Report on the Implementation of the Action plan of

Vigan, Philippines

THE CITY OF VIGAN’S ACTION ON CULTURAL MANAGEMENT AND TOURISM

SECTION I. BACKGROUND INFORMATION

Introduction: What is Vigan? A Brief Description Vigan, established in the 16th century, is the best-preserved example of a planned Spanish colonial city in Asia. Its architecture reflects the coming together of cultural elements from elsewhere in the Philippines and from China with those of Europe to create a unique culture and townscape without parallel anywhere in East and Southeast Asia. Vigan is a UNESCO World Heritage City, and one of the five World Heritage Sites in the Philippines. [Quick flashes of slides showing heritage attractions of Vigan.]

A. Statement of Significance The significance of Vigan is stated in the criteria used to justified the inscription of Vigan as a UNESCO World Heritage City:

1. Vigan represents a unique fusion of Asian building design and construction with European colonial architecture and planning.

2. Vigan is an exceptionally intact and well-preserved example of a European trading

town in East and Southeast Asia. It should be noted that Vigan refers not only to the historical center. Although there are 39 barangays (villages), 9 of which form the historical city of Vigan, while the remaining 30 surround Vigan, supporting it with traditional industries, such as rice and corn cultivation, pottery, handloom weaving, metal-craft, sausage and rice cake making and other traditional handicrafts. [Slides: (1) map of entire city; (2) map of historic center; (3) image of people engaging in traditional industries.]

B. Vision Statement for the City of Vigan Vigan, a bustling center for tourism, commerce and industry, will have a community that deeply treasures our rich cultural and historical heritage and a people who are god-fearing, self reliant and empowered led by transformed leaders who are credible, decisive, pro-active and development oriented. [Transparency showing the Vision Statement.]

C. The Contribution of Tourism to Vigan’s Sustainable Development As stated in the Vigan Master Plan draft:

1. To optimize the contribution of tourism to the social and economic development of Vigan giving special consideration to its rich architectural heritage and the traditional skills of its inhabitants in craft making.

2. To enhance the existing natural and cultural tourism resources as well as expand Vigan’s

product image by offering new tourism products, facilities and services in a sustainable manner geared at heritage appreciation.

SECTION II. ACTION PLAN IMPLEMENTATION

A. Issue 1. Uncoordinated and disparate efforts of development due to the absence of a blueprint that would integrate coherently different strategies that would seek to address effectively the different concerns of the residents.

Introduction The most exciting development for Vigan is the completion the Master Development Plan of Vigan (commonly referred to as the Vigan Masterplan). This is a comprehensive plan that includes cultural management and tourism development in Vigan. The plan has been submitted to the local council for deliberation and approval, which is expected at the end of October. During the time the plan was being formulated, a number of actions were initiated and carried out. We will share some of these actions with you in this presentation. But first we must talk about our flagship action—the Vigan Masterplan. [Slide showing the logo of the Masterplan (the one with the traditional weaving pattern).]

A.1. Action Taken The Formulation of the Vigan Master Plan (slide showing the logo of the Masterplan – the one with traditional weaving pattern)

A.1.1. Details of Action

Activity Owner Time Frame • Signing of the MOA Government of Spain, and

the Philippine Government thru the DOT, VHVC, PGIS

and MGV

March 1999

• Determination of the work plan, methodology, goals and manner of implementation

Team Leader and Co-Team Leader

May 1999

• Approval f the work plan, methodology, goals and manner of implementation

Master Plan Board May 1999

• Hiring of Experts and Consultants

Master Plan Board June 1999

• Orientation of Experts and Consultants

Team Leader and Co-Team Leader

July 1999

• Consultation with stakeholders

Experts and local counterparts

Aug 1999 to July 2000

• Drafting of reports Experts and local counterpart

Aug 2000 to Jan 2001

• Integration of different reports

Team Leader, Co-Team Leader, experts and local

counterparts

Feb 2001

• Writing of the first draft

do Mar 2001

• Writing the Final Report

do Apr to July 2001

• Submission of the Final Report to the City Mayor

Team Leader Aug 2001

• Public Hearing City Council Sept 2001 • Enactment of an

Ordinance Adopting the Vigan Master Plan

City Council Oct 2001

• Approval of the Vigan Master Plan

City Mayor Oct 2001

A.1.2. Stakeholders Involvement

Agencies Duties and Responsibilities Government of Spain • Thru the Fundacion Santiago provided the

following international and national experts. • Shouldered the expenses for the

preparation of the plan • shouldered the expenses for the restoration

of a public building • provided materials and equipment • shouldered expenses for the conduct of

seminar workshop on cultural sensitivity for all project team members and participants

Government of the Philippines • Department of Tourism • Organized an advisory board to review the

outputs and reports regarding the project • provided counterpart personnel and

shouldered their expenses • provided aerial photos of the study area and

digitizing of cartography • assisted in securing relevant materials

required by consultants • reviewed, accepted and adopted the Master

Plan upon its completion • Provincial Government of Ilocos Sur • provide relevant materials and information

to the consultants • reviewed and commented on the reports

submitted by the consultants • provided additional counterpart manpower • provided appropriate spaces • reviewed, accepted and adopted the Master

Plan upon its completion • Municipal Government of Vigan • provided relevant materials and information

to the consultants • reviewed and commented on the reports

submitted by the consultants • encouraged participation of the community

in consultative meetings and conduct of awareness programs

• provided additional counterpart manpower • provided necessary equipment • facilitated the selection of pilot public

building • reviewed, accepted and adopted the Master

Plan upon its completion

• Presidential Commission for the Preservation, Conservation and Restoration of the Vigan Heritage Village

• provided relevant materials and information to the consultants

• reviewed and commented on the reports submitted by the consultants

• encouraged participation of the community in consultative meetings and conduct of awareness programs

• provided necessary equipment • reviewed, accepted and adopted the Master

Plan upon its completion

(transparency showing the different partners in the formulation of the Plan)

A.1.3. Coordination Among Stakeholders Representatives of the aforecited institutions constitute the Master Plan Board which had the following functions:

• Approve the work plan, methodology, goals and implementation prepared by the team leader

• review, evaluate and approve all reports and outputs regarding the project as submitted by the experts

• upon its submission, review, accept and adopt the Master Development Plan for the Historic Center of Vigan as completed.

There was also an advisory board which the Master Plan Board regularly consulted. The advisory Board comprised of the representatives of the following institutions:

• Department of Environment and Natural Resources • Department of Public works and Highways • Department of Transportation and Communications • Department of Social Welfare and Development • Philippine Tourism Authority • National Commission for Culture and the Arts • National Historical Institute • National Museum • Housing and Land Use Regulatory Board • NEDA-Region I • NGO (Kaivigan/SVAHAI) • Archdiocese of Nueva Segovia

Moreover, many sectors were consulted during the conduct of the situation analysis. These include the education (tertiary, secondary and elementary schools), agriculture (farmers and fishermen), industry (loom weavers, potters, etc), cultural management and tourism, infrastructure, and others.

Figure 1. Organizational Structure of the Vigan Master Plan (transparency showing the structure) A.1.4. Problems/Obstacles Encountered Hereunder are the problems encountered by the team leaders, members, and experts in the formulation of the Master Plan. • The team of experts that looked into the water system of the place concluded that much

of the leakage of the water occurred along the main pipeline from Raois to Poblacion. Accordingly, the team recommended for the replacement of the main pipeline. However, residents in the eastern barangays during consultations disagreed with the findings saying the leakage must be in the old pipes within the poblacion. Thus, there was the problem of reconciling opinion of the stakeholders and that of experts.

• There has always been the need to create awareness and understanding of the master

plan by its stakeholders. • The experts had faced the difficulty of harmonizing the different components both in form

and substance for easy appreciation by various stakeholders.

Vigan Master Plan Board

Team Leader and Co-Team Leader

Advisory Board

International Experts

Local counterpart personnel

National Experts

Staff

Multi-sectoral groups • education • agriculture • industry • infrastructure • etc

A.1.5. Funding The total budget for the project is $693,828.

Table 1. Budgetary Requirements of the Project

Agency Counterpart Amount Percentage • Spain (P30,819,900) $616,398 88.8 • Department of Tourism (P3,118,490) $62,370 9.0 • Vigan Heritage Village

Commission (P380,000) $7,600

1.0

• Provincial Government of Ilocos Sur

(P223,200) $4,464

0.7

• Municipal Government of Vigan

(P149,800) $2,996

0.5

Total $693,828

100.0

Exchange Rate: $1 = P50 (transparency showing the pie chart of the budgetary counterparts of every partner)

A.1.6. Output The Master Development Plan for the Historic Center of Vigan (slide showing the logo of the Masterplan – the one with traditional weaving pattern)

A.1.7. Indicators

• Considerable number of community members involved during the consultation and situation analysis

(slide showing members during consultation) • Better appreciation of the local officials and employees of what they are doing relative to

the general vision of the city government. (transparency showing the vision of the city government) • Better coordination and more meaningful integration of efforts towards the development

of the place.

• More externally funded projects are being implemented. (transparency showing examples of externally funded projects)

• More tourists have come to visit Vigan because of the information that Spain has taken preferential attention to the place.

(transparency showing statistics showing tourist arrivals)

A.1.8. Stakeholder Response • Among the stakeholders, the squatters in Barangays 3 and 4 were most excited because

of the prospect that they would be relocated elsewhere. (slide showing the row of squatter houses)

• However, there has been an apprehension among residents in Mindoro where recreation facilities such as hotels and similar establishments will be put up.

A.1.9. Timeframe

The Vigan Master Plan will be approved in October of this year. Its implementation will then commence. But even before its formal implementation, there are projects that are being implemented already, such as the:

• Water works project of the City Government • Sanitation project of the Philippine National Red Cross • Livelihood and Productivity Program: Development of Metalcraft and Food Processing

Enterprises of the University of Northern Philippines

A.1.10. Effectiveness of the Action Of course, the Master Plan has provided an accepted framework to address the main issue: uncoordinated and disparate efforts towards development. With the Plan, only strategies contained therein were, are or will be implemented.

A.1.11. Models for Cooperation among stakeholders a) opportunities for the provision of community education and skills training leading to

employment in the heritage conservation and culture tourism sector One of the programs contained in the Master Plan that is now implemented is the “Livelihood and Productivity Program: Development of Metalcraft and Food Processing Enterprises” by the University of Northern Philippines. Some of the trainees of the University have put up their own business, particularly, of processing food that would cater to the needs of the tourists, and of forging metalworks needed in the preservation of ancestral houses.

B. Issue #2: The need for an information material that will promote cultural

awareness among residents and tourists Right after the City of Vigan was declared as a world heritage site in December 2, 1999 one of the challenges that became vital to produce was an information material to promote cultural heritage awareness. The material though had to be easily understood and absorbed to capture the attention of local residents and tourists. [Transparency on issue] B.1 Action Taken The production of an electronic interactive compact disc (CD) and video presentation on Vigan. [Transparency of video, CDs and video viewing] B.1.1 Details of Action In January of 2000 the company Digital Information Systems and Concepts, Inc. (DISC) represented by its Chairman and President Mr. Edwin T. Canonizado came to present a

prototype of a Video and e-book on Vigan. All the local officials and department heads were invited for the viewing and everyone was encouraged to give their inputs on the presentation. The local government found their creation to be meritorious and they were commissioned to do the production of the tapes and CD. The masters copy were finished by March after which the reproduction took place. In May 2000 during the Viva Vigan Festival of the Arts, with Mr. Richard Engelhardt as Guest of Honor and declared an Adopted Son of Vigan, the CD and Video were launched. The production of both information materials was made possible through a loan of the Employees Cooperative from the city government together with their own internal funds. The cooperative serves as the investor and marketing arm for this project with the understanding that part of the income derived from the sales shall be used for conservation or tourism related projects in consultation with the Vigan Tourism Council and the Save Vigan Ancestral Homeowners Association Incorporated (SVAHAI). B.1.2 Stakeholders Involvement

City Government Participated in the finalization and approval of the info materials Extended credit to employees’ cooperative for the project

Digital Information Systems and Concepts, Inc. (DISC) Conceptualized, gathered materials and produced info materials

Employees’ Cooperative Invested internal funds and loan from local government for the project

Tourism related establishments Assisted in sales of info materials

Vigan Tourism Council Assisted in sales of info materials Consulted on tourism/conservation related projects funded from 30% profit

SVAHAI Assisted in sales of info materials Consulted on tourism/conservation related projects funded from 30% profit

B.1.3 Coordination Among Stakeholders * Refer to Chart [Transparency of coordination chart .] B.1.4 Problems/obstacles Encountered Problem: Slow pace of video and CD sales

Solution: o Evaluate the marketing plan and its implementation to see where

improvement could set in. o Expand catchment area for marketing schemes. For instance include

sales of info materials in website or communicate with associations of Bigueños abroad to seek assistance in selling materials.

o Promote through radio and cable TV the availability of the materials o Advertise for example in City brochure

Problem: Difficulty in collection of payments Solution: Assign member of coop to follow-up on payments on their break time

through phone and to pay personal visits after office hours Send out demand letters to delinquent payers

[Transparency on issues and solutions]

B.1.5 Funding Cost of Production invested by the employees cooperative (4,300 CDs & 1298 Videos) Loan from city government-------527,400 pesos or 10341.2 dollars

Plus Internal funds of cooperative----331,861 pesos or 6507.1 dollars 859,261 pesos or 16848.3 dollars

Cost per piece ------------------------153.5 pesos or 3 dollars Selling Price per piece---------------300.00 pesos or 5.88 dollars *25.00 pesos or 0.49 dollars goes to the seller as commission Number of CDs and Videos sold as of October 1, 2000-----------2,228 pcs Computation of profit: 2,228 pcs X 300 pesos per piece 668,400 pesos Gross sales less 55,700 sellers commission 612,700 sub-total less 341,998 capital (2228 X 153.5 pesos) 270,702 gross profit less 81,210.6 30% for tourism/conservation project

189,491.4 Net profit of Employees’ cooperative used for their

employees’ soft loan project **30% will fund tourism or conservation efforts in this case twenty thousand went into paying for the labor and materials used for the gold-leafing of the pulpit and Stations of the Cross at the St. Paul Cathedral and twenty thousand also went to the reproduction of tourist brochures. [Transparency showing computations.] B.1.6 Outputs

Resolution of Employees’ cooperative requesting for a credit assistance Contract between employees cooperative represented by their president Mr. Victor

Fieldad and the Digital Information System and Concepts, Inc. (DISC) represented by its President and Chairman Mr. Edwin Canonizado

Memorandum of Agreement between the City Government and the Employees Cooperative on the conditions of their loan for this project.

Marketing Plan

Activity Methods of

Implementation Person/s Responsible

Targeted Sector

1. Establish outlets *inventory of tourism oriented establishments tapped as outlets *coordinate with proprietors to determine willingness *distribute tapes and CDs to outlets

*City Planning & Dev’t officer *City Budget Officer *City Budget Officer

*Tourists clients of the tourism oriented establishments

2. Participate in Tourism and Trade Fairs

*communicate with the Dept. of Tourism and Dept. of Trade for fair schedules *conduct video showing in trade fairs to catch buyers attention

*City Mayor’s office *Coop board of directors

*Participants and visitors patronizing the fair

3. Tourist Video and CD Viewing

*Provide a venue for tourists to be received and for showing *Designate employees to orient and address questions of tourists

*General Services Officer *Private Secretary to the Mayor

*Tourists

4. Local residents Viewing

*Determine sectors for Video/CD viewing *Prepare schedule of Video/CD showing *Designate team for outreach program

*Dept. of Educ. District Supervisor *Same as above *Youth and Sports Dev’t

*Local residents

5. Marketing through NGOs.

*Identification of NGOs in sync with Tourism and Conservation Efforts

*City Council Secretary

*NGO members and their relatives and friends

6. Quota Sales to Coop Members

*Set Quota for each member employee taking into consideration the capacity of the member to sell

*City Budget Officer *Coop members’ families and friends

7. Regular Inventory *Quarterly evaluation and inventory of stocks

*Coop Treasurer *For checking project viability

[Transparency on marketing plan] B.1.7 Indicators

81,210.6 pesos is available for conservation/tourism projects Ten thousand pieces of tourist brochures was produced for distribution to tourism

related establishments Numerous requests for information materials reach the local government including

from as far as the Philippine Consulate Office in Spain Increase in tourist inquiries by phone, letters and through the website Two big schools in Manila have made arrangements for Vigan to be their regular travel

study area

[transparency on indicators] B.1.8 Stakeholder Response

Tourists respond positively when we conduct video/CD viewing. Some buy their own copy after the viewing

A team from the city government conduct viewing in schools to create heritage awareness among the youth. Their smiles give the impression of a sense of pride for their city.

Many people tourist and residents themselves have extended their congratulatory messages for the video/CD info materials and also of the gold-leafing project in the church

The employees’ feel glad that they do not have to borrow money from loan sharks because they have their own soft loan project.

Increase in the participation of different stakeholders in tourism and cultural activities [Transparency showing parade participation.]

B.1.9 Timeframe 2000 2001

ACTIVITY JAN-MAR

APR-JUN

JUL-SEP

OCT-DEC

JAN-MAR

APR-JUN

JUL-SEP

OCT-DEC 2002

1 PLANNING FOR PROJECT

2 PRODUCT DEVELOPMENT

*Research

*Scriptwriting

*Shooting (Video/Photos)

*Editing

3 CONTRACT SIGNING

4 REPRODUCTION (CD/VIDEO)

5 PRODUCT LAUNCHING

6 MARKETING & PUBLIC VIEWING

7 ASSESSMENT

8 PROJECT ID FROM 30% PROFIT

9 CONTINUE MKTG, PUB VIEWING

[Transparency on timeframe] B.1.10 Effectiveness of the Action

Vigan Government employees who are members of the cooperative including their families benefited much from the project. The coop’s profit from the info materials’ sales has been added to their own internal funds which they loan out to their members at a very low interest rate. Before this project, employees had no choice but to borrow from loan sharks when they are in dire need of money for various reasons such as tuition fees for their children, medical requirements, home repairs, payment of other loans, etc.

The City Government benefited from the project because the information materials helped in promoting Vigan as a tourist destination that is rich in culture and history. The material also helped in intensifying the degree of pride in the local residents most especially the youth.

The Vigan Tourism Council and SVAHAI directly benefits from the profit shared to them for their chosen projects.

In the implementation of the project, what worked well was the “Bayanihan “Spirit or the helping hand that was extended among stakeholders. The action taken did resolve the main issue to a certain degree but marketing and video showing should have been more aggressive and extensive to be able to reach more people not only to promote Vigan and to profit from sales but more importantly to raise the level of heritage awareness. [Transparency of pulpit and station of the cross] B.1.11 Model for Cooperation among Stakeholders

We believe that this action plan could fall under the category of fiscal management of heritage conservation, maintenance and development at the municipal level achieved through the identification and implementation of new income generating strategies. We believe that we have generated revenues not by add-on tax but rather by selling a

product to the tourists and even local residents that is both entertaining and substantial. It is also financially rewarding for coop members who belong to the middle and low-income brackets of the community as they have a ready resource for soft loans in times of need. Part of the profit goes to conservation/tourism projects that add to the attractiveness of Vigan as a tourist destination. We did try to review the impact of current income generating mechanisms and came up with the conclusion that it has achieved its purpose although the impact would have been more visible if sales were abundant.

This could also fall under investment by the tourism industry in the sustainability of the cultural heritage resource base and supporting infrastructure achieved through formulation of mechanisms by which the tourism industry can contribute financially and in other ways to preservation activities.

[Transparency on this topic]

C. Issue#3: The lack of a facility to showcase the arts and culture of the city Anyone who has spent some time in Vigan, and does not have a house of his/her own in the city, will agree that as soon as the sun sets, there is hardly any touristic attraction left for him/her. It will also be observed that rich as it may be in cultural reserves, there is still a lack of cultural and entertainment program that could in effect entice tourists to stay longer. A tourist center that could inspire the creation for events such as movie festivals, theater presentations, dance/folklore festivals, painting or sculpture exhibits, fashion, antiques, photo, music festivals, concertos etc. is a must have in Vigan. [Side showing an ancestral house.] C.1 Action Taken The restoration of a rundown 18th century property of the City Government into the Vigan Culture and Trade Center. [Transparency of rundown property] C.1.1 Details of Action An 18th century property of the city with a multifunctional use was considered to be in dire need of very urgent intervention. It was providential that in March 23, 1999 the parties undertaking the formulation of Vigan’s Master Development Plan also agreed to undertake the restoration of a public building in the city. The City Government proposed the rundown property to be converted into The Vigan Culture and Trade Center. Plans and specifications were prepared between July and December 1999. A bid for the construction work was done in December and the signing of the contract was done on March 22, 2000. Actual construction commenced in May of the same year. The project was formally turned over by the Ambassador of Spain Tomas Rodriguez-Pantoja on April 28, 2001 through a deed of donation but actual turnover of keys and inventory was done in August 27, 2001. The project would have been finished earlier if not for the intervening events in the city and the country like the impeachment trial, local elections in May and the very strong typhoon that hit Vigan in July. Damage was also incurred in the center due to the typhoon. From the date of actual turnover, the center has been host to various activities and has been treated as a revenue-generating operation. Income of which goes to the maintenance of the building and to fund various conservation and tourism activities. [Transparency showing some examples of Section 17.] C.1.2 Stakeholders Involvement

Master Plan Board-Approve work plan, methodology, goals and implementation prepared by the team leader. -Review/evaluate and approve all reports and outputs regarding the project as submitted by the consultants/experts Advisory Board-composed of representatives from various institutions who shall be consulted, as the need arises on issues pertaining to the project. Spanish Team leader-Set the general direction of the implementation of the pilot project. Filipino co-team leader-exercise general supervision over the construction Contractor-do all construction work including purchase of materials and hiring of construction workers. Vigan Tourism Council-Shall hold office in the center and assist in its day-to-day operations Committee on Tourism-Shall supervise the operation of the center Committee on Finance-Shall formulate the ordinance prescribing the rates for the center Center Staff- shall man the center and address its day-to-day operations. Who were involved, and what were their roles? [Transparency showing Section 18 of the Ordinance.] C.1.3 Coordination Among Stakeholders [Transparency showing the list of consultants and people attending the public hearing .] C.1.4 Problems/obstacles Encountered As in any restoration project, the real test for its architectural soundness shall depend on how it will stand during a calamity such as the typhoon that hit Vigan in July. True enough defects due to design deficiencies, construction flaws and those caused by the typhoon manifested itself after the calamity. Unfortunately the city government could not go after the Manila-based contractor because the city was not a party to the construction contract. The contract was between the contractor and the fund-holder Fundacion Santiago. What the city government did was to give a detailed report on the irregularities. The funding agency Agencia Espanola de Cooperacion International took over major repairs while the city government continued what was not finished on the date of actual turnover. Another problem was the many unpaid obligations to local suppliers that the contractor left behind. The city government continues to liasse with the fund holder to deduct these obligations from the final payment of the Contractor. [Slide showingdefects.] C.1.5 Funding Funding of the restoration of the building including the acquisition of equipment and furniture

amounts to 16 million pesos or 80 thousand dollars. [Transparency showing a certificate presented to a volunteer from Vigan involved in conservation work.] C.1.6 Outputs

Memorandum of agreement between cooperating parties for the Formulation of the Vigan Master Development Plan

Terms of reference for Master Plan Deed of Donation of Pilot Project, the Vigan Culture and Trade Center Ordinance prescribing the rates for the use of the facilities of the Vigan Culture and

Trade Center Flyers for the promotion of the center

[Transparency showing the rates.]

C.1.7 Indicators Show use of the center [Transparency showing the above statistic; and two slides showing a house before and after conservation.] C.1.8 Stakeholder Response

Tourists really appreciate the establishment of this center because it serves as their first stop in Vigan where they are welcomed, briefed and shown a video of the city in one of its function rooms.

Tourist and even locals appreciate that there is a center in Vigan that you would normally see only in highly urbanized cities.

Local residents especially the matrons feel happy that they could now have a venue for their ballroom dancing

Tourism students who are envisioned to man the center and to serve as tour guides around the city are very enthusiastic with this practicum that they will experience. They are even offering to hold monthly cultural shows in the center to entertain tourists and local residents.

[Transparency showing quotations of local homeowners and tourists illustrating above points.] C.1.9 Timeframe The action plan took all of two years and five months to be accomplished from the planning

stage to the actual turnover of keys. The use of these building however as a center that will showcase the arts and culture of Vigan will also be a resource generating project that can be a means to maintain its heritage.

[Transparency showing the pages of the Vigan Masterplan that show the conservation target and timeframe.]

C.1.10 Effectiveness of the Action There is no doubt that the project will be financially rewarding in terms of income by the number of reservations and inquiries that the center has been getting. As to whether it shall live-up to its purpose as a facility to showcase the arts and culture of the city remains to be seen and to be evaluated after a longer period of time. What would we do differently if we were do it again? There should have been more public education and awareness of the impending legislation of the Conservation Ordinance. [No illustration needed.] C.1.11 Model for Cooperation among Stakeholders (Model D: Facilitation of Conflict resolution techniques between Tourism Promoters, Property Developers and Heritage Conservationists) We believe that this action plan could fall under the category of fiscal management of heritage conservation, maintenance and development at the municipal level achieved through the identification and implementation of new income generating strategies. As shown in the variety of activities currently held in this center, it will not ran out of income generated from functions ranging from concerts to wedding receptions plus the monthly income from the rent of the cafeteria and the souvenir shop. It would also be the venue of selling various promo materials of Vigan like videos, CDs, maps, house tours, calesa tours, local products, etc. Revenue of course will go to a trust fund that will take care of the maintenance of the center and all the excess shall be used for conservation and tourism projects.

This could also fall under investment by the tourism industry in the sustainability of the cultural heritage resource base and supporting infrastructure achieved through formulating mechanisms by which the tourism industry can contribute financially and in other ways to preservation activities.

SECTION III. Actions not implemented For this section, Vigan has decided to focus on revenue-generating actions. Action I: Entrance passes for admission to museums and ancestral houses listed as a “menu”

from which tourists can select. The fees for these passes will be used for the on-going maintenance of these buildings and a central conservation fund managed by the City Government. This will control the length of the visit and the number of visitors in the buildings in order to minimize any risk of damage to the properties.

Reason not implemented: Time is needed to convince homeowners to open up their homes to tourists. Time and funds are needed by the homeowners to prepare their houses for tourist visits e.g. minor repairs. For the museums, permission from the national government and the owners have to be acquired. Memorandum of Agreements have to be executed between City Government and homeowners before pushing through with the project. Tickets have to be printed. Legislation from the Local Council for this revenue measure is needed.

Action II: Packaged guided tours on horse-drawn carriages. Tourism students of the

University of Northern Philippines and the Ilocos Sur Community College are scheduled to be trained as tour guides this October. They will act as tour guides for the “Calesas” that will bring tourists to the different sites of Vigan. A built-in overhead cost will be included in the guided tours, which will cover some of the operating costs of the Vigan Culture and Trade Center as well as support the central conservation fund.

Reasons not implemented: The Metro Vigan Calesa Operators Association Inc. had their reorganization and they just recently approved their constitution and by-laws. The local council has to pass a legislation that will prescribe the guidelines for the accreditation of “Calesas”. The meeting to identify the “Calesa” route of the Vigan Tourism Council has just been finished. Maps for the information of all stakeholders is being prepared. Tickets have to be printed still.

Action III. Printing of commemorative stamps for revenue capture (this initiative has been approved by the Postmaster General’s Office, and is expected to be launched next year). Reasons not implemented: Long process of getting approval for the project. The Philatelic Advisory Board of the Philippine Postal Corporation meets only once a month. The budget Of Philpost for this year has already been earmarked for other stamp printing. Action IV. A program for each tourist to sponsor a bag of lime, a block of brick, a piece of tile, a piece of oyster-shell for windowpane, etc. for use in conservation projects. This will encourage and awaken their sense of involvement and solidarity in conservation efforts. Reasons not implemented: Project proposal is under process. Action V. Internet sales of souvenirs such as Vigan CD-ROM and video, local textiles, art calendars (e.g., showing the 14 Esteban Pichay Villanueva canvasses depicting the 1807 Basi Revolt currently on display at the Fr. Burgos Museum), postcards, etc., especially to overseas Filipinos.

Reasons not implemented: It is a new idea introduced and a careful study (including product development) of products to sell have to be undertaken. Action VI. Sales and marketing of local foodstuff (e.g., sausages, sugarcane wine, corniks, etc.) in canned or vacuum-packed form for overseas Filipinos to order or bring back. The city government can buy the machines used for this service, and the local university can be involved in technical assistance. The money generated will be pooled into a development fund for local trades and industries. Reasons not implemented: Still sourcing the supplier for canning machine and equipment for vacuum packing. When equipment are acquired people manning them still have to be trained.

Action VII. Exhibitions and sales of artworks by local artists in the gallery of the Vigan Cultural

and Trade Center. Part of the proceeds will be earmarked for a development fund for local

trades and industries. This will also encourage local artists to be prolific. Reason not implemented: The Vigan Culture and Trade Center has just been finished and has been operational last September 8, 2001.

D. Issue 4: Traffic pressure in the City Center resulting in noise and air pollution

• Background: o Six years ago the local council enacted Ordinance no. 4 series of 1995

“an ordinance prescribing the Zones in the operations of tricycles for hire in Vigan”. This law was envisioned to trim down the number of tricycles moving around the central district of Vigan. When the local government of Vigan implemented the ordinance, there was unrest among tricycle operators from the four neighboring municipalities. Media hype, political interventions from provincial and other local political leaders and agitations among the ranks of tricycle operators led to several demonstrations or rallies against the enacted law and the officials of Vigan. Subsequently a civil case was filed against the government of Vigan. In 1997 the petitioners won their case and Ordinance no. 4 series of 1995 was declared unconstitutional. The court averred that the conditions embodied in the franchises issued to residents and non-residents of Vigan are of the same content, as such it is unconstitutional to impose different routes for both. Because of the imminent problem of traffic and pollution, the local government decided to include the routes and parking areas on the renewal of franchise of tricycle operators. Since the lifespan of franchises is three years, the local government had to wait for a period of three years before it could safely assume that all renewed franchises bore the new conditions. This year the City Government began enforcing the zonal provisions of the franchises. There was a marked improvement in the reduction of traffic congestion and pollution. Unfortunately agitation set in once more and a new court case is again filed in court.

[Transparency showing city center where traffic is heavy and the type and number of vehicles plying the area.] Type and number of vehicles plying the central district Tricycles----------3018

Jeepneys---------- 290 Mini Buses-------- 210 Buses------------- 107 Calesa------------ 140

Total 3765 public utility vehicles plus an indefinite number of private vehicles D.1 Action Taken

Regulate vehicles moving around the central district through: o The issuance and enforcement of the two different types of tricycle franchise to

operate (franchise for operators from Vigan and franchise for operators from other municipalities)

[Transparency of central district indicating parking stations for tricycles from other municipalities]

Designate parking for tourist buses Improve traffic management Identify and develop parks, open spaces and pocket gardens Smoke-belching tests

[Transparency showing the breakdown of tricycles by municipality .]

Number of tricycles by municipality Vigan------------1,525 Bantay----------- 816 Caoayan--------- 218 Sta. Catalina----- 203 San Vicente------ 254

Total 3018 plus illegal tricycles for hire (those that have no franchise) D.1.1 Details of Action

Franchise holders from other municipalities are allowed to bring in passengers to the central district passing specific routes but must proceed to their designated parking spaces to wait for passengers. They are not allowed to roam around Vigan in search of passengers. Only tricycle operators from Vigan are allowed to move around and pick up passengers within the historic center thus cutting the volume of tricycles roaming around the central district (commercial, historic, religious and political districts of the CITY) by 50 %. Violators of the provisions of their franchise are apprehended based on Ordinance No. 3 series of 1997.

The road network could not meet the present demand requirements. It is a network from an old village not able to cope with heavy traffic. It should not be burdened with additional vehicles on top of those regularly plying the area. There is a need to designate a parking area for tourist buses close enough to the central district for the convenience of the visitors so that their buses will not roam around adding to the traffic and pollution. The parking terminal of one of the biggest bus company Philippine Rabbit was relocated to the compound of the existing bus and jeepney terminal. The location of its former terminal has been the cause of traffic chaos. The city government has started to widen roads and install sidewalks where it is feasible. It has also shown its serious resolve to rid the sidewalks of obstruction.

Originally there are only 5 policemen provided by the National Government for traffic management duties. Clearly this is not enough so that the city government hired the services of 11 traffic aides to assist the policemen. Traffic signs were installed within the central district. Barangay officials were deputized to assist in the implementation of traffic rules and regulations and in the apprehension of violators in their respective barangays.

Importance must be given to identify and develop available open spaces in the central district into gardens and tree parks to help convert toxic air to oxygen. It is important to do this with the help of individuals and non-government organizations to gain support for the cause.

The clean air act of 1999 passed by congress requires smoke-belching testing of vehicles and failure to meet emission standards shall be cause for non-renewal of vehicle registration. The City Government acquired an equipment to test smoke emissions.

D.1.2 Stakeholders Involvement

Who were involved, and what were their roles?

Tricycle operators are the persons who apply and are issued tricycle franchise The members of the Committee on Transportation of the City Legislative Council who are responsible in the issuance of tricycle franchise

Riding public are the clients of the tricycle operators who should be informed and oriented on where they should proceed to take their rides Traffic enforcers are tasked to implement the provisions of the two types of franchise and apprehend violators

The Committee on Transportation is tasked to review the proposed ordinance on tourist bus parking The Committee on Safety and Public Order is also tasked to review the proposed ordinance on tourist bus parking Traffic Enforcers will implement provisions of tourist bus parking ordinance

Chief of Police prepares traffic plan and disseminate to traffic enforcers 5 Traffic policemen enforce traffic plan 11 traffic aides assist in the enforcement of traffic plan Public Utility operators ply the streets of Vigan Private vehicle owners use the streets of Vigan

City Government coordinates with other government agencies and non-government

organizations in the development of parks and plazas Provincial Government coordinates with City Government and NGOs for development of parks and plazas in Vigan Non-government organizations assist in community endeavors for greening projects Schools propagate seedlings or planting materials for beautification projects

City Government procures and operates equipment for checking smoke emission from public utility vehicles Environmentalists assisted the government in finding distributor of equipment [Transparency showing the list of stakeholders and short description of their roles] D.1.3 Coordination Among Stakeholders

The committee on transportation of the local legislative body is empowered through a resolution to issue tricycle franchise and state therein the conditions upon which it is granted.

The committee on transportation and the committee on public safety and order of the local legislative body were tasked to determine

the parking area for tourist buses. A composite team of engineers and traffic enforcers was formed to evaluate and pinpoint the locations of traffic signs to be installed. The Chief of Police conducts weekly meetings with traffic enforcers to assess traffic situations and to give instructions

The city government coordinated with the Innerwheel club of Metro Vigan, the Vigan Tourism Council, the Provincial Government and the Provincial Tourism Council in the development of parks, plazas and open spaces. The City Government of Vigan coordinated with environmentalists based in Manila to source out the supplier of smoke belching detectors for vehicles like tricycles. The city government purchased a smoke emission detector and is currently testing at random prior to its full implementation on January

2002. The local government has also forwarded its application to the Dept. of Transportation and Communication for accreditation to conduct smoke emission tests.

D.1.4 Problems/obstacles Encountered

City Government has been sued by tricycle operators from other municipalities

o Solution: Defend city government in court

Legal debate on whether the city government could collect parking fee on the streets because of the provision in the Local Government Code stating that parks, plazas and roads are beyond the commerce of man.

o Issue was referred to the local council’s Committee on Rules for resolution

Undisciplined drivers with low level of awareness of traffic rules and regulations o Solutions:

Install traffic signs Briefing/seminar by the Committee on Transportation prior to issuance

of franchise Engage assistance of media in public information of traffic rules and

regulation. Seminar to be given to apprehended violators

Ratio of private and public vehicles against traffic enforcers nearly makes it impossible for traffic rules & regulations to be implemented.

o Solutions: add more traffic enforcers repaint all tricycles from Vigan to a uniform color to differentiate them

from tricycles from other municipalities for easier identification. (This however will be implemented year 2002 as the local government will have more funds as a result of its being converted into a city.

Deputized 39 Barangay captains to assist in traffic management Resolution requesting local council to deputize members of the Vigan

Peace and Order Council to enforce traffic rules and regulations.

Financial constraints in the development of parks, plazas and open spaces o Solution:

Shared responsibility between stakeholders Corporate and institution sponsorships Fund raising activities

Problem on the sustainability of the action plan o Solution:

Continued partnership in evaluation & monitoring of finished projects and the identification & implementation of new ones

Propagation of plants/seedlings in public elementary and secondary schools

Expensive specialized equipment

o Resolution: Necessity out weights the cost of the equipment Funding will come from the city’s development fund for environmental

protection

It is very significant to note that the tricycle must not be looked upon not only as a vehicle that emits noise and pollution but rather a source of income for 3018 operators plus an approximate 50% of drivers numbering 1509 or a total of 4527 families in a country with very high level of unemployment. These families are dependent on their income from tricycle operation for their daily sustenance. It is an industry that has been present in Vigan since 1972 when the first piece of tricycle legislation was enacted into law. .

[Slide showing briefing on traffic rules and regulations..] D.1.5 Funding

The city government collects a total of 941,550 pesos or 18,462 dollar per annum for

business permit and one third of the franchise fee.

Minimal cost for traffic signs in designated parking spaces and photocopying of Ordinance designating tourist bus parking for information and dissemination. Some are donation from companies.

Cost of hiring traffic aides

11 traffic aides X 79,250.00 pesos per annum = 871,750.00 pesos or 17,094.00 dollars

Cost of developing Plaza Burgos

4 park gardeners X 79,250.00 pesos per annum =317,000 pesos or 6,216 dollars annual budget for maintenance of parks and plazas=200,000 pesos or 3,922 dollars

cost of landscaping = Cost of developing and maintaining plazas and tree parks

Cost of Automatic Two Gas Emission Analyser 250,000.00 pesos or 4,902 dollars [Transparency showing comparative income and expenses] D.1.6 Outputs

Two different kinds of franchise

Local legislation on tourist bus parking

Traffic management research and recommendations embodied in Vigan Master Plan Plant and seedling propagation in the 18 public elementary and three national high schools Memorandum of agreement between the city government and the Innerwheel Club of Metro Vigan for maintenance of plaza.

Environmental assessment and recommendations embodied in Vigan Master Plan

[Transparency showing the cover of Ordinance No. 04.] D.1.7 Indicators marked decrease in the number of tricycles roaming around the central district especially during the enforcement of zoning before the second legal action. Estimated reduction is 50 % of tricycles plying the area.

Tourist bus not allowed in historic district. Significant increase of tourists walking and

riding the calesa

Many operators airing their complaints on their apprehension by traffic enforcers over the radio. Level of awareness is increased due to the increase in apprehensions making tricycle operators realize that traffic enforcers are determined to enforce the law.

Importance of open space development is evident:

o Plaza Burgos is beautified. Plants are blooming. o Plaza Salcedo is currently being developed by the Provincial Government and

the Provincial Tourism Council o Plaza Martires is currently being developed by the Provincial Government and

the Provincial Tourism Council o The center isles at the Govantes Dike is currently being developed by the

Provincial Government and the Provincial Tourism Council o The Mira Hills Eco-park (the location of the oldest water reservoir on top of a

hill) is being developed by the City Government, the Department of Tourism and the Vigan Tourism Council

o The Parish Pastoral Council is landscaping the open spaces around the Cathedral

In only two weeks of operation, the city Government was able to check tricycles for hire of smoke emissions.

[Transparency showing the above statistic] D.1.8 Stakeholder Response

Among tricycle drivers from other municipalities there is a feeling of being discriminated upon. There is a wrong notion that tricycle franchises are issued as a matter of right and not as a matter of privilege. There is also a wrong notion that the city government is targeting only the “poor and lowly” tricycle operators in its implementation of traffic rules and regulation. “Dakami la nga napapanglaw nga tricykelan ti kanayon a matiltiliw” (It is only us lowly tricycle operators who are often victims of apprehension) is a repeated complaint among them. What they fail to

understand is that there are more apprehensions among their ranks not because they are targeted but because they number the most compared to all other types of vehicles. Among local residents in the central district there is general observation of traffic congestion minimized specially in the historic district.

The designation of a tourist bus parking area is a welcome idea among stakeholders. Big tourist buses need not go through the difficulty of manoeuvring through the narrow streets of Vigan. Local residents also welcome this so that tourist buses do not have to compete with them in terms of road space.

Traffic enforcers still feel that they are undermanned and that many drivers still need

to be oriented on existing rules and regulations.

The newly landscaped open spaces have become popular as a convergence point for families, sweethearts, artists and local residents.

Residents of Vigan and tourists generally appreciate the use of smoke emission equipment. It gives them a feeling of being protected. Tricycle operators feel that they are again being isolated in this new endeavour but what may be the cushion to this is the fact that the city government is not charging anything for the test which makes them think that it is not a test but rather a service.

D.1.9 Timeframe

Its implementation will depend on the final decision of the courts. Its implementation has already began but is uncertain due to the impending decision of the court.

The location of tourist bus parking area shall remain until it can no longer effective to accommodate their number. Its enforcement shall remain until the piece of legislation covering it is repealed or amended.

Due to the growing population and increasing economic activities in Vigan, environment and traffic assessment, regulation and planning have to be constant and continuous. The moratorium on the issuance of new franchises remains until the city council thinks otherwise. Additional traffic enforcers are due to be hired in year 2002. The city government is giving itself until the end of 2002 to clear all sidewalks from obstructions.

Targeted to be landscaped before the end of the year are 3 more parks, Plaza Salcedo, Plaza Martirez and The eco-park at Mira Hills.

All public utility vehicles using gasoline shall be submitted to smoke emission test prior to the issuance of their permits to operate. This shall be a yearlong activity that shall continue into the succeeding years. Private vehicles shall also be subjected to spot checks with this detector.

D.1.10 Effectiveness of the Action

There is no doubt that the full implementation of regulating the routes of tricycles would greatly improve the traffic and pollution reduction in the central district.

All residents of Vigan benefit most as they are the ones regularly inhaling the air in the city and experiencing the irritating noise caused by the tricycles.

Residents and the tricycle drivers themselves have minimized the risk of acquiring health problems related to air and noise pollution.

Tourists could not yet experience a marked difference considering that they do not have a basis for comparison before the implementation and after the implementation

of the action plan. Most tourists too especially the foreigners tend to compare Vigan to their respective countries.

The implementation of the action plan partially resolved the problem considering that some of the activities attached to it are still ongoing and some are still due for implementation next year because of financial constraints among others. The case filed against the city government still remains a pebble in the shoe and has caused difficulties in implementing the routes of tricycles.

If we were to assess what we would have done differently it would be to be more tough in implementing rules and regulations notwithstanding the obstacles and limitations.

[No illustration needed.] D.1.11 Models for Cooperation among Stakeholders

The action plan also tries to resolve conflicts between stakeholders. Tricycle operators from other municipalities have the impression that Vigan officials are depriving them of their livelihood opportunities. It has been painstakingly explained to them that Vigan is actually host to tricycle operators and their families by allowing them to do business in Vigan. While they contribute to the economic activities in Vigan by ferrying people from their municipalities they must also understand that first and foremost officials of Vigan have a mandate to protect not only the people but the environment and the rich cultural heritage. The conflict however will only finally be resolved when the Presiding Judge decides on the case filed against the city government. Until then some of the projects lined up shall be remain pending in the drawing board. This is also an action that tries to resolve issues on traffic, pollution and tourism without taking away the source of income that feeds the families of tricycle operators and drivers.

These could be classified under heritage conservation, maintenance and development at the city level. This action sprouts from the desire of the officials and residents of Vigan to improve their quality of life by ensuring clean air, minimized noise and reduced health risks. It also is an offshoot of the desire to address the issue of air and noise pollution repeatedly manifested by tourists. Noise and air pollution however must be a community effort. An example of a cooperative endeavor is the effort of the city government with the Innerwheel Club of Metro Vigan and the Vigan Heritage Commission in the beautification and rehabilitation of Plaza Burgos. Today, we can see a lot of families and sweethearts enjoying their visit to the plaza.

[Slide showing Plaza Burgos .]

E. Issue 3: Conserving Vigan’s Architectural Heritage In the past years there have been difficulties in the undertake of an honest to goodness conservation program for the historic structures of Vigan. Its people have endeavored to apply the most relevant and realistic approaches with regard to the conservation of their city’s rich architectural heritage. The insufficient knowledge and technology on conservation had deterred the aspirations of an enthusiastic community to regulate the conservation process; to mention also the varying ideas of stakeholders as well as the insistence by a few of the strictest approaches. These caused apprehension on the part of homeowners thus delaying the fulfillment of ways to protect the priceless Vigan houses. E1 Action Taken To address the issue, the Vigan Conservation Council was created by virtue of Executive Order No. 3, S. 1999 issued by City Mayor Eva Marie S. Medina. The VCC is the clearinghouse for all applications for building permit within the core and buffer zones of the historic district and refers these to the National Museum or the National Historical Institute as the case may be for clearance based on the VCC’s Certificate of Approval. Relative to this, Ordinance No. 4, S. 2000 or the Ordinance enacting the Conservative and Preservation Guidelines for Vigan Ancestral Houses was enacted. This law serves as a handbook of homeowners, architects and City Building Official and other stakeholders as they endeavor to put Vigan’s ancestral structures intact. E.1.1 Details of Action The Vigan Conservation Council has the ff. powers and functions:

Formulate, recommend, evaluate plans policies and programs relating to the conservation and development of the Historic District of Vigan.

Monitors the conservation, upkeep and maintenance of historical buildings, public

areas, open spaces, streets and rivers in the core and buffer zone as defined by Ordinance No. 12 & 14, S. 1997.

Assists building official in implementing conservation laws and policies.

Exercise all powers necessary or incidental of conservation objectives including the

power to review, recommend or disapprove construction in the historic district.

E.1.2 Stakeholders Involvement Section 18. Composition of Vigan Conservation Council – The Vigan Conservation Council shall be composed of the following:

a. The Municipal Mayor – Chairperson b. The SB Chair on Tourism – Vice Chairperson c. The SB Chair on Infrastructure – Member d. The SB Chair on Education & Culture – Member e. The SB Chair on Finance – Member f. A Minority Member of the SB – Member g. An Architect representing the U.A.P. – Member h. A member of the Academe representing the U.N.P. – Member i. The Director of the Archdiocesan Commission on

Cultural Heritage of Nueva Segovia – Member j. The Municipal Engineer – Member k. The President of SVAHAI – Member l. The President of the Fil-Chinese Chamber of Commerce – Member m. The President of the Vigan Tourism Council – Member n. The Manager of the Ilocos Sur electric Cooperative – Member o. The Manager of the Metro Vigan Water District – Member p. The Executive Director of the Vigan Heritage Village Commission – Member q. The Fire Marshall of the Bureau of Fire Protection of Vigan – Member r. The Local Planning and Development Coordinator – Head Secretariat

Section 19. Technical Working Group – The following members of the VCC shall compose the Technical Working Group:

a. The SB Chair of Tourism – Team Leader b. A Representative of the UAP – Member c. A Representative from the Academe – Member d. The Building Official (Local Engineer) – Member e. The Local Planning and Development Coordinator of Vigan – Member as Secretariat The Office of the Engineer and other pertinent local office as may be created by law shall provide technical assistance to homeowners on matters of conservation.

E.1.3 Coordination Among Stakeholders *Refer to Chart

E.1.4 Problems/obstacles Encountered

The owners do not have the means to restore their properties according to guidelines set by the ordinance.

The belief that it is always less expensive to construct new structures rather than to

restore them.

Most houses are of multiple ownership where heirs differ in financial capacities.

The difficulty of securing required clearances from the mandated national agencies based in Manila such as the National Historical Institute and the National Museum.

Fear that the ordinance shall trample their rights to their properties.

Lack of knowledgeable craftsmen for restoration works.

E.1.5 Funding There was no money spent on the formulation of the Conservation Ordinance—it was done through the voluntary efforts of the VCC members. The only expenditure involved was in the printing of the Ordinance booklet—amounted to less than 10,000 pesos (less than US$ 200), which is well covered by the City Government’s development fund. E.1.6 Outputs The enactment of Ordinance No. 4, S. 2000 or the Ordinance enacting the Conservation and Preservation Guidelines for Vigan Ancestral Houses on April 24, 2000. E.1.7 Indicators Number of Approved Building Permit Applications by Homeowners

YEAR CONSTRUCTION RESTORATION/

RENOVATION

REPAIR DEMOLITION

TOTAL

1999 8 3 1 0 12 2000 11 4 0 5 20 2001 11 3 6 1 21 Total 30 10 7 6 53

E.1.8 Stakeholder Response

Among homeowners, there is more enthusiasm after seeing for themselves the result of the completed conservation projects.

However, tourists seem to be more interested in seeing the “romantic ruins” of

decaying ancestral houses. E.1.9 Timeframe

Vigan’s conservation effort is on going and will never be completed. However, it is proposed in the Vigan Masterplan that a number of ancestral houses be conserved within a certain timeframe—state the timeframe.

Status No. of Houses % Start of Restoration Needing urgent intervention 48 20 July 2002 Needing very urgent intervention

16 7 November 2002

Ruins 3 1 January 2003 Needing minimal intervention

179 72 January 2003

Total 246 100 E.1.10 Effectiveness of the Action Issue: The Municipal Engineer Office lacks manpower to monitor the preservation and

conservation work. The engineers responsible for monitoring the conservation work have other responsibilities as well.

Action: VCC has decided that all its members should be involved in the monitoring process. Issue: Many homeowners are not aware that the Conservation Guidelines exist; those who

are aware may not follow the guidelines specified in the Ordinance. Action: The problem stems from the fact that copies of the conservation guidelines were

distributed only to the President of the Homeowners Association. Copies are now directly distributed to ALL homeowners in the conservation and buffer zones. Members of the VCC, who are involved in the monitoring process, will help to ensure that these guidelines are followed through.

Issue: Local architects and contractors are not totally familiar with conservation

techniques. Action: More seminars and workshops on conservation techniques have been planned not

only for architects and contractors, but also for architectural and fine arts students. The National Commission for Culture and the Arts has commissioned a local architect to produce a book, Anatomy of a Vigan House, which will serve as reference material for conservation.

What would we do differently if we were do it again? There should have been more public education and awareness of the impending legislation of the Conservation Ordinance. E.1.11 Model for Cooperation among Stakeholders (Model D: Facilitation of Conflict resolution techniques between Tourism Promoters, Property Developers and Heritage Conservationists) Before the Conservation Ordinance was enacted, conservation in Vigan was overseen by two national government agencies that made conflicting decisions in conservation projects without consulting the local government and community. The result was the demolition of three ancestral houses that should have been classified for conservation. In addition, homeowners were themselves confused over what was allowed or not allowed in conserving their houses. Vigan’s Conservation Ordinance addressed all these problems.