relevant policies, such as RA 7279 or the Urban Development and Housing Act (UDHA), may also be necessary. v

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B A major foreign-based, export-oriented electronics manufacturing firm relocated from Cavite to Mainland China due to power fluctuations and higher labor costs. The firm’s contribution was estimated to account for 22 percent of Cavite’s 2004 exports in 2004, its output accounted for 0.3 percent of the country’s total GDP and, at its heyday, employed about 5,000 people, most of them test engineers.

xi For example, the region’s livestock and poultry industries continue to face the problem of limited supply availability and high cost of corn and corn-based feeds from local sources. In 2010, the 24,544 metric tons of corn produced in the region supplied the needs of only 2.54 percent of the region’s swine and poultry industry.

Calabarzon is a net importer of major food commodities, and will continue to do so with its 3.4 percent population growth rate. The supply of rice in the region, for example, posted an annual deficit of 1,035,165.8 metric tons from 2004 to 2010. This translates to a need for an additional 284,386 hectares of rice land for the region to reach self-sufficiency. xiii The agriculture and fisheries sectors are among the most vulnerable and affected by the change in the climate and seasons. In 2010, the El Niño phenomenon affected 9,800 farmers, 19,363.83 hectares of rice, corn and high value commercial crops (HVCC) and resulted to the loss of an estimated PhP 60.31M in Calabarzon. On the other hand, Typhoons Ondoy and Santi in 2009 caused more than PhP 625.5 million losses and damages in the agriculture and fishery sector. xii

xiv In 1997, the conversion of agricultural lands for residential use in Calabarzon occurred largely in the provinces of Cavite, Laguna, Batangas and Rizal, significantly reducing hectarage devoted to agricultural production in these areas by as much as 12,607 hectares, This figure represents nearly half of converted agricultural land in the Philippines for the year. It is also worth noting that the conversion of agricultural land for industrial use is highest in Laguna. xv Almost two-thirds of the region's total land area is classified as A&D, while the remaining one-third is categorized as forestland. More specifically, while DENR IV-A data reveals that Calabarzon has 486,135 hectares of forestland, it has a discrepancy with National Mapping and Resource Information Authority (NAMRIA) data of 84,778 hectares which is interpreted to indicate forestland which have been converted to A&D. Moreover, out of the 570,913 hectares of forest lands recorded in 2003, only 224,627 hectares (or 39%) have an existing forest cover. These forest covers may be found mainly in the northern (REINA) portion of Quezon province, the uplands of the 3rd and 4th districts of Laguna and Tanay, Rizal, Mount Lobo in Batangas and Mt. Palaypalay in Cavite.

xvi

Illegal logging is particularly prevalent in Quezon

xvii Kaingin refers to the slashing and burning of forest growth to give way to planting of crops. This practice is most notable in the mountainous areas of Laguna as well as in Mauban, General Nakar and Infanta in Quezon.

xviii The definition of centers, corridors and wedges in this document were adopted from the Charlotte City Spatial Development Plan xix Wedges are typically where poverty is concentrated. Hence, there is a need to facilitate the integration of program and projects considering functional linkages, resource utilization, access to basic services and local participation in planning and implementation. With this approach, the urban and rural populations are better linked through greater interplay of economic activities that, in effect, can generate additional income and employment opportunities.

The interaction between urban and rural areas may be increased by integrating urban growth areas into the surrounding or adjacent rural and agricultural communities. For both urban and resource-based clusters/wedges, the centers shall be the integrating factor - serving as links in the system of distribution and exchange between urban and non-urban areas. Balanced urban and rural development shall likewise be promoted through the development of ‘agropolitan’ communities in the identified wedge and corridor areas of xx

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B the region. An aesthetics policy and the preservation of cultural heritage shall likewise be promoted especially among LGUs who are tasked in formulating land use plans and implementing building codes.

The strategy prescribed in the Calabarzon Physical Framework Plan, 2004-2030 divided the region into two major development zones or clusters based on their comparative advantages or strengths, namely the Urban Growth Cluster (UGC) and Resource-Based Area Development Cluster (RBADC). The UGC consists of several groups of highly dense, urbanized and mostly contiguous municipalities and cities. The RBADC on the other hand, are mostly rural with substantial agriculture, other non-agriculture production and protection areas. RBADCs serve as food basket, source of major raw materials and green corridors of the region. It was then envisioned that the improvement of infrastructure, particularly transport, communication and energy networks would bring about the enhanced interaction between the two development zones. This interaction between UGCs and RBADCs were perceived to ensure balanced and sustainable development in all parts of the region. It was realized, however, that the UGC-RBADC dichotomy does not accurately reflect the polycentric urban character of the region, including the fact that some areas are classified as partially urban. Thus, the use of the CCW planning approach was identified as being able to better promote polycentrism and further classification of the areas based on their functional roles and comparative advantages. xxi

xxii The strategy of urban corridors, and agriculture and tourism destinations aim for a more balanced interrelationship between the urban and rural, the countryside and hinterlands, tourism, agriculture, and the development of the environment.

The criteria for identifying and determining the sub-clusters include contiguity, complementation of roles, growth potentials and similarities of issues and concerns. Agri-modernization will be pursued in these clusters as this is the food base of the region. The wedge clusters are also less dense and may accommodate housing projects especially the areas that are not fit for agriculture production and are nearer the metropolis. Some areas of the REINA, particularly the municipality of General Nakar, are potential housing sites especially with the forthcoming completion of the Marikina-Infanta Road. xxiv Wedges will be created to maintain agricultural, agri-tourism, ecotourism, and prime agricultural areas. The interdependence, rather than the present parasitic relationship, between agricultural and urban areas will be strengthened. High-value crops and modern farms will be created through the agropolitan approach of development. xxiii

Poverty indicators such as household characteristics, health status, GDP distribution, poverty incidence, access to potable water and electricity prove that areas in the eastern part of the region is underprivileged in terms of economic and social development than provinces near South China Sea. Thus, the advantage of eastwest corridors will tap the potentials of the provinces in close proximity to Pacific Ocean. This will make them self-supporting in terms of jobs, investments, and housing that is balanced and sustainable. Having more controlled development in the east will also be advantageous in an ecological protection standpoint as more “eyes” will be able to monitor the forests of the Sierra Madre.

xxv

These spatial development principles and strategies were developed in partnership with the architecture and urban/environmental planning firm Palafox Associates xxvii Located beside a body of water, the name of the Province of Laguna is the Spanish translation of “lake.” In 1571, Captain Juan de Salcedo with a band of a hundred Spanish-Mexican soldiers and their Visayan allies conquered the province and its surrounding regions for Spain. In turn, Laguna de Bay (Ba-i), the first provincial capital, was named after the town. Laguna Lake is believed to have been formed by two major volcanic eruptions, around 27,000 and 29,000 years ago. It has an average depth of 2.5 meters, with a volume of 2.25 cubic kilometers and its excess water is discharged through the Pasig River. xxviii Laguna Lake is fed by 45,000 square kilometers of catchment areas and its 21 major tributaries. The Pagsanjan River provides 35 percent of the lake's water, followed by the Sta. Cruz River with 15 percent. Other water sources of the Laguna Lake include: the Balanak River, the Marikina River, the Mangangate River, the xxvi

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Tunasan River, the San Pedro River, the Cabuyao River, the San Cristobal River, the San Juan River, the Bay, Calo and Laitem rivers in Bay, the Molawin, the Dampalit River, the Pele River, the Pangil River, the Tanay River, the Morong River, the Siniloan River and the Sapang Baho River.

In 2005, the Laguna Lake Development Authority conducted a waste simulation, revealing that 70 percent of biochemical oxygen demand (BOD) loadings came from households. The remaining waste comes from industries (19%) and land run-off erosion (11%). Factories and industries surrounding the lake have already numbered to 1,481 and are still expected to increase. Of the said figure, only 695 have wastewater treatment facilities. Despite this, the lake is absorbing high levels of pollution from these industries in the form of discharges of industrial cooling water, toxic spills from barges and transport operations, and hazardous chemicals such as lead, mercury, aluminum, and cyanide. xxix

Combined with the mentioned principles such as Mixed-Use Developments, Green Architecture, TransitOriented Developments, and Public Open Spaces, New Urbanism has been the key principle used for the formulation of the guides herein. New Urbanism is a principle that places the development of the built environment in a more human scale. People are therefore the key element in the rationale behind the development guidelines. Developments are therefore generally anchored on developing urban design that has a high level of importance to cater to the needs of pedestrians, walkers, joggers, bikers, residents and visitors alike.

xxx

xxxi "Immediate" actions can be pursued within the first 100 days of implementation of the RDP; short-term actions can be pursued within the first three years of implementation; medium-term actions can be pursued within three to ten years of implementation; long-term actions may take from between 10 to 25 years to be effected

Adopted from Multi-Level Polycentric Spatial Development (Spain): The Asturias Central Area by Manuel Carrero de Roa xxxiii The term ‘aerotropolis’ (literally ‘airport city’) was used by Dr. John Kasarda to recognize the fact that in addition to the traditional aviation sectives, major airports developed significant, non-aeronautical, commercial facilities, services and revenues. xxxiv Strategic interventions include road construction, establishment of telecommunications facilities, housing expansion, social infrastructure development and identification of investment opportunities. Development priorities are identified based on a range of considerations which may include natural drainage patterns and available water resources, as well as the phase and scale of development. Such considerations transcend political boundaries and zonal classifications and inevitably require a high level of interaction and interdependence between the various sectoral components. xxxii

xxxv This shall be achieved by improving transport grids, access roads and the communications network in the area, as well as the development of markets for rural outputs.

xxxvi The choice of growth centers, the distances of centers from each other and the specialized functions they are to perform would influence the type and volume of economic activities the areas have to perform vis-à-vis their role as counter magnet to the development of Metro Manila and other growth areas.

Integrated transport systems shall include the construction of roads or rail links between cities, inland waterways, developing inter-modal transport chains and setting-up of advanced traffic management systems.

xxxvii

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ANNEXES

ANNEX A President Aquino III’s Social Contract with the Filipino People President Aquino’s government envisions the Philippines as a country with: • • • •

a re-awakened sense of right and wrong, through living examples of its highest leaders an organized and widely-shared rapid expansion of the economy through a government dedicated to honing and mobilizing people’s skills and energies as well as the responsible harnessing of natural resources a collective belief that doing the right thing does not only make sense morally, but translates into economic value as well public institutions rebuilt on the strong solidarity of the society and its communities.

In support to President Aquino’s Social Contract, this RDP seeks to achieve the following objectives as the region's contribution to the attainment of the President's vision: • • •

promotion of inclusive growth reduction of poverty provision of safety nets

Specifically, the elements of President Aquino’s Social Contract are the following: • • • • • • • • • •

commitment to transformational leadership prioritizes jobs that empower the people and provide them with opportunities to rise above poverty making education the central strategy for investing in the people protection of public health which includes responsible parenthood impartial system of institutions that deliver equal justice to rich or poor recognizes farms and rural enterprises professional, motivated and energized bureaucracies with adequate means to perform their public service missions seeks a broadly-supported just peace and will redress decades of neglect of the Moro and other peoples of Mindanao planning alternative, inclusive urban development where people of varying income levels are integrated in productive, healthy and safe communities encourage sustainable use of resources to benefit the present and future generations

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ANNEX B Highlights of Previous Regional Development Plans RDP - Region IV (1997-2003) RDP - Region IV-A (2004-2010)

MTRDP 19771982

This Plan placed general emphasis on self-reliance in basic needs, rural development and agrarian reform, expansion of industry and tourism and accelerated investments in social and economic infrastructures. These interventions gave limited relief to help prop the lethargic economy that was suffering from the lingering effects of fuel price hikes, the devaluation of the peso and pockets of political instability. Nonetheless, a shift in economic activities from traditional commodities (timber, coconut and sugar) to manufacturing was felt at this time as a result of significant investments to transport infrastructure.

MTRDP 19831987

This Plan was formulated in the early part of 1982 but revised in 1983 and 1984 in response to the shift in mindsets on the national economy spurred by the Aquino assassination. Essentially, the plan retained the development thrusts of the previous MTRDP but focused on strengthening the linkages between macro-economic planning and investment programming. During this time, regional development investment programming (RDIP) and the regional annual agency budgeting system were fully implemented to effectively link planning with implementation.

MTRDP 19871992

This Plan was designed for both rapid economic recovery in the short-term and sustainable regional growth in the long-term. It adopted a bottom–up, broad-based participatory approach through systematic consultations with regional agencies, local government units and the private sector. This plan adopted an innovative approach of presenting a spatial strategy promoting Urban Growth Corridor Development and Resource Sub-Region Growth Corridor AgroModernization. The latter strategy paved the way for the rapid industrialization and urbanization of the region’s main development corridor.

MTRDP 19931998

This Plan focused on sustainable agri-industrial development. It also included a new feature – specific Provincial Development Strategies under the Spatial Development Framework. The plan aimed to operationalize the Ramos administration’s goal to make the country one of the economic tigers in Asia. Privately owned industrial economic zones were developed in Cavite, Laguna and Batangas. Development cooperation with neighboring countries - such as the participation of Mindanao in the Brunei, Indonesia, Malaysia, Philippines -East Asia Growth Area (BIMP-EAGA) arrangement - was pursued. The region benefited greatly from the Philippine Economic Zone Authority (PEZA) Law that gave incentives to local and foreign investments.

MTRDP 19992004

This Plan contains the region’s long-term development vision for 2025. Pole-vaulting into the 21st century was enhanced as a concept. While investments in infrastructure, through road and port construction projects, were effected, it was in the export oriented manufacturing and services that the region made significant gains. Exports in the region averaged more than 50 percent share of total national exports from 2000 to 2005.

MTRDP 20042010

This Plan was formulated to establish the region’s status as one of the country’s business hubs. It also emphasized a strong bias for poverty alleviation programs and the attainment of MDGs. The plan was updated to include programs to implement the Luzon Urban Beltway Strategy and to take advantage of the synergy from integrating the strengths and resources of the three leading regions in the nation: Region III as the Logistics Hub, NCR as the Financial Center and Calabarzon as the Industrial Core.

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ANNEX C Historical Population and Growth Rate of Calabarzon (1948-2007) Annex Table No. 1 presents the population in Calabarzon, per province for the period 1948-2007. Annex Table No. 2, on the other hand, presents the population growth rate in the region, per province for the same time period. Annex Table No. 1: Population, by Province, 1948-2007 (in thousands) Area Calabarzon Cavite Laguna Batangas Rizal Quezon

1948 1,593 263 321 510 105 394

1960 2,316 378 472 681 174 611

1970 3,356 520 700 926 307 903

1975 3,904 628 804 1,032 414 1,026

1980 4,603 771 973 1,174 556 1,129

1990 6,351 1,153 1,370 1,480 977 1,372

1995 7,750 1,610 1,631 1,659 1,312 1,538

2000 9,321 2,063 1,966 1,905 1,707 1,679

2007 11,758 2,857 2,474 2,246 2,299 1,883

Sources: 1948 to 1990 data - Calabarzon Master Plan; 1995 to 2007 data – NSO

Annex Table No. 2: Population Growth Rate, by Province, 1948-2007 (in percent) Area Calabarzon Cavite Laguna Batangas Rizal Quezon

1948-60

1960-70

1970-75

1975-80

1980-90

3.17 3.07 3.26 2.44 4.30 3.72

3.78 3.24 4.02 3.12 5.84 3.98

3.07 3.85 2.81 2.19 6.16 2.59

3.35 4.19 3.89 2.61 6.08 1.93

3.27 4.10 3.48 2.34 5.80 1.97

19952000 4.03 5.45 4.08 3.02 5.79 1.87

2000-07 3.25 4.59 3.22 2.29 4.19 1.45

Sources: 1948 to 1990 data - Calabarzon Master Plan; 1995 to 2007 data – NSO

Annex Table No. 1 shows that prior to 1990, the provinces of Batangas and Quezon accounted for nearly two thirds of the region’s total population, with Batangas historically having the biggest share of the total regional population. The change in this trend became evident in 1990, when Cavite, Laguna, and Rizal demonstrated increase in provincial population. In contrast, the population growth rate in Batangas and Quezon for the same period slowed down, registering levels even below the national average, which may be an indicator of out-migration. The high population growth rates registered by provinces near NCR in recent years may indicate that they have become the catch basin for population and even industry spillover from Metro Manila.

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ANNEX D Calabarzon Population Density Maps

Annex Figure No. 1: Calabarzon Population Density Maps, 1990, 2000, 2007

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ANNEX E Calabarzon Urban-Rural Population Distribution, 1970-2000 Annex Table No.3: Urban-Rural Population Distribution, by Province (in percent) Area

1970 Urban Rural 34.6 65.4 50.3 49.7 50.1 49.9 14.7 85.3 53.0 47.0 28.3 71.7

Calabarzon Cavite Laguna Batangas Rizal Quezon

1980 Urban Rural 43.0 57.0 59.8 40.2 61.1 39.0 17.0 83.0 75.0 25.0 29.1 70.9

1990 Urban Rural 58.4 41.6 76.4 23.6 74.4 25.6 27.0 73.0 98.2 1.8 32.9 67.1

2000 Urban Rural 67.39 32.61 86.81 13.19 83.49 16.51 44.35 55.65 95.79 4.21 21.96 78.04

Source: Provincial Development and Framework Plans of Cavite, Laguna, Batangas, Rizal and Quezon

ANNEX F Philippine Urbanization Levels by Region Annex Figure No. 2: Philippine Urbanization Level by Region, 2000 (in percent)

Source: National Housing Development Framework 2001-2030

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ANNEX G Significant Improvements of the Calabarzon Road Network Prior to the 1970s, the only access road to Calabarzon was the national highway that also connected Pasig and Baclaran to Las Piñas. Shortly, thereafter, massive infrastructure investments translated to the construction of new roads and the improvement of existing roads and bridges began to be effected in Calabarzon. During this time, the road network in Metro Manila was extended to the region through radial roads resulting to traffic from Manila to the surrounding provinces. Among the major roads in the region which provide connectivity to other regions are the South Luzon Expressway (SLEX), Marcos Highway, Manila East Road, and the Manila South Road. The SLEX, the longest expressway in the country at 97-kilometers starts from the Paco District in Manila and passes though Laguna, Cavite, Batangas and Quezon. This is part of Radial Road 3 or R3 and is composed of three expressways: the Metro Manila Skyway System, the South Luzon Tollway also known as Alabang-Calamba-SantoTomas Expressway (ACTEX) and the Southern Tagalog Arterial Road (STAR). Another major road of the region is the Marcos Highway which traverses Antipolo City, Rizal and terminates in Infant, Quezon. This is part of Radial Road 6 or R-6 that continues all the way to Quezon City. In Rizal, one of the major roads is the Manila East Road. This originates from Canto and connects the area to Laguna and Quezon. Another significant improvement of the Calabarzon road network is the Manila South Road (MSR) which was completed in 1975. The MSR connects Manila and Calabarzon to the Bicol Region. MSR is part of 2,500-kilometer Maharlika also known as Pan-Philippine Highway network of roads, bridges and ferry services that connects the islands of Luzon, Visayas and Mindanao. The Pan-Philippine Highway serves as the country's principal infrastructure backbone.

ANNEX H Technical Notes on Calabarzon Agriculture Sugar Sugar was being exported by the Philippines to China as early as the 1750s and a century later, it became the top export commodity of the country. When the Spaniards arrived, they saw the realized potentials of the industry and proceeded to acquire arable lands in Cavite, Laguna and Rizal. The Dominican Order, in particular, was positioned in the haciendas of Laguna where sugar mills and irrigation systems were in place. At its peak, friar lands in Calabarzon comprised 60 percent of the total lands in the region. Upon the arrival of the Americans, the friar lands were developed into sugar centers such as the Batangas and Calamba Sugar Estates, which produced raw and centrifugal sugar that was exported to the United States tariff-free. In 1943, however, the US sugar quota system was established to guarantee and protect the growth of the Philippine sugar industry.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Since its heyday from the 1940s to 1960s, the sugar industry in Calabarzon began to experience a steady decline, brought about by an end to the US quota system, US protectionist policies for its own sugar industry, the steep fall in world sugar prices and the emerging availability of substitutes such as high fructose corn syrup. Thus and despite contributing about 10 percent to national production, sugar producers began to look into other crops or other uses for their land. Portions of sugar estates in Laguna were converted to industrial estates beginning in mid-1980s. This was followed by a drop in regional production, from 550,000 metric tons in the early 1990s down to a measly 10,000 metric tons in the 2000s (Bureau of Agricultural Statistics). However and despite the obvious shift in Laguna, the Batangas sugar industry continued to thrive in the municipalities of Lian, Balayan, Tuy, Nasugbu and Calatagan. In particular, the Central Azucarera Don Pedro, Inc. (CADPI) in Nasugbu and the Batangas Sugar Central, Inc. in Balayan generated nearly 30 percent of the country's total sugar revenue in 1995-2000. As a result, about 25 percent of Batangas' sugar lands were retained and the industry continues to flourish in the province.

Coconut As early as 1642, coconut oil was the preferred fuel source for Spanish galleons - as a result, Spanish colonizers set quotas to increase coconut cultivation in selected Philippine villages. Coconut was extensively cultivated in the provinces of Quezon (particularly Tayabas and Infanta), Laguna and Batangas. Local coconut oil was used as fuel for petroleum lamps. Eventually, copra, a coconut byproduct, gained importance in the foreign market (i.e. China), further increasing land areas devoted to coconut. In 1926, about 99 percent of the US desiccated coconut demand was being supplied by the Philippines. During World War II, coco exports to the US were sustained due to the high demand for glycerin, an extract from coconut oil, in the manufacture of explosives. Annex Figure No.3: Shares of Major Coconut Exports to Total Coconut, Exports, Philippines, 1969 to 1981

Source: 1981 Coconut Statistics

In the 1950s, copra was largely exported to Europe and US. During this time, the 1955 Laurel-Langley Trade Agreement provided legal protection that encouraged coconut oil and copra production for US exports. In 1965, among the most noted and largest copra and coconut oil exporters in the country, Peter Paul Philippine Corporation and Franklin Baker were located in Candelaria, Quezon and San Pablo, Laguna, respectively. With higher global prices for coconut oil in 1970s, more coconut-based oil industries were actively traded in the international market. The industry benefited further from lower export taxes and strong government support to the coconut industry as a whole. Among the notable Calabarzon-based

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Philippine oil exporting companies in 1977 were the San Pablo Manufacturing Corporation and the Philippine Refining Company. From 1969 to 1981, there was a shift from the focus on exporting copra to coconut oil (CNO). The share of copra to total coconut exports went down from 57 percent at its peak to a measly 5.6 percent in 1980s. Conversely, CNO export share grew from 36.0 percent to 89.0 percent during the period. Desiccated coconut consistently contributed less than 8 percent of the coconut exports. During this period, coconut products for domestic consumption were kept at a minimum to provide for world demand. Though over-mature or senile coconut trees partly decelerated the growth of coco industry, coconut and its products still contributed about 20 percent to the total exports of the country. Though countries producing coconut oil substitutes (palm oil and soybean oil) were gaining substantial inroads, coconut oil remains one of the country's top agricultural exports. Aside from coconut oil, copra and desiccated coconut, non-traditional coco-based products such as nata de coco, virgin coconut oil and coco fiber gained global demand at the dawn of the 21st century.

Rice and Corn The municipalities of Biñan and Sta. Rosa in Laguna began as irrigated ‘haciendas’ under the Dominican friars, although rice was already a significant crop in the region even before the Spanish colonial period. At the onset of Green Revolution in the 1960s, traditional rice varieties were replaced by modern varieties characterized by high-yielding capacity, but fertilizer-intensive and requiring irrigation technology. Laguna province, known as the ‘heartland of the Green Revolution,’ was recorded as the earliest and most complete adoption of modern varieties in the whole of tropical Asia. One significant result of such revolution was rice self-sufficiency of the country and rice exportation in 1968. In the late 1970s, intensified rice and corn programs were launched to provide farmers assistance to credit, irrigation, production inputs and market assistance. Thus, these programs increased the production of rice and corn for food and feed grains in the region. In 1988, the region recorded a 5 percent share from total national palay production. About 412,000 hectares were planted to rice, with majority of these areas coming from Quezon province. Major irrigated rice fields were also located along the Laguna de Bay, northern Cavite province and western Batangas, covered by national (28,000 hectares) and communal (11,000 hectares) irrigation systems. On the other hand, corn production in the province, mostly from Batangas, accounted for 4 percent of total national produce. The continuous effort in the sector boosted the country’s grain production. Self-sufficiency in corn was also achieved during this period. However and despite the enactment of the Agriculture and Fisheries Modernization Act (AFMA) in 1997, manufacturing industries began to locate in areas used as Calabarzon rice lands. Coupled by higher production costs and a substantial reduction in rain fed areas, palay production significantly plummeted, making the region a net importer of rice. In 2002, only less than 18percent of the total palay consumption of the region was covered by the local production, with the remaining 80 percent imported mainly from Mindoro, Central Luzon and Mindanao. Nevertheless, demand for corn increased in consonance with the rapidly expanding livestock industry the region.

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Coffee In the 1880s, the Philippines became fourth largest coffee exporter in the world and the best Philippine coffees came from Batangas, Cavite and Laguna. Batangas coffee, more commonly known as “Kapeng Barako,” planted in the towns of Lipa, San Jose, Ibaan and Tanauan, also gained a strong following in Manila. However, coffee plantations in the country were almost wiped out due to a coffee leaf rust epidemic in 1894. Shortly afterwards, South America took over the Philippine’s position in supplying to global coffee demands. A coffee development program initiated in the 1960s resulted to improved quality and volume of coffee production in the country. Since then, coffee exports picked up from 1977 to 1989. In the 1990s, 10 percent of national coffee production came from the province of Cavite (particularly in the towns of Amadeo, Silang, Alfonso, Indang, Mendez, General Aguinaldo and Tagaytay City). Lately, Cavite supplied coffee to large multinational companies and exported their beans to Japan and Singapore.

Mango, Pineapple and Banana Calabarzon used to be among the top five regions producing mango, banana, and pineapple, which were grown in the provinces of Cavite, Laguna and Batangas. However, regional production was insignificant compared to that of big producers in Mindanao. Thus, when demand for land increased for industrial and residential use, areas planted to these crops became susceptible to conversion.

Timber and Other Forest Products During the Spanish colonial era, forest products were mostly controlled and consumed by the Spanish regime, thus local exploitation of commercial forests for timber was severely limited. Nevertheless and while some lowland forests were converted to agricultural crop plantations, Quezon province remained the center of all logging activities in the region. It was during the American period that the Philippine forestry sector was established and developed and the country became one of the top exporters of lumber to the US. Logging operations did not stop during the Japanese occupation and increased further during the post-war era as the demands for timber and lumber products increased. Until the 1980s, the country was a significant global player in exporting tropical hardwood logs and lumber but due to massive deforestation, the country eventually became a net importer of tropical hardwood logs by 1990. Though production of logs and lumber picked up in the mid-2000s, the country’s forest products contribute less than 0.1 percent to total exports.

Livestock and Poultry Commercial livestock farms and large slaughterhouses are located in the provinces of Quezon, Cavite (Dasmariñas and Tagaytay) and Batangas (Rosario, Padre Garcia, San Juan, Malvar, Laurel and Lipa City). The region is considered a showcase area for livestock and poultry trade. For instance, slaughterhouses with water treatment facilities were first modeled in Sta. Cruz, Laguna, while Padre Garcia is host to the biggest cattle auction market in the country. These features are enhanced by the fact that Batangas is part of the main Philippine nautical highway route, positively impacting on the region’s livestock and poultry and feed milling industries. R D P 2 0 1 1 ‐ 2 0 1 6 | 83

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Fishery Calabarzon has bountiful marine resources attributed to its rich major fishing areas, among them: Manila Bay in Cavite, Balayan Bay, Batangas Bay, Batangas Coast and Verde Island Passage in Batangas and Tayabas, Bay Ragay Gulf and Lamon Bay in Quezon. Dominant marine species in the region include: rounds cad (galunggong), frigate tuna (tulingan), slip mouth (sapsap), anchovies (dilis), grouper (lapu-lapu), threadfin bream (bisugo) and Indian mackerel (alumahan). Freshwater lakes and inland waters in the Laguna de Bay, Taal Lake and San Pablo Seven Lakes are the primary source of fresh water fish. Taal Lake is known as the only source of maliputo and tawilis. Recently, production of Pangasius, a high value commercial fish, is now being propagated in some parts of the region, particularly Laguna. Municipal marine and inland areas are traditional fishing grounds in the region, which contributes 40 percent to the region’s total fishery production - aquaculture contributes 30 percent while commercial fishing contributes 20 percent to the region's total fishery output. The shift towards aquaculture was noted with the enactment of Republic Act 8550 also known as the Philippine Fisheries Code of 1998. Annex Figure No. 4: Calabarzon Fisheries Production by Sector, (in metric tons), 1998 to 2009

Source: Bureau of Fisheries and Aquatic Resources

Employment in the Agriculture Sector In the 1970s, more than half of the working force in the region was engaged in agriculture and primarily employed in coconut and sugarcane plantations. At the turn of the century (2000), only a quarter of the working population was employed in the sector. This decreased further to 19 percent in 2008. A significant shift of workers from agriculture to the non-agricultural sector was noted beginning in the 1990s.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Annex Figure No. 5: Percent Share of Employment in the Agriculture Sector to Total Employment, Calabarzon, 1970-2008

Source: National Statistics Office

ANNEX I

The Contribution of EcoZones to the Calabarzon Economy Before the passage of the Philippine Economic Zone Authority (PEZA) Law in 1995, only a handful of industrial parks and export processing zones operated in the Calabarzon area. Thereafter, significant numbers of private-led Industrial Estates (IEs) were built and operated mostly in Cavite, Laguna and Batangas to take advantage of fiscal and non-fiscal incentives provided under the law. In addition, the presence of road infrastructure, power and communication facilities enhanced the region’s strategic location and ample space ideal for industrial operation offered by these provinces. These Economic Zones (EcoZones) housed the large export-oriented manufacturing firms that produce mostly semi-conductors, electronics, garments and transportation equipment. From 1993-2002, the region’s industry sector became a significant contributor to the regional economy at an annual average of 43 percent. This was largely driven by the manufacturing industry, which accounted for almost a third of the regional economy and contributed an average of 20 percent to the national output in manufacturing. During this same period, the manufacturing industry in Calabarzon was the country’s top producer of exports products.

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ANNEX J Micro, Small and Medium Enterprises (MSMEs) Defined MSMEs are defined as any business activity or enterprise engaged in industry, agri-business and/or services, whether single proprietorship, partnership, cooperative or corporation, whose total assets inclusive of those arising from loans but exclusive of the land on which the particular business entity’s office) must have a value falling under the classification shown in Annex Table No. 4. Annex Table No. 4: Classification of MSMEs in the Philippines Category Micro Small Medium Large

Asset Size (in PhP) Below 3,000,000 3,000,001 to 15,000,000 15,000,001 to 100,000,000 Greater than 100,000,000

No. of Employees 1 to 9 10 to 99 100 to 199 200 and above

Source: Republic Act 9501 or Magna Carta for MSMEs

The region has the second largest employment in MSMEs next to NCR accounting to about 16 percent of the national MSME employment in 2008. Employments in MSMEs are concentrated in the following: trade/industry (wholesale and retail trade, manufacturing) and services (hotel and restaurant, education) as shown in Annex Table No. 5 below. Annex Table No. 5: Regional Distribution of MSMEs by Sector, 2008 Industry

TOTAL

CALABARZON Agriculture, Hunting and Forestry Fishing Mining and Quarrying Manufacturing Electricity, Gas and Water Construction Wholesale and Retail Trade Hotels and Restaurants Transport, Storage and Communications Financial Intermediation Real Estate, Renting and Business Activities Education Health and Social Work Other Community, Social and Personal Service Activities

895,060 7,280 874 343 500,203 10,397 7,802 152,742 52,291 9,530 21,936 39,136 46,261 18,798 27,467

MICRO 230,426 1,324 322 42 37,747 205 639 109,353 30,081 1,576 10,981 11,965 4,897 6,655 14,639

Total Employment SMALL MEDIUM 158,751 62,089 4,290 1,666 552 301 44,820 36,647 2,617 1,940 2,219 667 31,542 4,029 19,574 2,636 3,205 1,646 8,565 519 4,087 2,543 26,147 6,111 4,405 3,366 6,427 1,367

LARGE 443,794 s2 380,989 5,635 4,277 7,818 s2 3,103 1,871 20,541 9,106 4,372 5,034

The 2008 List of Establishments was based on Field Updating conducted by the office in barangays with growth centers, other areas where significant change in status/updates of establishments were observed to have occurred and updates from feedbacks on the surveys undertaken by the office and supplemented by lists from different secondary sources. s2 - combined with employment size "medium" - no data available Source: NSO – Industry and Trade Statistics Department Statistical Sampling and Operations Division

On microfinance, CALABARZON (Region IV-A) ranked third on the highest amount of loan releases from July 2004 to April 2010. The region posted a total ofP16.408 billion offered to 631,938 86 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B beneficiaries for lending. Meanwhile, Regions III and II were the top regions in providing loans through microfinance facilities. These loaning facilities greatly benefitted small entrepreneurs and propelled development and economic activities in the regions. Annex Table 6. Top Regional Microfinance Accomplishments (July 2004 to April 2010) Region III II IV-A VII X VI

Loans Released (in billion PhP) 33.849 18.235 16.408 14.495 13.671 13.241

No. of Beneficiaries 763,406 431,866 631,938 734,511 409,511 619,840

Source: Department of Trade and Industry

ANNEX K Technical Notes on Land Use Conversions and Tenurial Instruments Annex Table No. 7: Land Use Conversions in the Philippines, 1988-1997a/ Location Philippines NCR Region 4 (includes Calabarzon) Region 3 Other Regions

Area (Hectares) 56,168.54 83.11 25,108.56 11,025.71 19,951.16

Percent Share to Total 100.0 0.2 44.7 19.6 35.5

a/ This

includes agricultural lands converted by the rezoning act of the local government prior to 1988 (i.e. enactment of the CARP Law) Source: DAR-Presidential Agrarian Reform Council (PARC)

Annex Table No. 8: Status of Land Conversion in Calabarzon, 1984-1999 Province Batangas Cavite Laguna Quezon Rizal Total

Agricultural Land Converted (Hectares) 4,705.4080 4,081.9611 2,325.3478 532.9240 961.6671 12,607.3080

Distribution of Agricultural Lands Converted to Other Use, by Major Category ( percent) Commercial Industrial Residential Others 7.47 16.61 66.90 9.03 1.86 18.84 57.84 21.46 14.09 31.41 50.67 3.83 7.70 0.47 60.57 31.26 27.73 1.24 68.71 2.31 8.43 18.21 60.84 12.52

Source: DAR-Center for Land Use, Policy Planning and Implementation (CLUPPI) * Commercial, industrial and residential includes mixed and related use, residential includes resettlement and socialized housing, other includes agriculture, aquaculture, eco-tourism, memorial parks and SHOPC

From 1988 to 1997, nearly half of land conversions occurred in Region 4. For about the same time period, it was determined that most of these converted lands were used for residential purposes accounting for over 50 percent of all end-uses across all provinces and indicating a real estate boom in the region. The conversion towards industrial use was most significantly noted in Laguna, wherein over 30 percent of converted lands were used for EcoZones, industrial estates and similar types of development. R D P 2 0 1 1 ‐ 2 0 1 6 | 87

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Annex Table No. 9: Summary of Tenurial Instruments Issued in Calabarzon, 2003 Kind of Tenurial Instruments Community-Based Forest Management Agreement Socialized Industrial Forest Management Agreement Industrial Forest Management Agreement Private Forest Development Agreement Forestland Grazing Management Agreement Tree Farm Lease Agreement Agro-forest Farm Lease Agreement Special Private Land Timber License Industrial Tree Plantation Lease Agreement Total

Number 45 6 4 1 3 3 8 1 3 74

Area (hectare) 18,127.06 2,740.00 49,189.00 1,840.72 333.00 590 6,667.00 27,851.79 482.00 107,820.57

Source: DENR Region IV-A, Forest Management Service

On the other hand, issued tenurial instruments covering nearly 90 percent of Calabarzon forest areas include Industrial and Community-Based Forest Management Agreements as well as one Special Private Timber License.

ANNEX L Milestones in Calabarzon Planning and Governance 1. Strengthened National, Regional and Local Planning Linkages While vertical consistency of plans was not a major concern during the early years of regional planning, there was recognition of the need for national and local collaboration, especially in the process of plan preparation. The specific approach employed to address this constraint was to build and improve on the capacities of technical planning staff. Thus, the Planning Assistance to Rural Areas (PASTORA) and Statistical Manpower Development Program (SMDP) were conceived and implemented in the late 70’s to the early 80’s. These two projects introduced local officials and their technical staff to planning techniques, including the use of scientific and statistical analysis.

2. Promotion of the Growth Corridor Approach Considering that the Southern Tagalog Region was huge and with diverse levels of development and natural resources endowments between and among its provinces, the corridor development concept was introduced as a spatial strategy. The whole of STR was subdivided into Urban Growth Corridor Development (UGCD) and Resource Sub-region Growth Corridor for Agro-Modernization (RSGCA) areas. UGCD areas were those provinces adjacent to NCR: Cavite, Laguna, Batangas, Rizal and Quezon which eventually became Calabarzon. The implementation of the strategy spurred the growth of the region, which positioned itself as a counter-magnet to the growth spillover of Metro Manila and with the private sector playing the lead role in providing investments for economic development.

3. Introduction of the Cluster Planning Approach One significant policy that impacted on regional planning is the passage of the Local Government Code (LGC) in 1991. The RDPs as well as local development plans after 1991 were prepared with local autonomy as the backdrop, in contrast with earlier plans which were elaborations of national development plans. 88 | R D P 2 0 1 1 ‐ 2 0 1 6

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The enactment of the LGC initially posed various challenges not only in service delivery but also in development planning, among them, the integration and harmonization of local development plans with sectoral and national development plans. This problem was compounded by ‘turf’ issues among agencies engaged in sub-national level planning, the proliferation of sectoral and master plans to address various concerns as advocated by donor agencies and civil society organizations (CSO), and inadequate competencies of local planners, among others. These problems have since been addressed at the RDC level and through the use of other interagency mechanisms, such as the Joint Memorandum Circular (JMC) No. 1, s. 2007 by the Department of Interior and Local Government (DILG), Department of Budget and Management (DBM), Department of Finance (DOF) and NEDA. The JMC, which resulted to the issuance of guidelines on planning, budgeting, expenditure management and resource generation, is expected to ensure a Synchronized Planning, Programming and Budgeting System (SBPPBS). The cluster planning approach was pilot tested in selected highly urbanized and urbanizing cities and municipalities under the CALA Project, serving as a test area for harmonizing local development plans. Through this project, inter-local cooperation was promoted as key for sustainable local development. The gains on inter-local cooperation from the CALA Project and government agenciesLGU partnerships on capacity building and implementation of high impact projects were sustained through regular meetings with key stakeholders. In these meetings, usually convened by NEDA, critical issues pertaining to LGUs, on-going projects and upcoming regional activities form part of the agenda for discussion. Because of its effectivity, the essence of this approach is still being used today.

4. Highlighted Public-Private Partnership, Volunteerism and Participatory Planning Approaches as Key Development Strategies The recognition of the important role of the private sector and CSOs in economic development brought about a transformation in the plan strategies and in the process of plan preparation. The shift fit well within the Calabarzon context, as development in the region became increasingly private sector-led. A number of business organizations implementing Corporate Social Responsibility (CSR) activities in various communities expressed willingness to invest in the region. Volunteer groups likewise became more actively involved in development work in Calabarzon. Given this trend, MTRDPs prepared since 1987 were done in consultation with the private sector and CSOs using participatory planning tools. Public and private participation is harnessed in the RDC, where at least 25 percent of its members come from business organizations and CSOs. The private sector representatives in the RDC are among the most active nationwide, evidenced by their attendance during meetings, teambuilding activities and strategic planning sessions and in the conduct of their own initiated activities. PSRs are also often designated as chairpersons of major RDC committees. As another way of promoting private sector participation, the RDC sustained efforts to strengthen volunteerism in the region. The RDC collaborated with the Philippine National Volunteers Service Coordinating Agency (PNVSCA) in giving recognition to the efforts of volunteers who have contributed to regional development. The RDC also initiated discussions on maximizing volunteerism as a development strategy.

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5. Mainstreaming of Various Advocacies into the Regional Development Agenda The region promoted the preparation of various sectoral plans on children, youth, women, gender and development (GAD) and local poverty reduction, among others. The preparation of these sectoral plans mainstreamed the issues of marginalized groups and basic sectors in the development agenda. Using the sectoral approach to planning, however, resulted to poorly crafted plans resulting to the duplication of programs and poor utilization of funds. These sector plans were also localized, exacerbating the difficulty of local planning offices in integrating them with other agenda in a coherent manner. Thus, the strengthening of regional and local bodies became a priority concern. Through the RDC, regional interagency teams provided technical assistance to capacitate various local bodies on plan and policy formulation, monitoring and evaluation (M & E) and the establishment of a database system that would integrate data and information pertaining to regional socioeconomic performance. New planning guidelines on Provincial/Local Planning and Expenditure Management (PLPEM) also provided a systematic mechanism for the mainstreaming of diverse concerns without having to prepare separate sectoral plans. New advocacies for integration include disaster risk reduction and climate change adaptation and human rights-based planning approach.

6. Improved Planning Tools and Local Level Databasing for More Effective Poverty Diagnosis and Tracking In Calabarzon, the RDC endorsed the Community-Based Monitoring System (CBMS) as a standard, region-wide instrument to generate local level data on poverty. The Regional KALAHI Convergence Group (RKCG), on the other hand, facilitated the adoption of common target areas and pooling of resources as an approach to address poverty. Public and private organizations, directly or indirectly working for poverty alleviation, also saw the value of relating their organization’s desired outcomes with poverty alleviation.

7. Conduct of Monitoring and Performance Evaluation A comprehensive Regional Project Monitoring and Evaluation System (RPMES) was adopted in 1989 in line with the government’s thrust on accountability and transparency. The system provides a scheme for monitoring and evaluating projects at the national, regional, provincial/city and municipal levels, with the extensive and active participation of various government agencies, local government units and non-government organizations (NGOs) at all levels. In Calabarzon, monitoring is conducted to determine status of project implementation and evaluation which are then used to determine the achievement of regional goals and objectives. Evaluation is documented through a Program Implementation Review (PIR). Related to evaluation is the performance assessment of LGUs. DILG implemented the web-based Local Governance Performance Management System (LGPMS) in 2005 to determine LGUs performance and state of development based on governance and development indicators. The LGPMS allows LGUs and other users to easily generate online reports, including local governance performance, state of local development, financial performance and e-summary reports, and at the provincial, regional or national levels. The system was implemented in Calabarzon in 2009. 90 | R D P 2 0 1 1 ‐ 2 0 1 6

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8. Establishment of a Regional Government Center Calamba City in Laguna was designated as the Regional Government Center (RGC) in 1991and affirmed in 2003. The establishment of the RGC was done based on the need to strengthen coordination between regional line agencies (RLAs) and LGUs and for RLAs to better cater to the demands of their clientele in Calabarzon. To date, 18 regional line agencies have already transferred to Calamba City.

9. Implementation of E-Governance and Initiatives in Improving the Ease of Doing Business The advent of information and communications and technology (ICT) brought about transformations to government operations. Through e-governance, the processes of transacting with government agencies and disseminating information on public programs and services to the people were expected to accelerate. The potential presented by emerging technologies on computer systems, database management, and interactive transactions were identified as important tools for regional ICT. The Department of Trade and Industry (DTI) established the National Economic Research and Business Action Center (NERBAC). The NERBAC provides entrepreneurs and investors with information on business opportunities in Calabarzon. It also facilitates the processing of requirements for business establishments - including credit services - through a one-stop action center.

10. Sustained Capacities of LGUs to Generate their Own Income In 1995, all the provinces of Calabarzon were classified as being of first income class. Two years prior, only Rizal held that distinction - with Batangas, Laguna, and Quezon being second income class provinces and Cavite being third class. The upgrading of the income classification of the provinces in 1995 may be attributed to industrialization and urbanization especially in the provinces of Batangas, Cavite, and Laguna; and an increase in per capita income particularly in Quezon. The upgrading also indicates sustained capacities of Calabarzon provinces to generate their own income outside of their IRAs.

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ANNEX M Technical Notes on Calabarzon Employment and Unemployment Rates In 2004, the region's labor force grew by only 2.6 percent, while labor force participation rate increased slightly at about 0.2 percent compared from the previous year. The employment rate for the period is 85.8 percent. This is slightly lower than the Plan target (90 percent) but higher by 1.2 percent from the previous year. In absolute terms, the region was able to generate 116,000 new jobs for the period. However, the unemployment rate in 2004 posted a marginal increase of 0.33 percent compared to the previous year. New jobs were created from aggregate employment expansion in the services (3.2 percent), industry (4.8 percent) and agriculture (1.0 percent) sectors. Employment from the services sector was related primarily to wholesale and retail trade (e.g. malls and department stores), repair services, transport, storage and communications services. On the other hand, employment from the industry sector came from food processing, textiles and garments and electronics and automobile parts. The improved industrial peace condition as manifested by a 50 percent reduction in the number of actual strikes also contributed to the positive performance of the sector. During this period, it is notable that employment in the agriculture sector increased, despite their seasonal nature and the effects of typhoons that struck the region in the latter period of the year. In 2005, the employment rate rose minimally at 1 percent. Out of 220,000 persons in the region that joined the labor force for the period, only two-thirds were able to get job. This is attributed to the lowered investments brought about by the USD 42 to 62 increase in world crude prices leading to a surge in production and power costs and exacerbated by political instability. However, the unemployment rate in 2005 posted a decrease from 14.25 percent to 13.92 percent. In 2006, the region's employment rate grew by 1.31 percent, which is directly translated to the creation of 129,000 new jobs. This is reinforced by a 1.57 percent decline in unemployment (46,000 jobs), due to the growth of the agriculture, hunting and forestry and fishing subsectors. The expansion of employment in agriculture was driven by impressive growth in the livestock and poultry, and seaweeds and aquaculture activities. The services and industry sectors respectively accounted for 54 and 27 percents of overall employment in the region in 2006. Calabarzon maintains a 57 percent ratio of employed to working age persons, making it the largest employer in the nation next to NCR.

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ANNEX N Technical Notes on Poverty in Calabarzon The per capita food and poverty threshold in Calabarzon is higher than that of the entire Philippines, but lower than that of NCR and Region III. Among its provinces, Cavite has the highest food and poverty thresholds for 2009, followed by Rizal, Batangas, Laguna and Quezon. Annex Table No. 10: Annual Per Capita Food and Poverty Threshold, 2003, 2006 and 2009 Region/Province

PHILIPPINES NCR Region III Region IV-A Batangas b/ Cavite b/ Laguna b/ Quezon b/ Rizal b/

Annual Per Capita Food Threshold (in PhP) 2003 7,577 9,776 8,902 8,539 8,858 9,735 8,336 8,098 9,195

2006 9,257 11,515 10,719 9,901 10,292 11,449 9,685 9,429 10,553

Annual Per Capita Poverty Threshold (in PhP) 2009 11,686 13,831 13,308 12,278 12,559 14,040 12,150 11,612 13,015

2003 10,976 13,997 12,771 12,394 12,708 13,976 11,939 11,628 13,100

2006 13,348 16,487 15,374 14,284 14,716 16,350 13,970 13,474 15,162

2009 16,841 19,802 18,981 17,779 18,089 20,163 17,295 16,652 18,717

Source: National Statistical Coordination Board

Poverty incidence in Calabarzon is lower than that of the entire Philippines and Region III, but higher than that for NCR. Among its provinces, Quezon registered the highest poverty incidence in 2009, followed by Batangas. On the other hand, the lowest poverty incidence for the same period was noted in the province of Cavite. The data also shows a significant difference between the poverty incidence among families and population. In 2009, the poverty incidence among population of 13.9 percent is 3.6 percentage points higher than the poverty incidence among families. Annex Table No. 11: Poverty Incidence Among Families and Population: 2003, 2006 and 2009 Region/ Province Philippines NCR Region III Region IV-A Batangas Cavite Laguna Quezon Rizal

Poverty Incidence Among Families 2003 2006 2009 20 21.1 20.9 2.1 3.4 2.6 9.4 12 12 9.2 9.4 10.3 13.8 12.7 14 4.8 4.2 4.5 5.2 4.5 5.9 23.2 26.7 24.5 2.9 2.7 6.5

Poverty Incidence Among Population 2003 2006 2009 24.9 26.4 26.5 3.2 5.4 4 12.4 15.2 15.3 12.1 12.3 13.9 18.5 16.4 18.8 6.7 6.2 6.4 6.8 5.7 8 28.8 35.2 32.5 4.3 3.6 9.5

Source: National Statistical Coordination Board

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B The subsistence incidence in Calabarzon is lower than that for the Philippines and Region III, but higher than that for NCR. Among its provinces, Quezon registered the highest incidence of subsistence among families and population, followed by Batangas. The lowest subsistence incidence, on the other hand, was noted in the province of Cavite. Annex Table No. 12: Subsistence Incidence Among Families and Population, by Region and Province: 2003, 2006 and 2009 Region/ Province PHILIPPINES NCR Region III Region IV-A Batangas b/ Cavite b/ Laguna b/ Quezon b/ Rizal b/

Subsistence Incidence Among Families (percent) 2003 2006 2009 8.2 8.7 7.9 0.3 0.7 0.4 2.3 3.7 3.7 2.4 2.8 2.4 3.8 4.6 4.3 0.7 0.7 0.6 0.9 1.1 0.9 7.7 8.0 5.9 0.6 0.8 1.5

Subsistence Incidence Among Population (percent) 2003 2006 2009 11.1 11.7 10.8 0.6 1.0 0.6 3.3 4.9 5.0 3.3 4.0 3.7 5.2 6.3 6.1 0.9 1.1 0.8 1.4 1.6 1.3 9.6 11.9 9.6 1.3 1.0 2.5

Source: National Statistical Coordination Board

Calabarzon has more poor families compared to NCR and Region III. Among its provinces, Quezon had the most number of people and families that are classified as poor, followed by Batangas, Rizal, Laguna and lastly, Cavite. Poor families in Quezon and Batangas were mostly located in remote upland and seashore areas and engaged mainly in farming and fishing activities. Annex Table No. 13: Share to Total Poor Families and Population, by Selected Regions and Province: 2003, 2006 and 2009 Percent Share to Total Poor Families 2003

2006

NCR 1.5 2.2 Region III 5.2 6.2 Region IV-A 6.1 5.7 Batangas 1.7 1.5 Cavite 0.8 0.6 Laguna 0.7 0.6 Quezon 2.6 2.8 Rizal 0.4 0.3 PHILIPPINES 100 100 Total No. of Poor 3,293,096 3,670,791 Families (Phils.) Total No. of Poor Population (Phils.) Source: National Statistical Coordination Board

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2009 1.7 6.3 6.4 1.7 0.7 0.8 2.6 0.8 100 3,855,730

Percent Share to Total Poor Population 2003

2006

2009

1.8 5.5 6.3 1.9 0.8 0.8 2.4 0.4 100

2.7 6.3 5.9 1.5 0.7 0.6 2.8 0.3 100

1.9 6.3 6.8 1.8 0.8 0.8 2.5 0.9 100

19,796,954

22,173,190

23,142,481

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ANNEX O Technical Notes on the Calabarzon Industry Sector EcoZones accelerated the growth of the industry sector in Calabarzon. In 2006, 23 percent of all approved EcoZones in the Philippines were located in the region. Laguna hosted nearly half of these industrial developments, with the remaining share distributed between Cavite and Batangas. All Other Regions 22% Central Luzon 8%

Source: PEZA Metro Manila 35%

Cavite 25% Laguna 46%

Calabarzon 23%

Central Visayas 12%

Batangas 29%

Source: PEZA

Annex Figure No. 6: Distribution of Approved EcoZones in the Philippines, 2006

Annex Figure No. 7: Distribution of Approved EcoZones in Calabarzon, 2006

The Calabarzon Region is considered as a vital component of a production network of industrial manufacturing clusters, envisioned under the framework of the ASEAN Economic Community (AEC) to be established by 2015. This was affirmed during the ASEAN summit in Cebu in 2007 and highlighted during the 14th ASEAN Summit held in Thailand in February 2009. One aim of the AEC is to liberalize and facilitate flows of investment in order to attract foreign direct investments (FDIs). Another aim is to deepen the ASEAN members’ participation in production networks, such as Bangkok’s Eastern Seaboard regions that host the automotive cluster in Thailand, Indonesia’s JABODETABEK, and the Philippines’ Calabarzon manufacturing centers. Most of the major manufacturing activities in the country are located in the Calabarzon, as such; the region has established itself as an important regional manufacturing center of the country. Of the 117,624 manufacturing establishments in the country in 2007, 15 percent or 17,593 establishments were located in Calabarzon. Likewise, 15 percent of the total number of establishments, estimated to be about 783,870 in 2007, is based in Calabarzon. Calabarzon’s manufacturing industry accounted for 20 percent of the national production in 2005. Manufacturing activities in Calabarzon are driven mainly by large export-oriented firms located in the region’s industrial estates or ecozones. This increased to 24 percent in succeeding years, of the 179 PEZA registered economic zones in the country, 44 were to locate in the region. Most of these developments were created through joint ventures between local and foreign partners, and engaged in a wide variety of product specialization from high-technology electronics/semi-conductor equipment to auto assembly plants, food, processing, shipbuilding and ecotourism.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Annex Table No. 14: PEZA Registered Economic Zones in Calabarzon, 2005 Province Number Nature/orientation Cavite 13 High tech; electronics/semi-conductor equipment manufacturers; ship building Laguna 17 High tech; electronics/semi-conductor equipment, manufacturers; auto assembly plants; food, processing/manufacturing Batangas 12 agro-industrial processing; shipbuilding; ecotourism Rizal 2 agro-industrial processing; eco-tourism Calabarzon

Source: Philippine Economic Zone Authority

Although the share of the industry sector in the GRDP averaged over 40 percent annually from 2003 to 2009, the sector posted a decreasing share in the country’s total Gross Value Added (GVA) for industry (15.1 percent in 2007 to 13.8 percent in 2009). The global financial meltdown adversely affected the performance of the industry sector, particularly manufacturing which registered a negative 5.1 percent growth in 2009 from negative 0.2 percent in 2008. The negative 3.5 percent growth of the fuel, light, water (FLW) subsector in 2009 likewise contributed to the decrease in sectoral performance. The manufacturing and FLW comprise 73 and 13 percent, respectively, of the total industry sector output. In 2004, the government reported a P21.62 billion (or 22.5 percent) exports increase from economic zones, covering the period from January to August. Top performers include Laguna Technopark Inc. (USD 5.38 billion), a consistent performer; followed by Gateway Business Park (USD 2.99 billion); and Lima Technology Center (USD 520.28 million). Export revenues generated in 2005 contributed USD 32 billion or 67.56 percent of total Philippine exports. This represents a 50 percent expansion (from 11 percent in 1996) of the region’s export share to the national total.

ANNEX P Technical Notes on the Calabarzon Services Sector Growth in the services sector is attributed to the growth in private construction, real estate and communications in the region, fueled by low interest rates and strong remittance from OFWs. Developments include high-end leisure projects, individual high-end to medium-end house and lot packages in Laguna, Cavite and Rizal, as well as Lipa and Antipolo Cities. The emergence of services required by economic zone locators such as machine calibration, water testing, bank and financial services, telecommunications, transportation, logistics and storage services and information technology and business process outsourcing (IT-BPO) further diversified the sector’s economic activities. However, the services sector suffered from the effects of the global financial crisis, which lowered its growth rate compared to national levels and fell short of attaining annual targets set during the 96 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B previous planning periods. Notwithstanding this, services sector was the only sector among all those present in the region that registered positive growth despite the global financial crisis. The trade subsector which comprises almost one half of the services sector grew only by 0.7 percent in 2008 and 0.2 percent in 2009. Ownership of dwellings and real estate (ODRE), which comprises a sizable output of the services sector, also recorded negative 2.9 percent growth in 2009. The negative growth for ODRE was caused partly by the decrease in demand for residential houses by OFWs who have been affected by the global financial crisis, coupled by increase in demand for more office spaces from BPOs and ICT companies. The finance and government service subsectors respectively posted 11.8 percent and 5.5 percent growth rates and contributed to the rally of the services sector. This was supplemented by the finance subsector, which also performed strongly due to decreasing interest rates and a stronger peso. While government spending increased, especially with the implementation of various anti-poverty programs, the private services subsector (through IT-BPO, hotels, health and wellness providers, commercial centers and tourism) showed a modest growth in 2009 at 4.7 percent.

Information Technology and Business Process Outsourcing From 2006 to 2009, the global IT-BPO market for offshore services grew at an annual average rate of about 15 percent. India was the early pioneer in this industry and has held the leading position globally by capitalizing on its large base of skilled professionals and organizing effectively around this opportunity to tap global markets. The value of the global market for offshore IT-BPO services industry grew from around USD 68 billion in 2006 to USD 104 billion in 2009. In 2010, it was estimated to range from USD 105 billion to USD 125 billion according to the Business Processing Association of the Philippines (BPAP). In the Philippines, IT takes a larger share in terms of the offshore services market size, based on 2006-2010 data. Collectively, IT-BPO revenues in the Philippines reached over USD 7 billion and employment totaled 442,000 in 2009 compared to less than USD 100 million in profits in 2001. Within this short period of time, the Philippines established itself as second only to India in the provision of IT-BPO services globally. Annex Figure No. 8: Global Offshore Service Market Size In the Philippines: 2006-2010

Source: Business Processing Association of the Philippines

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Annex Figure No. 9: IT-BPO Revenues in the Philippines, 2004-2009 (in PhP 000,000)

Source: Business Processing Association of the Philippines

Annex Figure No. 10: IT-BPO Employment in the Philippines, 2004-2009 (in ’000)

Source: Business Processing Association of the Philippines

The Philippines was able to achieve rapid industry growth as a result of several intrinsic strengths critical to IT-BPO service providers and customers. In a strategic plan for the industry, formulated by BPAP with McKinsey & Co, Offshoring and Outsourcing Philippines: Roadmap 2010 the country’s strong advantages in developing the industry were identified as: (a) suitable and abundant talent (b) good quality infrastructure (c) conducive business environment (d) operational performance In 2009, about 80 percent of the current BPOs were operating in the NCR area. This overconcentration of the industry in the NCR, if not properly managed, could lead to salary and rental inflation. To avoid this from happening and to tap the rich talent pools outside the NCR, BPAP aligned with the Cyber Corridor program of the Commission on Information and Communications Technology (CICT) and DTI to better prepare other regions to become outsourcing hubs. The project, called the Next Wave Cities initiative, involves the assessment and identification of key cities or areas ideal for BPO investors based on the supply of graduates and workers, relevant real estate, 98 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B telecommunications infrastructure, cost, business environment and risk management among other criteria. BPAP data show that the percentage of IT-BPO employment in NCR dropped slightly, from 82 percent in 2007 to 77 percent in 2010, even as the industry grew at a rate of over 30 percent across the country in that period. Employment growth of the IT-BPO industry outside the NCR also outpaced the growth within the NCR. Significantly, there were also twice the number of IT-BPO employees in regions outside the NCR in 2010 than there were in 2007, reflecting an increase from 53,812 employees in 2007 to 121,900 in 2010. Of the regions outside NCR, Regions VII (7.11 percent) and III (4.16 percent) have the most number of IT-BPO employees. Calabarzon (3.43 percent) follows closely behind Region VI (3.95 percent) with the next largest IT-BPO employment numbers. Annex Table No. 15: IT-BPO Employment by Region, 2010 Regions NCR CAR I III IV-A V VI VII VIII IX X XI XII Not indicated

IT-BPO Employment (percent) 76.77 1.35 t 0.02 4.16 t 3.43 0.53 3.95 7.11 0.68 0.02 0.39 1.39 0.01 0.19

Total = 530,000 (estimate) Source: Business Processing Association of the Philippines

Annex Table No. 16: IT-BPO Employment (full-time employees) Year

Total Philippines

NCR

2007 2008 2009 2010*

298,953 371,965 442,164 530,000

245,142 297,572 344,888 408,100

AGR (Percent) 21 16 18

Outside NCR 53,812 74,393 97,276 121,900

AGR (Percent) 38 31 25

Source: Business Processing Association of the Philippines *Estimates

Health and Wellness Industry Another emerging growth industry that significantly contributed to the economic performance of the region is the health and wellness subsector. As early as 2009, health and wellness services are already being integrated in residential complexes to make them residential resort complexes. An example of this is the establishment of 430 condominium unit and 48 terrace villas on a 3.5-hectare prime property in Calamba City, Laguna. Moreover, some of these services are being integrated with R D P 2 0 1 1 ‐ 2 0 1 6 | 99

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B retirement services to cater to the growing demand for emerging new lifestyles in the region’s urban centers. An estimated 15 spa establishments of various categories currently operate in the region. Most of these establishments are concentrated in Cavite and Laguna provinces.

Trade High population growth makes the region one of the major market forces south of NCR for commodity and consumer goods and services. Moreover, the growing wealth of the region’s major urban areas indicates to an expanding population that is actively engaged in economic activities. Based on the 2008 Annual Financial Report by the Commission on Audit, the Cities of Batangas, Calamba, Sta. Rosa, and Antipolo have already breached the PhP 1 billion mark in total income. These cities became part of the so-called Billionaire Cities of the Philippines, joining the ranks of rich cities coming mostly from the NCR. In addition, Lipa City in Batangas, Biñan City in Laguna, and Dasmariñas City in Cavite are expected to join the billionaire income group by 2009-2010. The region’s growing economy has been sustained by significant financial capital remittances from overseas Filipino workers, estimated at more than US$16 billion in 2007. In 2004, Calabarzon had the second highest number of OFWs in the country at 190,000 next to NCR’s 194,000 OFWs. By 2008, the number of OFWs from the region doubled to 234,738, majority of who come from the provinces of Cavite, Laguna, Batangas and Rizal. Annex Table No. 17: Number of OFWs Deployed from Calabarzon, 2008 Province Cavite Laguna Batangas Rizal Quezon CALABARZON

No. of OFWs

Distribution ( percent)

62,008 53,727 60,597 40,271 18,135 234,738

26.42 22.89 25.81 17.16 7.73 100.00

Source: Department of Labor and Employment IV-A and Overseas Workers Welfare Administration

The increased purchasing power of families of overseas workers contributed to the expanding demand for housing, consumer goods, and services. A survey made by the Asian Development Bank in 2003 showed that most OFWs allocate their remittances for food consumed at home, utilities and other household operations, personal care and effects, communications and transportation, with the highest allocation being for food consumed at home. A similar consumption pattern was also reflected in households of workers in the region’s factories and manufacturing establishments.

Commercialization in Urban Centers To cater to an expanding regional demand, the construction of malls and major shopping centers began in earnest in 2004, bringing the total number of such establishments in the region to 52 by 2010. More than half of these commercial centers are located in Laguna and Batangas provinces. Most of the commercial centers also operate within or near the urban centers of municipalities or cities. 100 | R D P 2 0 1 1 ‐ 2 0 1 6

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Interestingly, Lucena has the most number of commercial centers with seven, followed by the cities of Lipa and Calamba with four each and Sta. Rosa and Batangas Cities with three each.

Tourism The expanding population base of the Calabarzon (for locally oriented tourists) and its proximity to Metro Manila enhanced the tourism industry in the region and also gave rise to new tourism products, destinations and establishments. Recent survey reports showed an increase in the volume of local tourists visiting the region. The establishment of large theme parks and recreational facilities in Laguna could account for the increase in domestic arrivals.

Annex Figure No.11: Domestic and Foreign Tourist Arrivals, 2009 Source: Department of Tourism-IV *no data on Rizal tourist arrivals

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ANNEX Q Technical Notes on the Calabarzon Agriculture Sector The agriculture, fishery and forestry sector contributed about 19 percent of the region's GRDP, amounting to PhP 31 billion at constant prices. The average annual growth rate for the sector is 1.72 percent, although negative growth rates were posted in 2005 (-.25 percent) and 2009 (-1.2 percent). The negative growth rates may be directly attributed to Typhoons Winnie, Unding, and Yoyong in 2004, and Ondoy and Santi in 2009. Annex Table No. 18: Calabarzon Agriculture, Fishery and Forestry Plan Targets, Actual Growth Rates and Points Deviation (in percent), 2004-2009 Year 2004 2005 2006 2007 2008 2009 Average Annual

Targets 1.50 1.50 1.60 1.80 1.90 1.90 1.70

Actual 2.50 -2.50 3.20 4.10 4.20 -1.20 1.72

Points Deviation* 0.70 -4.00 1.60 2.30 2.30 -3.10 -0.03

Sources: Calabarzon RDP 2004-2010, Calabarzon Updated RDP 2008-2010, National Statistical Coordination Board *Computed as Plan Targets vs Actual

Crops Sugarcane and coconut were the dominant crops produced in the region in 2009. Palay, mango, banana, pineapple, corn and vegetables were also part of regional agricultural production for the same year. However, the crop subsector showed very erratic growth rate pattern from 2004 to 2009, with an annual average of negative 1.35 percent. Moreover, almost all crops demonstrated a negative growth rates, with the exception of corn, pineapple, and calamansi. Aside from typhoons, the decreasing area of land cultivated for agricultural produce contributed to negative growth rate in the crop subsector. Nevertheless, the presence of packet farms, organic producers and fertilizer manufacturers in Baras, Rizal, Tayabas City, and Rosario, Batangas point to an increasing demand for organically produced crops and agriculture products.

Livestock and Poultry The region’s livestock and poultry subsector contributed significantly to the growth of the agricultural sector, exhibiting a 4.8 percent average annual growth rate from 2005-2009. The sector is dominated by hog/swine production, which constitutes nearly 90 percent of regional livestock production, followed by cattle and carabao at 7.5 percent and 2.0 percent, respectively. Swine is grown largely in the provinces of Batangas, Laguna and Rizal. These provinces are home to breeder and production farm integrators such as Monterey and Bounty Fresh. However, swine production suffered a decline in 2008, due to the emergence of swine disease in the Philippines.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Nevertheless and despite incurring heavy losses for that period, producers have begun to cope with the increasing demand of meat. The region contributes about 20 percent to national production of chicken and is second only to Central Luzon in this regard. On the other hand, CALBARZON is the country's leading producer of chicken eggs. The industry, largely based in San Jose, Batangas, provides for 27 percent of total Philippine production and is growing annually at an average rate of 4.3 percent. The only identified limiting factor in the poultry industry is the high cost of feedstuff (e.g. soya and corn).

Fishery

Annex Figure No. 12: Distribution of Fishery Production, 2009

Calabarzon contributes an average of 8 percent to the total Philippine fishery production, increasing annually at an average rate of 4.6 percent. Past declines in production may be attributed to Typhoons Ondoy and Pepeng that caused extensive damage to fish cages and pens in the latter part of 2009. Quezon and Batangas contributed more than half of regional fishery production in 2009, at 39 percent and 25 percent respectively. Rizal (21 percent) and Laguna (12 percent) accounted for one third of regional production while Cavite contributed the least at 3 percent. The use of aquaculture accounted for more than half of the total fishery production in Calabarzon, representing 210,856 metric tons in 2009. Municipal fishing (29.4 percent) produced 122,145 metric tons and commercial fishing (19.7 percent) produced 81,887 metric tons.

Annex Figure No. 13: Fishery Production by Source, 2009

The situation points to a preference for aquaculture as opposed to the more traditional municipal source of fishery products. Breeding of high value species such as grouper, pompano, shrimp and crabs and ornamental fish is also an emerging trend in the region. Fishing areas in the region include Laguna Lake and Taal Lake, the coastal towns of Angono, Baras, Binangonan, Cardona, Jalajala, Morong, Pililla, Tanay and Taytay.

Source: Bureau of Agricultural Statistics

Agrarian Reform and Agriculture Infrastructure Support

Of the target 70,260 hectares of alienable and disposable lands intended to be distributed to farmer beneficiaries under the Comprehensive Agrarian Reform Program (CARP), only a third or 22,260 hectares were acquired and distributed to agrarian beneficiaries between 2005 and 2010.

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Annex Table No. 19. Agrarian Land Acquisition and Distribution, 2005-2010 Province Batangas Cavite Laguna Quezon Rizal TOTAL

RDP Target 2005-2010 (Hectares) 20,600 1,370 16,950 28,528 2,812 70,260

Actual 2005-2010

Deviation

Percent Accomplishment

1,856 3,324 4,320 8,417 1,501 22,260

-18,744 1,954 -12,630 -20,111 -1,311 -48,000

9.0 242.6 25.5 29.5 53.4 31.7

Source: Target: DENR-Land Management Service / Land Management Bureau IV-A; Actual DAR IV-A

Rehabilitation and construction of supporting infrastructure facilities such as farm-to-market-roads (FMRs) and postharvest facilities would enable the marketing and distribution of the region’s agricultural produce. However, only a limited length of FMRs was constructed in Calabarzon from 2004 to2009, and these were located mostly in the provinces of Batangas and Quezon. On the other hand, typhoons that devastated the region during the period affected the inflow and outflow of agricultural produce of the farming communities.

ANNEX R Calabarzon MDG Score Card

GOAL 1: ERADICATE EXTREME POVERTY & HUNGER Target by 1: Halve the proportion of people living in extreme poverty between 1990 and 2015 Indicator 1: Proportion of population living below subsistence or food threshold Baseline (1991) Calabarzon Batangas Cavite Laguna Quezon Rizal

21.0 25.6 16.6 17.0 35.0 14.7

Latest Data (2009) 3.7 6.1 0.8 1.3 9.6 2.5

Target by 2015 3.3 3.3 1 0.9 10.9 0.9

Probability of Achievement High High High High High High

Source of Baseline & Current Data: National Statistical Coordination Board

Indicator 2: Proportion of population living below poverty threshold Baseline (1991) Calabarzon Batangas Cavite Laguna Quezon Rizal

24.8 38.5 25.7 23.5 52.0 20.8

Latest Data (2009) 13.9 18.8 6.4 8.0 32.5 9.5

Target by2015

Source of Baseline & Current Data: National Statistical Coordination Board

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12.4 19.25 12.85 11.75 26.0 10.4

Probability of Achievement High High High High High High

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

Target by 2: Halve the proportion of population below the minimum level of dietary energy consumption and halve the proportion of underweight children under 5 years old

Indicator 3: Proportion of households with per capita intake below the 100 percent dietary energy requirement Baseline (1993) Calabarzon

67.8

Latest Data (2008) 60.8

Target by2015

Probability of Achievement

33.9

Low

Source of Baseline & Current Data: National Statistical Coordination Board Indicator 4: Proportion of Underweight Children under 5 years old Baseline (2005) Calabarzon Batangas Batangas City Lipa City Tanauan City Cavite Cavite City Tagaytay City Trece Martires City Laguna Calamba City San Pablo city Sta. Rosa City Quezon Lucena City Rizal Antipolo City

10.27 7.37 9.08 5.12 3.8 11.02 11.85 11.85 10.42 9.76 6.18 6.46 4.83 18.17 12.7 7.52 11.9

Latest Data (2009) 8.15 5.37 7.15 3.1 3.07 9.37 8.23 6.7 4.79 7.15 2.81 4.74 2.77 16.28 10.74 5.24 10.62

Target by 2015 5.135 3.685 4.54 2.56 1.9 5.51 5.925 5.925 5.21 4.88 3.09 3.23 2.415 9.085 6.35 3.76 5.95

Probability of Achievement High High High High High Medium High High High High High High High Medium Medium High Medium

Source: DOH-Operation Timbang

GOAL 2: ACHIEVE UNIVERSAL PRIMARY EDUCATION

Target by 3: Achieve universal access to primary education Indicator 5: Net enrolment or participation rate in elementary education School Divisions Calabarzon Batangas Batangas City Lipa City Tanauan City Cavite Cavite City Laguna Calamba City San Pablo City Sta. Rosa City* Quezon

Baseline (2003)

Latest Data (2009)

Target by 2015

83.69 82.83 80.87 77.44 75.66 83.34 78.87 82.76 87.08 85.35 75.15 80.56

71.67 77.71 75.02 78.64 80.25 66.25 87.12 70.48 54.08 82.35 68.88 81.36

100 100 100 100 100 100 100 100 100 100 100 100

Probability of Achievement Low Low Low Low Low Low Medium Low Low Low Low Low

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B School Divisions Lucena City Rizal Antipolo City

Baseline (2003)

Latest Data (2009)

Target by 2015

84.15 85.85 85.87

76.55 67.46 67.45

100 100 100

Probability of Achievement Low Low Low

Source of Baseline and Current Data: Department of Education

Indicator 6: Elementary Cohort Survival Rate School Divisions Calabarzon Batangas Batangas City Lipa City Tanauan City Cavite Cavite City Laguna Calamba City San Pablo City Sta. Rosa City Quezon Lucena City Rizal Antipolo City

Baseline (2003) 95.77 75.09 79.96 77.70 64.49 82.47 88.84 66.00 64.95 83.45 64.81 74.43 88.36 77.95 64.25

Latest Data (2009) 68.17 76.37 76.96 74.18 68.80 62.82 70.37 65.27 61.30 63.91 77.67 68.18 67.07 72.07 64.06

Target by2015 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7 84.7

Probability of Achievement Low Low Low Low Low Low Low Low Low Low Medium Low Low Low Low

Source of Baseline and Current Data: Department of Education

Indicator 7: Elementary Completion Rate School Divisions Calabarzon Batangas Batangas City Lipa City Tanauan City Cavite Cavite City Laguna Calamba City San Pablo City Sta. Rosa City Quezon Lucena City Rizal Antipolo City

Baseline (2003) 73.29 76.17 88.04 87.92 95.77 65.72 75.39 73.22 53.75 63.76 65.27 76.66 81.96 79.80 64.64

Latest Data (2009) 67.50 76.11 76.81 74.09 68.54 62.23 69.90 64.29 60.43 63.50 69.58 67.49 66.31 72.06 63.03

Target by2015

Source of Baseline and Current Data: Department of Education * Baseline of Sta. Rosa City is 2008 since it is a newly created division

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81 81 81 81 81 81 81 81 81 81 81 81 81 81 81

Probability of Achievement Low Low High High High Low Low Low Low Low Low Medium High Medium Low

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

GOAL 3: PROMOTE GENDER EQUALITY

Target by 4: Eliminate gender disparity in basic education

Indicator 8: Gender Parity in Net Enrollment Rate (Elementary) School Divisions Baseline Latest Target by (2003) Data(2009) 2015 Calabarzon 1.01 1.01 1.00 Batangas 1.01 1.06 1.00 Batangas City 0.99 1.02 1.00 Lipa City 0.99 1.04 1.00 Tanauan City 0.98 1.06 1.00 Cavite 1.02 0.88 1.00 Cavite City 1.07 1.09 1.00 Laguna 1.01 1.03 1.00 Calamba City 0.98 1.05 1.00 San Pablo City 1.02 1.01 1.00 Sta. Rosa City 1.00 1.10 1.00 Quezon 1.02 1.06 1.00 Lucena City 0.97 1.05 1.00 Rizal 1.00 1.00 1.00 Antipolo City 1.02 1.04 1.00

Probability of Achievement Low Low High High High High Low Low High Medium Low Low High High Low

* Baseline is 2008 since it is a newly created division Source of Baseline and Current Data: Department of Education

Indicator 9: Gender Parity in Secondary Net Enrollment Rate School Divisions Calabarzon Batangas Batangas City Lipa City Tanauan City Cavite Cavite City Laguna Calamba City San Pablo City Sta. Rosa City Quezon Lucena City Rizal Antipolo City

Baseline (2003) 1.13 1.15 1.13 1.15 1.10 1.10 1.07 1.13 1.04 1.17 1.16 1.21 1.14 1.10 1.13

Latest Data (2009) 1.13 1.21 1.16 1.12 1.14 1.02 1.13 1.16 1.06 1.19 1.05 1.25 1.12 1.1 1.16

Target by 2015 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Probability of Achievement Low Low Low Low Low High Low Low Low Low High Low Low Low Low

* Baseline is 2008 since it is a newly created division Source of Baseline and Current Data: Department of Education

Indicator 10: Ratio of girls to boys in tertiary education Indicators Tertiary enrollment

Baseline (2002) 1.30

Latest Data (2004) 1.25

Target by 2015 1

Probability of Achievement High

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B Indicator 11: Ratio of girls to boys in tertiary graduates Indicators Tertiary graduates

Baseline (2002) 1.60

Latest Data (2004) 1.46

Target by 2015 1

Probability of Achievement High

GOAL 4: REDUCE CHILD MORTALITY

Target by 5: Reduce under-five mortality rate by two thirds by 2015

Indicator 12: Under-five mortality rate Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

3.8 2.19 3.19 5.07 6.30 6.21

Latest Data (2009) 8.9 6.92 8.67 5.14 10.37 7.68

Target by 2015 1.3 0.7 1.1 1.7 2.1 2.1

Probability of Achievement Low Low Low Low Low Low

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

Indicator 13: Infant mortality rate Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

9.2 8.00 6.56 9.25 14.55 10.55

Latest Data (2009) 7.5 4.97 5.53 7.54 9.11 4.80

Target by 2015 3.1 2.7 2.2 3.1 4.9 3.5

Probability of Achievement High High Medium Medium High High

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

Indicator 14: Percentage Fully Immunized Children Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

92.97 99.51 101.8 92.39 76.46 95.76

Latest Data (2009) 80.87 94.43 66.4 83.27 58.40 98.11

Target by 2015 100.0 100.0 100.0 100.0 100.0 100.0

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

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Probability of Achievement Low Low High Low Low High

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B GOAL 5: IMPROVE MATERNAL HEALTH Target by 6: Reduce by 3/4, between 1990 and 2015 the maternal mortality ratio Indicator 15: Maternal Mortality Rate Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

38.9 24.23 25.94 34.86 108.56 50.59

Latest Data (2009) 33.6 8.23 39.24 26.61 51.87 27.41

Target by 2015 9.7 6.1 6.5 8.7 27.1 12.6

Probability of Achievement Low High Low Medium High High

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

Target by 7: Increase access to reproductive health services to 60 percent by 2010, and 80 percent by 2015 Indicator 16: Contraceptive Prevalence Rate Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

47.9 31.76 46.50 36.10 121.10 32.91

Latest Data (2009) 23.22 25.54 31.58 36.51 25.19 22.96

Target by 2015 80 80 80 80 80 80

Probability of Achievement Low Low Low Low High High

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

GOAL 6: COMBAT HIV/AIDS, MALARIA & OTHER DISEASES Target by 9: Halt and reverse the incidence of malaria and other major diseases by 2015 Indicator 17: TB case detection rate Baseline (2004) Calabarzon Batangas Cavite Laguna Quezon Rizal

58 40 55 47 55 43

Latest Data (2009) 55 53.23 60.90 61.18 44.81 53.25

Target by 2015 0 0 0 0 0 0

Probability of Achievement Low Low Low Low Low Low

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

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GOAL 7: ENSURE ENVIRONMENTAL SUSTAINABILITY Target by 11: Halve the proportion of people with no access to safe drinking water and basic sanitation or those who cannot afford it by 2015

Indicator 18: Percentage of Households with Safe Drinking Water Sources Calabarzon Batangas Cavite Laguna Quezon Rizal

Baseline (2004)

Latest Data(2009)

86.56 76.85 89.53 92.93 75.47 60.86

92.50 99.25 82.57 87.74 103.72 101.95

Target by 2015 86.5 86.5 86.5 86.5 86.5 86.5

Probability of Achievement High High High High High High

Source of Baseline and Current Data: Department of Health-Center for Health Development IV-A

Indicator 19: Percentage of Households with Sanitary Toilet Facilities Calabarzon Batangas Cavite Laguna Quezon Rizal

Baseline (2004)

Latest Data(2009)

57.82 87.65 87.33 20.38 64.72 29.81

88.46 84.72 81.11 87.51 91.11 87.29

Target by 2015 83.8 83.8 83.8 83.8 83.8 83.8

Probability of Achievement High High High High High High

Source of Baseline and Current Data: DOH-CHD IV-A

Indicator 20: Proportion of households with secured housing units Baseline (1990) Calabarzon Batangas Cavite Laguna Quezon Rizal

90.1 91.3 92.8 89.5 87.4 89.8

Latest Data (2000) 66.8 64.9 75.1 70.1 49.8 69.3

Target by 2015 80 80 80 80 80 80

Probability of Achievement Medium Medium Low Medium High Medium

Source of Baseline and Current Data: National Statistics Office-Census on Population and Housing

Indicator 21: Percentage forest cover Baseline Calabarzon

Latest Data (2005) 35.2

Target by 2015 50

Source of Baseline and Current Data: Department of Environment and Natural Resources NDA: No data available

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Probability of Achievement

R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

ANNEX S Technical Notes on the Calabarzon Human Development Index Batangas has the highest life expectancy rating, which ranks it at 7 out of the 77 Philippine provinces included in the scoring. While Quezon ranked lowest among all the Calabarzon provinces. However, Batangas’ rank improved from 58 in 2000 to 37 in 2006 which is among the most remarkable for the time period. Annex Table 20: Human Development Index: Calabarzon Life Expectancy at Birth, 2000-2006 Area

2000

2003

Index 0.748

Rank

Index 0.764

Rank

NCR Rizal Cavite Laguna Batangas Quezon

0.745 0.736 0.711 0.759 0.681

2 3 5 15 58

0.764 0.75 0.726 0.775 0.695

9 14 20 6 36

2006 Index Rank 0.781 0.781 0.763 0.739 0.793 0.708

12 16 26 6 37

Source: 2009 Philippine Human Development Report

Four out of the five Calabarzon provinces are included in the top 15 provinces in terms of the education index. Only Quezon garnered a low ranking for this index, being 46th out of the 77 assessed Philippine provinces. Annex Table 21: Human Development Index: Calabarzon Education Index, 2000-2006 Area

2000

2003 Rank

Index 0.814

Rank

NCR

Index 0.808

Rizal Cavite Laguna Batangas Quezon

0.76 0.747 0.716 0.656 0.614

1 3 7 13 27

0.76 0.755 0.731 0.679 0.595

2 3 5 11 36

2006 Index Rank 0.847 0.801 0.797 0.784 0.711 0.612

2 3 5 15 46

Source: 2009 Philippine Human Development Report

Three out of the five Calabarzon provinces are included in the top 10 provinces in terms of the income index namely Laguna, Rizal and Cavite. Batangas ranked 26 while Quezon fared the worst with a ranking of 65. Annex Table 22: Human Development Index: Calabarzon Income Index, 2000-2006 Area NCR Rizal Cavite Laguna Batangas Quezon

2000 Index Rank 0.989 0.762 0.617 0.681 0.478 0.382

1 9 3 24 34

2003 Index Rank 0.824 0.606 0.609 0.714 0.464 0.327

7 6 2 24 53

2006 Index Rank 0.756 0.594 0.594 0.602 0.418 0.253

7 8 5 26 65

Source: 2009 Philippine Human Development Report

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ANNEX T Sea Level Rise and Flooding Simulation for Selected Areas in Calabarzon

Annex Figure No. 14: Sea Level Rise and Flooding Simulation for Cavite City

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

Annex Figure No. 15: Simulation for Laguna Lake

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Annex Figure No. 16: Sea Level Rise and Flooding Simulation for Batangas City

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

Annex Figure No. 17: Sea Level Rise and Flooding Simulation for Nasugbu

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Annex Figure No. 18: Sea Level Rise and Flooding Simulation for Lucena City

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R E G I O N I V ‐ A : C A L A B A R Z O N G L O B A L B U S I N E S S H U B

Annex Figure No. 19: Sea Level Rise and Flooding Simulation for Polillo Island

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CREDITS A.

Calabarzon Regional Development Plan, 2011-2016 Review Workshop - Hotel Kimberly, Tagaytay City, February 10-11, 2011 RDC and Committee Officials Dir. Severino C. Santos Engr. Ladislao L. Andal Atty. Apolinario A. Macalintal PSR Andrew O. Nocon PSR Sis Mary Rebecca E. Rogacion

NEDA IV-A Phil. Institute of Civil Engineers Batangas Provincial Tourism Council Tourists Association of Laguna PEER Counselling Foundation of the Phil. Inc.

Regional Line Agencies Dir. Nilo B. Tamoria Dir. Lorna D. Dino Dir. Josefina Castilla-Go Dir. Juanito D. Taleon Dir. Marilou Q. Toledo Dir. Alexander R. Madrigal Dir. Rosalinda P. Bautista Dir. Vicente F. Tomazar Dir. Teodoro M. Gatchalian ARD Esmeralda Paz D. Manalang ARD Alex V. Avila ARD Ariel O. Iglesia Ms. Virginia Bartolome Mr. Felizardo C. Lim Ms. Carmelita Ramos Ms. Basilisa Mendoza Engr. Josephine P. Baquiran Ms. Mylah Gatchalian Ms. Eden Arce Ms. Emmie Ruales Atty. Leopoldo C. Biscocho, Jr. Engr. Cesar B. Guce Mr. Maceduno U. Banuelos Mr. Gilbert Patulot

DENR IV-A DepEd IV-A DILG IV-A DOH IV-A DTI IV-A DOST IV-A NSO IV-A OCD IV-A TESDA IV-A BFAR IV-A DOLE IV-A DILG IV-A BFAR IV-A BFAR IV-A DA IV-A DOT DPWH IV-A DSWD IV-A DSWD IV-A NWRB PPA PPA PPA PNR

Private Sector Representatives PSR Felino SM Angeles, Jr. PSR Emerson B. Atanacio PSR Apolinar E. Aure PSR Jefferson S. Bongat PSR Rodrigo M. Camia PSR Teresita M. Leabres PSR Eduardo M. Nicolas III PSR Richard Albert I. Osmond PSR Josephine C. Parilla PSR Ricardo M. Sandalo PSR Lina Lutgarda M. Tanjuatco PSR Gillian Joyce G. Virata

HEAR APPTETPCI PhilExport OSHDP STARCDC PCCI, Cavite CCI PHILEA PATAMABA HUMEIN-Phil. FRBC BPAP

Local Government Units Mr. Meynard C. Melo Mr. Jesus I. Barrera Mr. Valentin P. Guidote Mr. Ariel Penaranda Engr. Irma Garde Engr. Nestor V. Imperial, Jr. Enp. Gertie A. Sison Ms. Leila Reynes B.

Batangas Cavite Laguna Laguna Quezon Quezon Rizal Rizal

Joint Sectoral Committee on Macroeconomy and Development Administration and Sectoral Committee on Social Development Meeting – NIA, Quezon City December 8, 2010 Dir. Severino C. Santos Dir. Josefina Castilla-Go Dir. Rosalinda P. Bautista Dir. Teodoro M. Gatchalian ARD Tomas M. Ortega PSSupt. Rolando B. Opeña Ms. Imelda B. Decipeda Ms. Teresita D. Gonzaga Ms. Leila C. Reynes Mr. Apolinar E. Aure PSR Andrew O. Nocon PSR Mary Rebecca E. Rogacion PSR Aileen C. Penas PSR Ricardo M. Sandalo PSR Emerson B. Atanacio PSR Teresita M. Leabres PSR Josephine C. Parilla PSR Rodrigo M. Camia Ms. Maricar M. Castro Ms. Cecilia A. Cerrado Ms. Cefronia Majuelo Ms. Ma. Theresa Y. Malubag Ms. Delia M. Rodriguez Ms. Imelda B. Decipeda Ms. Edna M. De Jesus Ms. Juliet L. Bernales Ms Maria Aiza Matibag Mr. Hermy D. Estrabo Mr. Romeo C. de Castro Ms. Rosalinda V. Bunal Dr. Gilbert G. Par Ms. Rosamia H. Gelle Ms. Adelaida M. dela Cruz Ms. Margienel Adviento Mr. Ivan J. Casumpang

NEDA IV-A DILG IV-A NSO IV-A TESDA OCD IV-A PNP IV-A DOLE IV-A DTI IV-A PPDO Rizal PSR, PhilExport TAL PCFPI ATIKHA HUMEIN-Phil. APPTETPCI PCCI Cavite PATAMABA STRCDC DILG IV-A PPDO Rizal DSWD DOH CHED DOLE DA NCIP NNC URS BSU LSPU DOH IV-A DEPED IV-A Volunteer Worker DOH IV-A DOH IV-A

C. Private Sectors’ Brainstorming Workshop – Laguna Light Industrial Park, Calamba City November 24, 2011 PSR Ladislao L. Andal PSR Felino SM Angeles, Jr. PSR Emerson B. Atanacio PSR Apolinar E. Aure PSR Jefferson S. Bongat PSR Rodrigo M. Camia PSR Milagros L. Chavez PSR Teresita M. Leabres PSR Apolinario A. Macalintal PSR Cesar Mario O. Mamon PSR Eduardo M. Nicolas III PSR Andrew O. Nocon PSR Albert I. Osmond PSR Josephine C. Parilla PSR Aileen C. Peñas PSR Sis Mary Rebecca E. Rogacion PSR Ricardo M. Sandalo PSR Lina Lutgarda M. Tanjuatco PSR Gillian Joyce G. Virata

PICE HEAR APPTETPCI PhilExport OSHDP STARCDC KMMLT PCCI, Cavite BPTC ECOP CCI TAL PHILEA PATAMABA ATIKHA OWCII CFPI HUMEIN-Phil. FRBC BPAP

The preparation of the plan would not have been possible if not for the submission of data/reports from the following officers and members of the RDC: Local Government Units Gov. Vilma Santos Recto Gov. Juanito Victor C. Remulla, Jr. Gov. Emilio Ramon P. Ejercito III Gov. David C. Suarez Gov. Casimiro A. Ynares III, MD Mayor Vilma A. Dimacuha Mayor Meynardo A. Sabili Mayor Sonia T. Aquino Mayor Romeo G. Ramos Mayor Abraham N. Tolentino Mayor Melandres G. De Sagun Mayor Jennifer A. Bargaza Mayor Joaquin M. Chipeco, Jr. Mayor Vicente B. Amante Mayor Arlene A. Nazareno Mayor Marlyn A. Alonte Mayor Barbara Ruby C. Talaga Mayor Faustino A. Silang Mayor Danilo O. Leyble Mayor Domingo G. Panginiban, Sr. Mayor Sofronio C. Ona, Jr. Mayor Strike B. Revilla Mayor Girlie J. Ejercito Mayor Ramon A. Orfanel Mayor Elionor I. Pillas

Batangas Cavite Laguna Quezon Rizal Batangas City Lipa City Tanauan City Cavite City Tagaytay City Trece Martirez City Dasmarinas City Calamba City San Pablo City Sta. Rosa City Binan City Lucena City Tayabas City Antipolo City Sta. Cruz, Laguna Calaca, Batangas Bacoor, Cavite Pagsanjan, Laguna Catanauan, Quezon Jalajala, Rizal

Regional Line Agencies Dir. Abelardo R. Bragas Dir. Antonio G. Evangelista Dir. Julian Ll. Pacificador Dir. Nilo B. Tamoria Dir. Eduardo L. Del Rosario Dir. Edmundo A. Mangubat Dir. Lorna D. Dino Dir. Juanito D. Taleon Dir. Ricardo S. Martinez, Sr. Dir. Josefina C. Go Dir. Luis A. Mamitag Dir. Marilou Q. Toledo Dir. Louella C. Jurilla Dir. Severino C. Santos Dir. Susan M. Solo Dir. Alexander R. Madrigal Dir. Rogel Joseph V. Del Rosario Dir. Ricardo E. Ochia Dir. Wilma D. Naviamos Dir. Teodoro Gatchalian Dir. Norito A. Cabotaje Dir. Ricardo A. Wagan Dir. Zacarias A. Abanes Col. Silvino A. Atcabosa, Jr. Dir. Leonida S. Calagui Dir. Jesus T. Tamang PCSupt. Nicanor A. Bartolome Dir. Vicente F. Tomazar Dir. Antonio B. Decatoria Gen. Mgr. Rodrigo Cabrera Chancellor Luis Rey I. Velasco Dir. Rosa F. Macas Dir. Roberto L. Almonte

DA DAR DBM DENR BLGF DFA DepEd DOH DOLE DILG DPWH DTI DOT NEDA PMS DOST BSP DOTC-LTO DSWD TESDA PIA PASUC HUDCC AFP CHED DOE PNP OCD HLURB LLDA UPLB BFAR NCIP

Private Sector Representative PSR Ladislao L. Andal PSR Felino SM Angeles, Jr. PSR Emerson B. Atanacio PSR Apolinar E. Aure PSR Jefferson S. Bongat PSR Rodrigo M. Camia PSR Milagros L. Chavez PSR Teresita M. Leabres PSR Apolinario A. Macalintal PSR Cesar Mario O. Mamon PSR Eduardo M. Nicolas III PSR Andrew O. Nocon PSR Albert I. Osmond PSR Josephine C. Parilla PSR Aileen C. Pe単as PSR Sis Mary Rebecca E. Rogacion PSR Ricardo M. Sandalo

PICE HEAR APPTETPCI PhilExport OSHDP STARCDC KMMLT PCCI, Cavite BPTC ECOP CCI TAL PHILEA PATAMABA ATIKHA OWCII CFPI HUMEIN-Phil.

PSR Lina Lutgarda M. Tanjuatco PSR Gillian Joyce G. Virata

FRBC BPAP

NEDA IV-A Officials and Staff RDC Secretariat Office of the Regional Director Dir. Severino C. Santos ARD Liberty A. Abellon Valter L. Morada Asya Marie L. Barrios Jezreel Heath Belleza Corazon C. Salandanan

Regional Director Assistant Regional Director Sr. Eco. Dev. Specialist RDC Staff RDC Staff Secretary

Plan and Policy Formulation Division and Knowledge Management Division Donald James D. Gawe Division Chief Agnes A. Daantos Sr. Eco. Dev. Specialist Jedel Ervin M. Tabamo Sr. Eco. Dev. Specialist Antonio F. Robles Sr. Eco.Dev. Specialist Antonina M. De Chavez Eco. Dev. Specialist II Christine Joyce R. Betia Eco. Dev. Specialist II Kathleen D.C. Melendrez Eco. Dev. Specialist I Project Development, Investment Programming and Budgeting Division and Project Monitoring and Evaluation Division Fidel T. Udarbe Chief Eco. Dev. Specialist Marcelo Cesar R. Palacio Supvg. Eco. Dev. Specialist Emilinda S. Evangelista Sr. Eco. Dev. Specialist Josephine D. Hapil Sr. Eco. Dev. Specialist Elisa I. Pandela Sr. Eco. Dev. Specialist Alan T. Del Socorro Eco. Dev. Specialist II Operations Division Arlita E. Lopez Lorenzo F. Tamayo Alicia A. Billutes Flordeliza G. Lagadameo Nelia C. Villaflor Maricel B. Jardiolin Norayda N. Ragasa Francis P. Que Tomas Q. Lipit Pepito R. Ponce Richeal M. Jastive Farhad E. Ali Asgari

Division Chief Cashier Administrative Officer Acting Accountant Administrative Assistant Administrative Assistant Administrative Assistant Administrative Assistant Administrative Assistant Administrative Assistant Administrative Assistant ICT Assistant