CALINAN PUBLIC MARKET COMPLEX
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A Thesis Presented to the College of Architecture and Fine Arts University of Mindanao Davao City
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In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science in Architecture
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LANIE MAE F. VILLAREAL August 2015 APPROVAL SHEET
This thesis entitled “CALINAN PUBLIC MARKET COMPLEX” prepared and submitted by LANIE MAE F. VILLAREAL, in partial fulfillment of the requirements for the Degree Bachelor of Science in Architecture, has been examined, approved and accepted, and hereby endorsed.
ARCH. ALVIN MORALES Teacher-in-Charge
ARCH. ILUMINADO D. QUINTO, JR. Dean, College of Architecture and Fine Arts Education
PANEL OF EXAMINERS APPROVED by the Committee on Oral Examination with a grade of PASSED.
ARCH. LEO COCHING Chairperson
ARCH. JAIME B. GONZAGA
ARCH. LEMUEL RUYERAS
Member
Member
October 2015
ACKNOWLEDGEMENTS
This undergraduate thesis proposal would not be possible without the help and guidance of the Almighty God and the support of my family, friends, church mates, classmates, and teachers. Allow me to extend my deepest gratitude toward the following significant advisors and contributors: First and foremost, to my thesis adviser, Arch. Lemuel B. Ruyeras, thank you for helping me got some insights and ideas for the betterment of my proposal. My thesis would not be possible with your valuable advice. Second, to my instructor Arch. Alvin Morales, who willingly checked and corrected my proposal. Your comments and suggestions are very significant in fulfilling whatever the needs of my proposal are; Finally, I would like to thank my parents especially my mother Emily F. Villareal for the support especially for financial and emotional matters; Thanks to everyone. The product of this proposal would not be possible without your support.
LMV
NAME: LANIE MAE F. VILLAREAL TITLE: CALINAN PUBLIC MARKET COMPLEX
ABSTRACT
Public Markets are essential to Filipino community. It is where Filipinos exchange goods and has become the commercial centre for generations already. However, nowadays, public markets have become the reflection of poverty. Calinan, a third district locale of Davao City has a public market that needs a redevelopment. Calinan is a thriving community and seeks to improve its economic status through empowering local businesses. As observed and have known, public market is a hive for many small businesses; therefore, the redevelopment would be a huge asset for the community’s perspective of development which then conforms to community’s vision. Aside from being an agent for improvement of the community of Calinan, Calinan Public Market redevelopment into complex will be a huge transition for many Philippine public markets impression. With the help of the City Government of Davao and its branching office City Economic Office, the Calinan Public Market Complex will rise to its peak function.
TABLE OF CONTENTS Page
TITLE PAGE I
APPROVAL SHEET II ACKNOWLEDGEMENT III ABSTRACT IV TABLE OF CONTENTS V LIST OF TABLES XII LIST OF FIGURES XIV Chapters 1
2
INTRODUCTION Background of the Study
1
Client
3
Architectural project
4
GOALS Function
6
Mission
6
Maximum Number
6
Individual Identity
7
Interaction/Privacy
7
Heirarchy of Values
7
Prime Activities
8
Security
8
Progression
8
Segregation
8
Encounters
9
Transportation/Parking
9
Efficiency
9
Priority of Relationships
10
Form
11
Bias on Site Elements
11
Environmental Response
11
Efficient Land Use
11
Community Relations
12
Community Improvements
12
Physical Comfort
12
Life Safety
12
Social/Psychological Environment
13
Individuality
13
Wayfinding
13
Projected Image
14
Client Expectation
14
Economy
15
Extent of Funds
15
Cost Effectiveness
15
Maximum Return
15
Return on Investment
15
Minimizing of Operating Cost
16
3
Maintenance and Operating Costs
16
Reduction of Life Cycle Costs
16
Sustainability
16
Time
17
Historic Preservation
17
Static/Dynamic Activities
17
Change
17
Growth
18
Occupancy Date
18
Availability of Funds
18
FACTS Function
19
Statistical Data
19
Area Parameters
29
Personnel Forecast
29
User Characteristics
31
Community Characteristics
33
Organizational Structure
35
Value of Potential Loss
37
Time-Motion Studies
38
Traffic Analysis
39
Behavioral Patterns
42
Space Adequacy
42
Type/Intensity
43
Physical Challenged Guidelines
43
Form
44
Site Analysis
44
Soil Analysis
46
FAR & GAC
51
Climate Analysis
51
Code Survey and Surroundings
52
Psychological Implications
53
Point of Reference/Entry
54
Building or Layout Efficiency
54
Cost SF and Equipment Costs
54
Economy
55
Cost Paramters and Maximum Budget
55
Market Analysis
55
Energy Source Costs
55
Activities and Climate Factors
55
Economic Data
56
LEED Rating System
57
4
Time
58
Significance
58
Activities and Projections
58
CONCEPTS Function
59
Service Grouping
59
People Grouping
60
Activity Grouping
60
Priority
61
Heirarchy
62
Security Controls
62
Sequential Flow
63
Separated Flow
65
Functional Relationships
65
Communications
68
Form
69
Enhancements
69
Special Foundations
69
Density and Environmental Control
70
Safety
71
Neighbors
71
Homebase/Office Concepts
72
5
Orientation and Accessibility
72
Character and Quality Control
72
Economy
73
Cost-Control
73
Efficient Allocation
73
Multi-Function Versatility
73
Energy Conservation and Cost Reduction
73
Recycling
74
Time
75
Adaptability
75
Expansibility
75
Linear/Concurrent Scheduling
75
NEEDS Function
76
Area Requirements
76
Parking Requirements
80
Outdoor Space Requirements
81
Form
83
Site Development Costs
83
Building Costs/SM
83
Economy
85
6
Budget Estimate Analysis
85
Cash Flow Analysis
85
Operating Costs
87
Time
89
Escalation
89
Time Schedule
89
STATEMENT OF THE PROBLEM Function
91
Form
93
Economy
94
Time
94
BIBLIOGRAPHY APPENDICES CURRICULUM VITAE
LIST OF FIGURES
Figure 1
Page Bar Graph of the Results From Satisfactory Survey
33
2
Calinan Barangay Zoning By Purok
34
3
Organizational Chart of City Economic Enterprise
36
4
Organizational Chart of City Economic Enterprise, Calinan Division
37
5
Calinan Public Market Current Location
39
6
Calinan Public Market Traffic Analysis
40
7
View from Honesto Garcia St.
41
8
Market Road During Night Time
41
9
The Current Site
44
10
Bird's Eye View of Site
45
11
Man's Eye View of Site
45
12
New Site
46
13
Flood Susceptibility Map
49
14
Landslide Susceptibility Map
50
15
Sun and Wind Path
52
16
Bar Graph of the Results From Survey
53
17
Pie Chart of Monthly Gross Income by Households in Calinan, 2010
56
18
Matrix, Site Development Plan
63
19
Matrix, Market
63
20
Matrix, Bagsakan
63
21
Matrix, Slaughterhouse
64
22
Matrix, Transport Terminal
64
23
Matrix, Inn
64
24
Matrix, Commercial Building
65
25
Bubble Diagram, Site Development
65
26
Bubble Diagram, Market
66
27
Bubble Diagram, Bagsakan
66
28
Bubble Diagram, Slaughterhouse
67
29
Bubble Diagram, Transport Terminal
67
30
Bubble Diagram, Inn
67
31
Bubble Diagram, Commercial Building
68
32
The Site
70
LIST OF TABLES
Table
Page
1
Demographic Characteristics of Davao City by Age and Sex Distribution
20
2
Number of Households, Household Population, and Average Household Size in Davao City, 2010 and 2000
21
3
Visitors Counted By the Department of Tourism (DOT) From Accommodation Establishments in 2010
21
4
Agricultural Production in Davao City, 2006-2010
22
5
Livestock and Poultry Production Inventory of Livestock and Poultry Production, in heads, 2006-2010
25
6
Fish Production in metric tons, 2006-2010
25
7
Actual Land Use
26
9
Demographic Characteristics of Calinan by Household Distribution Demographic Characteristics of Calinan by Sex Distribution
10
Agricultural Production in Calinan
29
11
Summary of Total Load
76
12
Market Building Occupancy Load
77
13
Transport Terminal Occupancy Load
78
14
Inn Occupancy Load
78
15
Commercial Building Occupancy Load
79
16
Bagsakan Occupancy Load
89
17
Slaughterhouse Occupancy Load
80
18
Summary of Total Parking Slots
81
19
Outdoor Space Requirements
82
8
26 27
20
Fixed Cost
83
21
Total Building Costs
84
22
Costs of Land Development of Site
84
23
Summary of Wages
86
24
Summary of Total Income Annually
87
25
Summary of Operating Costs Annually
88
26
First Year Construction Schedule
89
27
Second Year Construction Schedule
90
1
Chapter I INTRODUCTION
Background of the Study Public Market is a very important establishment in the community. Throughout the world, there are a lot of public markets where large commodities are being sold and market. Public markets exist to fulfil a public purpose, showcase a community’s unique character and culture while serving its everyday shopping needs (Zaretsky, 2012). For years, the public market has been a place for many farmers and vendors to sell their goods. One of the best public markets is in Milwaukee, USA where hundreds of people will come in order to purchase fresh goods. Another one is in Barcelona, Spain which is widely known as Santa Caterina where there were also fresh local products being sold and has been rehabilitated and drawing now popularity with its roofing design (Jewell, 2011). These public markets have been a link to extended community areas to their agricultural roots and environs. With a focus on promoting locally produced agricultural and artisan products, these unique community specific enterprises are proving especially attractive to consumers seeking fresh, local products (Lochaven, 2011). In Philippines, public market is always referred to as Palengke derived from the Spanish word Palenque meaning wooden palisade and stockade (Diccionario de la lengua española, 2001). In Spanish colonies of New Spain, palengke is also described as the gathering place of indios or the indigenous people. Palengke like a usual public market, it has wet and dry division and
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for few specific places a terminal has also been anticipated. A lot of people still come and go in this place either to market their products or to purchase. Palengke or the public market in the Philippines being the heart of every town has some issues being considered as the corresponding reflection of poverty. Nevertheless, public markets in the Philippines have been running still though some issues of sanitation and health still emerged. The current problems regarding public market in the Philippines tend to make the latter dying and dying more due to the rise of malls and supermarkets (Pabicko, 2002). As to Calinan, a third district locale of Davao City, a public market has been put up and has stood for several years already. The public market in Calinan has been the center of market or the bagsakan of all local agriculture products coming from nearby barangays and districts like Marilog and Baguio. It also has been a tourist’s food destination for the fresh products like durian, rambutan, lanzones, and pineapples being delivered directly from farms. The Public market in Calinan, has been catering a lot of vendors and customers for decades already however there were no further improvements has been done especially to its sanitation and its system consideration to the traffic congestion to its nearby streets. The Calinan Public Market has the huge potential being one of the best markets in Davao that does not only promote the local fresh products but so as tourism. Not only can the public market contribute tourism and entrepreneurship to Calinan but so to Davao City as a whole. Aside from tourism and entrepreneurship, it may also draw employment and may contribute to the economic status of the local. The redevelopment of Calinan
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Public Market may change the mindset of public market as a reflection of poverty but instead the very reflection of abundance and prosperity. It would also make a change for Calinan to be one of the hot spots of Davao.
Client The redevelopment of Calinan Public Market is a huge project that needs a client that would be capable enough to establish and realize the project. However, redevelopment and state voluntary cleanup programs like these have evolved under the umbrella of existing public planning organizations (Russ, 2000). Therefore, by that case, the City Government of Davao City has the capacity to regard this development that in the near future would benefit its local residents and its surrounding environment. The City Government of Davao, being the highest local authority in Davao, has the authority of regarding all institutional structures and alike for the welfare and further improvement of the city. With its mission to become a major growth pole in the international market by
engaging
the
empowered and participative citizenry in resource based and market-driven economic activities within the context of balanced ecology, sustainable growth and equity-led development, the City Government has the drive to make the project possible. The City Government of Davao in connection to its branching office which is the City Economic Office with high responsibility to oversee the city’s economic development has the power to push this project and realize it for the betterment.
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In general, The City Government of Davao in collaboration to its branching office which is the City Economic Office has the huge capacity to cater the redevelopment of the Calinan Public Market turning it into a structure not only functioning as a market but also attracting tourism and support small local businesses. Not only because the City Government of Davao has the authority but its stand really points out its very capacity to handle the redevelopment of the said public market. Architectural Project The Calinan Public Market will be redeveloped according to the present and future needs. Since the area is already at the center of the district, it is perfect enough to establish a complex catering the needs of the occupants and the future users of the development without intending to obliterate the very purpose of the market. An example of the rehabilitated and redeveloped is the public market in Barcelona which is the Santa Caterina which now drawing popularity. Since the relationship between culture and environment is a two-way process, the concept of designing the complex should be parallel to the current practices of the local in order for adaptation (Carmona, Heath, Oc, & Tiesdell, 2003). Though there would be shifting the traditional into modernization, the redevelopment will still be in consideration of its surrounding. Therefore, the Calinan Public Market with the involvement of itself with its surrounding environment should consider the principle of sustainability and resiliency in consideration also to the culture of the current residents in the area. According to Kevin Lynch, an urban design should have vitality as one of
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its five performance dimension. Meaning, vitality is the degree to which the form of places supports the functions, biological requirements and capabilities of human being. Calinan Public Market Complex will house these following spaces, the main public market sectioned into wet and dry market, commercial building, food terminal, slaughter house, the City Economic Office, terminal for PUJs, motorcycles, vans, and tricycles, and inn for travellers all in accordance to the needs and activities of the users and occupants. These spaces shall be parallel to the dimension of vitality as Lynch implicates. In order for the dimension Lynch has described be followed, the formation of the structures shall conform based on the needs. With this at hand, the architectural project will eventually help the minimization of the expenses.
Chapter II
6
GOALS
Function The matters that blur out the possibility of Calinan Public Market of becoming major contributors of the district’s rise in economic status have opened the doors of one of the ideas to redevelop and find solution to the problem. The awareness of the current situation reveals some important values to regard in fulfilling the goals; it also offers the space of improvement and the possibility of the planned changes of the current market. Mission. The redevelopment of Calinan Public Market seeks to become one of the best markets that caters entrepreneurship and promotion of its local products to the country and to the world with its sustainability, resiliency and awareness to its environment bringing with it the concern of public health and safety and in return help the economic status of the area. Maximum Number. As a whole, the Calinan Public Market Complex should become interactive for the costumers and to the vendors; it should understand the needs and therefore realize these needs; it should be open and inviting at the same time. However, the redevelopment shall reconsider the number or people that would come into the market. As projected, the market shall cater over a hundred of customers everyday and shall also host the possibility of additional number of people would come on peak seasons and holidays. Individual Identity. According to the Senate Bill 1319 also known as National Market Code of the Philippines, a Public Market shall be understood
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to mean a place, building or structure of any kind owned or operated by a city or municipality designated as such by the Sanggunian of that city or municipality dedicated to the service of the general public, where basic food items and other commodities are displayed and offered for sale. Public markets exist to fulfil a public purpose, showcase a community’s unique character and culture while serving its everyday shopping needs (Zaretsky, 2012). Calinan Public Market Complex on the other hand shall remain its identity being a public market though there are some revisions and additions for further development. Interaction/Privacy. Public Markets showcase local entrepreneurs and producers who might not otherwise be able to own and operate stand-alone store (What is a Public Market?, 2014). These ambulants or vendors who doesn’t occupy definite stall shall be properly separated or designated. Although there are interactions or negotiations between customers and producers, certain seclusions from trading halls should be anticipated especially for areas intended for preparations and transactions like slaughterhouse and bagsakan. Hierarchy of Values. The redevelopment will be managed by the market administrator. Market administrator will be responsible for the implementation of rules and regulations of the public market, the assistance in the formulation of the budget for operations, the proposition and coordinating plans and programs for public markets and other responsibilities as stated in Senate Bill 1319 section 59. Prime Activities. Public Markets rarely allow chain stores and franchises but rather showcase local entrepreneurs and producers who might
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not otherwise be able to own and operate a stand-alone store. Therefore, these markets can be small business incubators, creating an opportunity for start-up businesses with minimal investment (What is a Public Market?, 2014). The redevelopment of Calinan Public Market will be a food haven and a destination and therefore be the place for trading and promotion of the local products while representing the district’s culture. The redevelopment shall also cater the tenants’ and travellers’ need for resting grounds. Security. Calinan Public market being public doesn’t mean to risk safety for the public. The city/municipality shall provide adequate security for the protection of consumers and traders within the vicinity of the market area. With this, all public markets shall be opened and closed at certain hours as may be determined by the Sanggunian of the local unit concerned, in accordance with the requirements of safety, order and sanitation as stated in section 23 through 26 in the Senate Bill 1319 passed by Senator Manny Villar. Progression. Calinan Public Market Complex shall adapt to sudden changes and additions needed for the further improvement of the development. The respond of adaptation of the market to the progression through years shall prove the flexibility of the market itself. Through this flexibility, the continuous flow of business through customers and producers will still remain for years. Segregation. The segregation of the redeveloped public market’s spaces shall be well planned especially there are additional spaces aside from the market itself. Certain spaces such as walks and waiting shed shall be provided for pedestrians which are then shall be properly designated from vehicles.
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Encounters. Calinan district is generally linked to its nearby districts such as Baguio, Marilog, and Tugbok. These links of Calinan to its nearby barangays and districts shall come as an influence or an asset to make the Calinan Public Market Complex flourish into fame and attraction not only to the locals so as internationally. The relationship and the encounter that will come into the Calinan Public Market Complex shall be an extent of promotion of the public market as well as Calinan district. Furthermore, since the Philippines have signatories already in the ASEAN Economic Community which main objective is to create a single market, the public market will be projected to showcase the local products even better (Vera, 2013). Transportation/Parking. Since the current Calinan Public market has some issues and disruption with regard to traffic, the redeveloped Calinan Public Market Complex should be able to solve the traffic congestion for the ease of maneuvering of the trucks and vehicles. It should also verify proper parking spaces and have high concern to the pedestrians abled or differently abled. Efficiency. At the Philippine Development Forum on Bangsamoro at the SMX Convention Center on sixth of November 2014, President Benigno Aquino III said that Mindanao starting in 2015 will no longer experience power crisis since there will be additional major power plants that will operate (Quiros, 2014). The assurance of this statement still leaves an idea of prudence for a must of seeking efficiency of power and water. Therefore, in consideration for the near future power disruptions, the redevelopment shall assist the issue with the concept of green design. Sustainable design or green
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design moderates the use of energy systems which includes daylighting and ventilation. Priority of Relationships. Calinan Public Market Complex should be a place where people can be comfortable either to trade or just hang out to explore the industry of food and others. However, on the other side, public markets usually prohibit chain stores and franchises. They focus on businesses that are locally owned and operated which highlight the best of local foods, crafts, music, heritage and culture (Zaretsky, 2012). Being chained by this fact, the redevelopment should have extents and limits towards franchising industry; it should focus in promoting local farmers and entrepreneurs’ capability to showcase local fresh products.
Form In order to be acknowledged more by the extended communities and nearby cities, the Calinan Public Market should be at its best. Achieving the
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best means, it should draw people by its architectural features, flexibility and adaptation to its culture aside from its showcased products. Bias on Site Elements. The proposed Calinan Public Market Complex is a redevelopment of the current Calinan Public Market. The current public market has the usual spaces intended for the market production. Space like slaughterhouse and bagsakan have been provided, however the case of sanitation has been a real problem, the redevelopment shall maintain these spaces that has been designated already. Environmental Response. The concept of good architecture has shifted to encompass the notion of a building that is sensitive to its environment – one that will adequately protect the environment from the potential pollution and degradation caused by human habitation (Williamson, Radford, & Bennetts, 2002). Since the proposed Calinan Public Market Complex is one of the community’s centres, therefore, it should be in parallel to the protection and development of its environment as stated. It shall seek to become an advocate of protecting the environment through advancing sustainable design. Efficient Land Use. The Calinan Public Market located along the Davao-Bukidnon Road has the real potential to be known. Its site is in the corner of a crossing which implies a good edge in marketing and is qualified as city’s minor commercial zone (C-1). With the site’s entire marketing asset, the redevelopment shall efficiently use the site making it more productive at the same time adapting still the sustainable design concept.
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Community relations. The redevelopment site’s location along the highway has many private competitors. Most of the counterparts of the Calinan Public Market Complex are the strip commercial centres. In order to achieve the goal to revitalize the public market, it should arise among its competitors. It shall prove with its power to link nearby districts and communities by showcasing local artisan products without intending to remove utterly these private businesses. Community Improvements. Calinan district is a thriving community in Davao City. The redevelopment of Calinan Public Market shall be one of the reference points in Calinan that will soon become one of the major communities contributing to the improvement of economic and tourism industry of the city. Physical Comfort. Calinan Public Market Complex will be catering hundreds of people from different districts and towns. Therefore, the redevelopment shall be open for small or starting entrepreneurs and for different types of customers. It shall be inviting and comfortable through conforming to the traditions and culture of Calinan as its residing community. Life Safety. The redevelopment of Calinan Public Market shall be safe especially on late night transactions. Since the development will be projected to be opened late nights, it should consider rovers around the site as determined by the market administration. Social/Psychological Environment. The increasing population of Calinan is a consideration that needs an attention for the planned redevelopment of the public market. The more the numbers of people are the
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larger the number of customers may come and stop by in the market. For example, according to survey data, 98% of the adults living within a 30 mile radius of Seattle’s Pike Place Market had visited at least twice during the preceding year. Pike Place Market enjoys roughly 14,500,000 customer visits annually (Zaretsky, 2012). With this concern, the redevelopment of the Calinan Public Market shall respond with the kind of demand that would arise in the near future. The response should be in parallel and justifiable when it comes to spaces and in correspondence to function. Individuality. In promoting the individuality without intending to take away the diverse and united attitude or ambiance of the market, it shall then be proper to categorize the vendors into different stall sizes that fit to their range. These stalls shall then be categorized again depending upon their products. With this, there will be further organization in the market that soon will benefit not only the vendors so as the customers. Wayfinding. The site also has a good wayfinding and could be one of the reference points. However, the current development causes traffic congestion since there were no proper parking spaces anticipated. The planned redevelopment should implement sound planning that concern the pedestrian and automobile mobility and parking within and around the site without risking the sense of orientation. Furthermore, it should cast priorities also for differently abled persons. Projected Image. Calinan Public Market Complex will be a modernized public market. Its design shall be modern yet caught up still by the idea of being Filipino. It shall stick to the essence of an open and freed marketing and trading incorporated by the promotion of local products yet
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seeks not to be as random as possible. Therefore, in general, the redevelopment shall still recognize the idea ‘palengke’ but improvise it to a more modern and diverse market. Client Expectations. The redevelopment of Calinan Public Market seeks to become one of the best markets that caters entrepreneurship and promotion of its local products to the country and to the world. Through its sustainable and resilient design, the redevelopment shall up bring the life and draw attention towards the society in keeping the awareness to its environment and concern of public health and safety. Furthermore, it shall help the inclination of economic status of the area.
Economy Extent of Funds. Public Markets are complex, multi-million projects that need substantial grant funding (Zaretsky, 2012). These funding needs, in order to realize the project, will be catered by the client which is the City
15
Government of Davao. All the maintenance services will be funded under the umbrella of the government. Cost Effectiveness. The Calinan Public Market Complex cost effectiveness shall be proved through efficiency on energy consumption and the continuity of the run of the businesses within the market. It shall also project its cost effectiveness through attractive design features and adequacy of its designated spaces. Maximum Return. Most of the money will be vested upon the redevelopment of the market and the additional structures in the site. Through the market and the additional structures such as the inn and commercial buildings the money vested shall be returned duly. Return on Investment. For a government funded project, the Calinan Public Market Complex need not to investigate furthermore for the return of investment since the market itself will be the service that rendered by the government for the betterment of the community. Nevertheless, the investment shall be expected returned in duly purposeful amount of time. The Calinan Public Market Complex shall gain its profit from stall rentals and inn’s income. With this, after the investment is returned, the redeveloped Calinan Public Market shall activate to the peak of its full potential while maintaining and minimizing operating cost. Minimizing of Operating Cost. As a government funded project, the Calinan Public Market should showcase efficiency through sustainable and resilient design. Part of its financial attributes from its profit shall support the
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continuous maintenance and advancement of technology and contribution to workers. Maintenance and Operating Costs. Since it is a public market where surely sanitation is one of the very important factors to be maintained, the redevelopment’s market manager shall assure the lifelong sanity in the market through following and implementing rules and regulation about the certain matter referring to the Senate Bill 1319 section 8 through 22. Reduction of Life Cycle Costs. The initial costs of the Calinan Public Market Complex will be implemented especially on the redevelopment of the main market, the commercial stalls, inn, terminal, and Mini Park. The reduction of these costs shall be vested upon keeping some of the site elements. Sustainability. Through sustainable design, the redevelopment of Calinan Public Market shall be able to conserve the design through times. It shall remain a spot where people can come and trade and be comfortable in. It shall be one of the links of the extended communities.
Time Historic Preservation. The current market is declining its appeal each year as observed. Due to lack of maintenance, the face of the public market
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has been the reflection of unorganized and unmaintained public place. The client wants to make the redevelopment one of the reference points of the community. With that, the redevelopment shall preserve its design and sanitation quality through time. Static/Dynamic Activities. The trading industry in the Calinan Public Market Complex will be major. This industry shall remain as static as possible. The development will be drawing attention however the goal to make the trading industry static it shall also adapt to changes. It shall then also be dynamic when it comes to trading industry through design features and ideas. Change. Globalization can affect welfare through the workings of the labor market (Villamil & Hernandez, 2003). With this, the redevelopment shall be globally competitive especially the ASEAN integration has come. Though the ASEAN Political-Security Community and the ASEAN Socio-Cultural Community do not receive as much attention, but they serve as foundations for the economic pillar of the integration exercise in Southeast Asia (Federico M. Macaranas, 2013). The Calinan Public Market shall seek to adapt its halls with various types of vendors small or large it may with this sudden change in the country; it shall be in due time be the hive of food products and other commercial industries interacting and competing internationally. As time goes by, the redevelopment seeks to be inclined to the latest trend and shall remain the intensity of being one of the best spots for food trips and other activities alike. Growth. The change of Calinan Public Market being a complex shall achieve the very goal to satisfy its customers and farmers through the promotion of modern trading industry and design. For example, according to
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survey data, 98% of the adults living within a 30 mile radius of Seattle’s Pike Place Market had visited at least twice during the preceding year. Pike Place Market enjoys roughly 14,500,000 customer visits annually (Zaretsky, 2012). The example, projects the possibility of the rise of customers especially now it is developed. Therefore, the redevelopment shall be adaptive to the growth on population and the possibility or potential to be on eof the food hives in Davao. Occupancy Date. The Calinan Public Market Complex will be occupied even if the construction is still going on. Since, the client doesn’t want to disrupt the trading because it may kill many entrepreneurs’ business for months. But, the redeveloped Calinan Public Market will be projected to operate completely by 2016. Availability of Funds. The availability of funds of the Calinan Public Market will be from the rentals of the stalls and the income from the inn and terminal fees. All other funds that will lead to the maintenance and operating cost will be funded by the government in additional to the market’s income.
Chapter III FACTS
Function
19
Statistical Data. Davao City is a home of about 1,449,296 people as of May 1, 2010 census covered by National Statistics office; 721,353 are males and 722,537 are females (as shown in Table 1). People in Davao are one of the scopes of the study that needs attention. Since Calinan is within the range of Davao City, it is very practical to include its influences towards the development. The population in table 1 portrays the Male and Female distribution. Being larger than the population among men, women dominance in the community may upbring an influence of having commercial buildings. According to Wharton marketing professor Stephen J. Hoch, shopping behavior mirrors gender differences throughout many aspects of life (‘Men Buy, Women Shop’: The Sexes Have Different Priorities When Walking Down the Aisles, 2007). Women tend to be more invested in shopping rather than men. These people are walking above the 244,000 Ha of lands possessed by Davao and creating 334,473 households as shown in Table 2. Since purchasing goods is a family need, therefore knowing the number of households may define the numbers of customers depending upon status. The lands of Davao are parcels of Low Density Residential Zone (R1), Medium Density Residential Zone (R-2), High Density Residential Zone (R-3), Socialized Housing Zone (SHZ), Tourism Development Zone (TDZ), Minor Commercial Zone (C-1), Major Commercial Zone (C-2), Light Industrial Zone (I-1), Medium Industrial Zone (I-2), Heavy Industrial Zone (I-3), General Institution Zones, Special Institutional Zones (SIns), Parks and Recreational Zone (PR), Open Space/Easements Zone (OSE), Transportation/Utilities
20
Zone (TU), Conservation Zone (CZ), Water Zone, Planned Unit Development (PUD), Protected Zones.
Table 1 Demographic Characteristics of Davao City by Age and Sex Distribution Age Group
Both Sexes
Male
Total 1,443,890 721,353 Under 1 32,345 16,823 1-4 yo 128,467 66,597 5-9 yo 149,404 77,182 10-14 yo 143,470 73,167 15-19 yo 152,126 72,551 20-24 yo 146,700 71,610 25-29 yo 127,156 63,466 30-34 yo 114,094 58,025 35-39 yo 98,139 50,173 40-44 yo 84,617 42,578 45-49 yo 71,051 35,264 50-54 yo 61,484 30,189 55-59 yo 48,125 23,759 60-64 yo 33,720 16,462 65-69 yo 21,206 9,979 70-74 yo 15,119 6,799 75-79 yo 8,721 3,676 80 and over 7,946 3,053 Source: National Statistical Coordination Board
Female
Sex Ratio
722,537 15,522 61,870 72,222 70,303 79,575 75,090 63,690 56,069 47,966 42,039 35,787 31,295 24,366 17,258 11,227 8,320 5,045 4,893
99.8 108.4 107.6 106.9 104.1 91.2 95.4 99.6 103.5 104.6 101.3 98.5 96.5 97.5 95.4 88.9 81.7 72.9 62.4
Table 2 Number of Households, Household Population, and Average Household Size in Davao City, 2010 and 2000 Census Year
Household Population
Number of Households
Average Household Size
21
2010 2000
1,443,890 1,145,033
334,473 240,057
4.3 4.8
Source: National Statistical Coordination Board
The lands of Davao ranked sixth of the most visited cities in the Philippines. It garnered about 0.68 million tourists accommodated as of 2010 due to its festivities and natural attracting features (as shown in Table 3). These tourists are also very much attracted to the ever famous Durian fruit especially during its seasons. With the production of Durian and other agricultural productions, public markets in Davao like Calinan Public Market suddenly came to life. The bulk of tourists in Davao annually will be a consideration since some of these tourists will eventually visit commercial establishments like public market. Table 3 Visitors Counted By the Department of Tourism (DOT) From Accommodation Establishments in 2010
1 2 3 4 5 6
City Cam Sur Metro Manila Cebu Boracay Island Baguio City Davao
Number of Visitors 2.33 million 2.30 million 1.77 million 0.78 million 0.74 million 0.68 million
Source: National Statistical Coordination Board
There are about 9 public markets in Davao and one of them is situated in Calinan. These markets have been running for years due to the continuous agricultural production. In Table 4, the statistics shows Davao’s agricultural production, which then implicates the largest productions are bananas and coconuts among commodities. In tables 5 and 6 depicts Davao City’s
22
production
in
livestocks
and
fisheries.
As
shown
in
table
5
largest productions are the poultry and hogs. All the productions are generally seen and bought in public markets. Table 4 Agricultural Production in Davao City, 2006-2010 (in Metric Tons) Commodity
2006
2007
2008
2009
2010
54,258
34,452
27,404
30,104
28,396
37,548
48,328
53,768
47,842
41,760
191,749
205,333.21
217,238.76
223,597.41
227,651.51
856.3
763.94
637.4
619.91
530.55
19,358
24,895.40
21,495.40
26,457.85
36,822.26
567
917.26
735.45
676.53
820.25
1,874
1,486.63
1,241.45
1,218.60
1,004.74
10,109
9,492.08
8,118.98
8,325.01
8,047.81
107.72
138.84
96.1
93.5
179.15
4,346
3,636.93
3,591
3,502.05
3,484.35
17,994
21,088.90
20,963.82
21,153.77
21,591.30
358
434.19
362.74
357.93
396.14
PALAY Production (mt.) CORN Production (mt.) Fruit Crops BANANA Production (mt.) CALAMANSI Production (mt.) DURIAN Production (mt.) LANZONES Production (mt.) MANDARIN Production (mt.) MANGO Production (mt.) MANGOSTEEN Production (mt.) PAPAYA Production (mt.) PINEAPPLE Production (mt.) RAMBUTAN Production (mt.) WATERMELON
23
Production (mt.)
335
348.62
372.48
380.06
316.7
21.65
22.08
21.99
21.99
22.43
1,376
1,164.92
1,143.71
1,142.97
1,162.41
1.89
1.79
1.91
1.88
1.32
885
836.94
832.22
850.05
836.39
2.07
1.98
2.09
2.06
1.7
220,817
212,438.14
219,066.10
239,083.93
237,383.47
8,288
4,793.68
4,487.97
4,080.95
3,625.31
741.28
739.43
683.92
673.97
677.79
130.21
126.27
137.77
137.72
136.86
1,934.08
1,523.24
1,692.20
1,613.53
1,618.14
1,433.48
1,420.53
1,411.29
1,384.26
1,387.33
139.81
121.2
128.55
119.68
116.22
811.91
814.12
844.39
847.7
846.3
263.75
266.48
277.19
278.84
278.5
Non-Food ABACA Production (mt.) RUBBER Production (mt.) TOBACCO Production (mt.) Industrial and Commercial Crops CACAO Production (mt.) CASHEW Production (mt.) COCONUT Production (mt.) COFFEE Production (mt.) Vegetables, Roots and Tubers AMPALAYA Production (mt.) BELL PEPPER Production (mt.) CABBAGE Production (mt.) CAMOTE Production (mt.) CARROTS Production (mt.) CASSAVA Production (mt.) CHAYOTE Production (mt.) EGGPLANT
24
Production (mt.)
4,361.91
3,821.07
3,596.75
3,657.88
3,323.13
116.68
120.04
118.39
117.98
124.86
375.28
375.45
353.72
355.08
355.15
52.08
53.28
51.77
51.11
51.79
108.93
105.73
102.79
98.07
99.33
96.75
98.73
107.19
108.89
110.06
353.11
354.79
335.72
325.14
297.38
733.14
725.59
656.09
647.12
658.87
96.5
97.01
100.84
96.32
96.38
19.52
20.68
18.99
18.23
14.13
GABI Production (mt.) GOURD Production (mt.) HABITCHUELAS Production (mt.) MONGO Production (mt.) OKRA Production (mt.) PEANUT Production (mt.) TOMATO Production (mt.) UBE Production (mt.) WHITE POTATO Production (mt.)
Source: Bureau of Agricultural Statistics, Region XI Davao City
Table 5 Livestock and Poultry Production Inventory of Livestock and Poultry Production, in heads, 2006-2010 Type (in heads) Swine / Hogs Cattle Goat Carabao Ducks Poultry
2006
2007
2008
2009
2010
234,830
230,960
236,120
239,330
238,904
42,653 55,488 50,236 65,997 3,009,562
45,392 52,537 42,247 59,417 3,926,938
46,001 51,337 40,158 58,918 3,902,338
44,336 53,051 38,456 54,424 3,648,917
44,162 52,196 39,586 47,675 3,405,752
Source: Bureau of Agricultural Statistics, Region XI Davao City
25
Table 6 Fish Production in metric tons, 2006-2010 Type (in metric tons) Municipal – Inland / Marine Commercial – Deep Sea Aquaculture – Fishponds Total
2006 1,270
2007 1,492
2008 1,300
2009 1,235.70
2010 1,124.70
6,127
6,538
4,525
3,770.20
4,163.75
1,453
1,372
1,429
1,248.82
1,431.18
8,850
9,402
7,254
6,254.72
6,719.63
Source: Bureau of Agricultural Statistics, Region XI Davao City
Calinan has classified its land use into institutional, residential, commercial and agricultural. The largest land is covered by agriculture for about 416.65 hectares, as shown in Table 7. In these lands there are about 4,878 households dispersed into 38 puroks/sitios withholding 24,537 total population gathered by Partcipatory Resource Appraisal (PRA) as shown in Table 8 Table 9 shows that the population of women is larger than the population of men. The number of households is the key component of knowing the possible number of customers the redevelopment shall cater. Table 7 Actual Land Use Classification Institutional Residential Commercial Agricultural TOTAL
Area (Hectares) 49.99 249.99 116.66 416.65 833.29
Source: Barangay Calinan’s Profile
Percentage 6% 30% 14% 50% 100%
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Table 8 Demographic Characteristics of Calinan by Household Distribution Purok/Sitio 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
Number 135 82 63 61 45 280 205 91 208 116 181 72 105 129 275 77 147 148 188 251 53 110 206 120 420 83 39 112 24 42 70 60 66 107 107 119 110 171
Population 779 378 270 327 157 2200 1071 362 1300 478 1311 280 547 780 630 349 627 605 570 1186 237 1050 911 1000 2000 384 179 367 130 197 283 400 280 320 476 571 855 825
27
TOTAL
4878
24672
Source: Barangay Calinan’s Profile
Table 9 Demographic Characteristics of Calinan by Sex Distribution Purok/Sitio
Male
Female
Total
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
388 187 135 146 82 1070 552 161 633 235 647 123 258 384 307 175 288 299 276 582 116 512 461 534 969 183 90 187 63 91 135 191 137 157 240
391 191 135 181 75 1130 519 201 667 243 664 157 289 396 323 174 339 306 294 604 121 538 450 466 1031 201 89 180 67 106 148 209 143 163 236
779 378 270 327 157 2200 1071 362 1300 478 1311 280 547 780 630 349 627 605 570 1186 237 1050 911 1000 2000 384 179 367 130 197 283 400 280 320 476
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36 37 38 TOTAL
279 403 391 12067
292 452 434 12605
571 855 825 24672
Source: Barangay Calinan’s Profile
Having agriculture as the biggest parcel of Calinan’s stature, there are 4 major crop/commodity produced annually from several puroks/sitios. These are the palay, banana, durian, and pomelo (see Table 10). These crops are dropped and distributed by trucks, jeepneys, or sometimes by small vehicles like motorcycles and pedicabs to Bangkerohan traveling for approximately twenty-seven kilometers then back again to the origin. The largest among the four commodities is the palay garnering 540,000 kilograms. Knowing the largest production is palay, pomelo, banana and durian the development may regard the promotion of the said commodity.
Table 10 Agricultural Production in Calinan
Purok/S itio 1 2 3 11 12 14 15 17 22 TOTAL
A/P 30 20 20 50 20 50 30 5 225
Palay Product ion 72,000 48,000 48,000 120,000 48,000 120,000 72,000 12,000
Major Crop/Commodity Banana Durian A/P Product A/P Product ion ion
540,000
Source: Barangay Calinan’s Profile
5 5
136,500 136,500
5 5
40,000 40,000
Pomelo A/P Product ion 10 225,000
10 20
176,500 401,500
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Area Parameters. For commercial spaces, customers should have a minimum open space of 0.74 square meters. For office workers and staff, a minimum of 9.3 square meters should be provided, for residential spaces 18.6 square meters. For dining areas like cafeterias a minimum of 1.4 square meters. Minimum stall space is 3.10 square meters. Personnel Forecast. As stated in the Senate Bill 1319 Section 32, Public Markets are administered basically by the Market Committee. This committee has the representative of the City Treasurer, the representative of the Sanggunian, City Legal Officer/City Prosecuter, and the representative of the market vendors as its following members. However, the City Economic Enterprise office has several revisions about the numbers of people managing the markets and other branching areas since Davao City itself is a huge progressive city. Holding about 44 divisions in the office, the City Administrator tends to achieve these divisions for system. As to the current market in Calinan, another division from the City Economic Enterprise, there were about 25 office members including the officer in charge. The office ensures the organization of the market for 8 hours, five days a week. The market supervisor/officer in charge is the one who represents, administers, acts as the head of the market. He/She is head and the one who will instruct the office staffs, inspectors, market supervisors (security), and slaughterhouse officers. Clerical and paper works in the City Economic Enterprise Office in Calinan is being done by the five office staffs. They are tasked to do all the
30
receiving and computing datas directly from other offices or from the market itself. The substantial inspecting is job done by the two Inspectors. Inspectors are the ones who will inspect the market; they are generally tasked to inspect the stalls and bagsakan. The supervision of the entire premises is being done by the market supervisors. There were about 429 market stalls plus 142 make shift stall (sprawled stalls) summing up into total of 571 stall in the market. These market stalls have approximately 1-5 members including helpers and kargadors.
The ensurance of security of the whole market is done by the
deployment of security guards divided into three teams shifted every eight hours. Each team is lead by the team leader who will also be the desk officer during the shift. Under the leaders were the security guards assigned to secure the entire premises and the slaughter house. Moreover, the slaughter house management is job done by the slaughterhouse officer. All personnel under the City Economic Enterprise of Davao envision being a model government office that contributes to the development of Davao City through professional, honest and efficient public service. With the drive to be a contribution to the community, the office stands to do its mission to be a corps of competent civil servants managing viable economic undertakings, a result-oriented government office delivering professional, honest and efficient public service, and a responsible employer who makes employment a worthwhile and satisfying experience. User
Characteristics.
The
Calinan
Public
Market
is
mainly
accommodating the 24,672 residents in Calinan. These suburban occupants rely upon different transportations in order to interact to the main institutions and offices resided in downtown area. Though Calinan is about 27 kilometers
31
away
from
Davao’s
Metro,
Calinan
residents
still
spontaneously
communicating and interacting to institutions and offices resided in downtown due to the concept that downtown area has it all. The diverse community of Calinan is home of different ethnicity consisting
Cebuano,
Tagalog, Bagobo, Ata and Muslim. The mixture of ethnicity disregarded
has to
been live
harmoniously toward the perspective of continuous progress of the land. With this concept, literacy in Calinan is held up high reaching up to the rate of 94.01% as 2010 according to the barangay profile. Having literacy rate as high as 94.01% implicates the different views about public markets and supermarkets. Below, the researcher asked respondents as representatives from the 4,878 households in Calinan to rate the current Calinan Public Market’s performance. The researcher gathered 370 respondents as solved from the Slovin’s formula of data sampling from large population. The results (as shown in figure 1) show that residents in Calinan rated along the scale of 1 to 5, 5 being the highest rating. The survey question 1 has an average mean 3.30, question 2 has an average mean of 2.75, question 3 with 3.59, question number 4 with an average of 3.40, and lastly question 5 with 3.13.
32
Question number 1 rated 3.27, thus implicated that some residents doesn’t trust shopping in the public market because of security matters and organizational matters. Question number 2 has the lowest average among the questions which is 2.79 to which then implies the sanitation of the current market needs an improvement that resulted into a rating 3.24 for recommendation as asked in question 5. However, on the other side of the box, the question 3 and 4 to which respondents asked if they whether they think products are fresh and whether these products are sold with manners by the vendors, it resulted into 3.57 and 3.36 respectively. The rating for question 3 and 4 implicates the average performance of respondents towards the goods and vendors. Figure 1 Bar Graph of the Results of the Satisfactory Survey
4 3.5 3 2.5 2
Rating
1.5 1 0.5 0
Q1
Q2
Q3
Q4
Q5
33
For the over-all rating for the Calinan Public Market, it was only rated by the respondents with just an average performance for its organization, sanitation, security systems, commodities sold, and vendor manners. Since the redevelopment will be an extension also for nearby communities, the results may represent also the perceptions of people resided in Marilog, Baguio, Tugbok, Suawan, Lamanan, Tamugan, and Wangan area. Community Characteristics. Calinan is a thriving community. It was originated several years ago and developed through the years. The development of the community started as a sprawl which then continued through time. Eventually, the growth of the said community has shown through gradual developments. These gradual developments are mostly commercial establishments, housing developments and road concreting projects. Now, it has proven itself as a diverse community of being the home of about 24,672 of mixed ethnicity population. Currently, Calinan belongs to the third congressional district of Davao City. It is composed of 38 purok/sitios that are designated to either from North barangay Dacudao, South barangay Wangan, East and West barangay Talomo River. Its reach of about 27.13 kilometers away from the City Hall located in downtown area makes the community dependent on automobiles like trucks, jeepneys, vans and motorcycles for transportation matters. Figure 2 Calinan Barangay Zoning by Purok
34
Calinan has a total area of 833.29 Hectares. It was divided into parcels of institutional, residential, commercial and agricultural land use. 50% of the area is dominated by the agricultural land use which then depicts the very good soil for agricultural commodity production. The production of agriculture is the bread and butter most of the residents making most of them selfemployed. Organizational Structure. The City Economic Enterprise Office units are administered by the office manager. These units include 9 public markets, 1 overland transport terminal, main (Ma-a) and 3 satellite slaughterhouses (Calinan, Mintal, Toril), 1 sea port (Sta. Ana), 1 park (Magsaysay), 10 cemeteries and 1 recreation center (Almendras Gym). These units were put up in different years but put under one management when the City Economic Enterprise Office was created upon reorganization of the city's bureaucracy in 1996. Currently, it has an eight year-old organizational goal which was developed in December 2, 2004 by management and all the supervisors. For calendar year 2009, Economic Enterprise implemented 7 programs namely; Operation of nine (9) city-owned public markets.
35
Operation of one (1) overland terminal (DCOTT). Operation of one (1) main slaughterhouse (Ma-a) and three (3) satellite slaughterhouse. Operation of one (1) port (Sta. Ana). Operation of one (1) park (Magsaysay Park). Operation of ten (10) public cemeteries. Operation of one (1) recreation center (DCRC) Figure 3 Organizational Chart of City Economic Enterprise
36
Calinan Public Market on the other hand, has the supervisor as the head of the office. Under the supervisor are the office staffs, inspectors, market sweeper, slaughterhouse officer, and the market supervisors. In knowing these staffs, the redevelopment will know the proper gross floor area. Figure 4 Organizational Chart of City Economic Enterprise, Calinan Division
Officer in Charge
Inspector Office Market Staf SupervisorMarket Sweeper Slaughterhouse
Team Leader Team 1 Leader 2
Team Leader 3
Value of Potential Loss. Calinan Public Market sells different commodities from dry goods to vegetables to meat production. Since Calinan
37
Public Market stands to be more of an agricultural production enterprise, the possibility of the declining sales may come especially during non-seasons. Regardless of this matter, the public market managed to run because of other demands. The valuable peak seasons for durian and other popular fruit and vegetable commodity made the market popular more especially to the tourists and local consumers. However, the non-season days may come and may eventually change the face of the market during these days. The consideration of this loss maybe patched up by advertising other commodities in the market making the market a much demand more for the public. But, being the basic need for a community, Calinan Public Market may really run even it is not season for some commodities or other productions. However, the reality of this phase may be reduction of a possibility of a huge economic help to the community. Time-Motion Studies. Calinan is about 27.13 kilometers reach from City hall resided in downtown which then will took for about an hour drive for jeepneys, trucks and vans. Being a sub-urban community Calinan is the center of the North-eastern part of Davao. It serves as a drop of different trucks and automobiles that will catch up to the next drive either towards downtown or towards uptown which includes Marilog and Baguio Districts. It will take for about 40 minutes to drive to Marilog, 25 minutes toward Baguio, and 15 minutes toward Tugbok. Since the Calinan Public market is in the metro, the drive from downtown will only took for about an hour also depending upon traffics. But
38
for the nearby residents, Calinan Public Market is just a walk reach taking 5 minutes or less regardless for those in much further areas.
Figure 5 The Site Location Source: Google Maps
Traffic Analysis. The grid type framework of Calinan is completely visible in the map as shown in figure 5. With a total of 143.5 km of concreted roads, transportation is made possible though not all roads are concreted. These roads are boxing out properties and establishments like Calinan Public Market. Calinan Public Market is approximately an 80m division between Honesto Garcia St. and Davao-Bukidnon Highway. Near Calinan Public
39
Market is a trumpet intersection of the Davao-Bukidnon Road and the Villafuerte St. Within the market there were two roads with a width of three meters. These small streets are convenience streets for deliveries and exportation. However these streets don’t have sidewalks and application of proper ramps for differently abled people. During peak seasons or market days (Saturdays and Sundays), ambulant vendors are rampant to which is a problem since they are occupying the walks which leads to congestion. The addition of unorganized loading and unloading of pedicabs and motorcycles makes the problem even worse. The barangay however responded to this situation. They managed to close the Honesto Garcia St. as a one way street to prevent this congestion. Calinan Public Market managed to put parking spaces for jeepneys and trucks who delivers the commodities to the market. However, some of the parking spaces are made terminals routed for uptown trips. The traffic within and around the public market has a lot of constraints and most of these constraints are caused undisciplined customs of the residents. Figure 6 Calinan Public Market Traffic Analysis
40
Figure 7 Honesto Garcia Street
Figure 8 Market Road 1 During Night Time.
41
Behavioral Patterns. Calinan Public Market has several stalls for lease. These stalls have been occupied by vendors who pay 500PhP monthly which are then designated into either section wet or dry depending upon what is being sold. The market opens as early as 7:00 am and before the opening hour, vendors managed to prepare the stalls and commodities being sold. When clock struck 9:00am customers are starting to flood up the halls up to 11am. These are the peak hours. The peak hours then will be back by 4:00pm until 7:00. After then, when twilight came, barbecue stalls started to open serving drivers and travellers for their food stop. The cycle remains the same until Saturdays and Sundays comes, things will be much busier in the market. Peak hours are much longer; market stays awake until 10. For the entire day, from the time it started to open, market security guards are roving and shifting as schedule dictates. They work five days as well as the office. However offices are only working from 8:00am until 5:00pm. Space Adequacy. Currently, there were about 429 stalls in the market. Some of these stalls in the market have not yet been occupied but there are a lot of ambulant vendors around the market. The market may seem to have enough stalls but some of these stalls costs a lot for the starting vendors to pay. Therefore, in that case, vendors tend to occupy the sidewalks and sell there. The situation results to congestion and the sidewalk, hallway and
42
streets widths become insufficient. Addition to the result regarding to the situation is the crowding of people especially during peak season or holidays. The evident traffic congestion is also a contribution of lacking enough parking spaces for vehicles like, jeepneys, trucks and other automobiles. Currently there no definite parking spaces since the sparking space aren’t concreted or developed. Type/Intensity. Calinan Public market has two market buildings and stalls inside. These market buildings are designated into wet and dry sections. Dry section includes the dry goods such as abacca, dried fish and etcetera while wet section includes meats. These sections are very important and verify the identity of public market the most. In order for the market to function better, the market has other facilities like slaughterhouse and the administrative office. Minor facilities like parking lots plays also a big role especially when in it comes to deliveries. Physical Challenged Guidelines. The special consideration for the welfare of the disabled has been neglected in the current Calinan Public Market. Ramps should be provided with a scale ratio of one is to twelve. Furthermore, there should be sufficient space for a wheel chair to pass the walks with a supposed minimum length of 1.5m as stated in the National Building Code of the Philippines and BP 344. Furthermore, according to the Public Market Code ramps shall be strategically located for purposes of visibility, near the approach point to the market structure, and shall conform to the provisions of the existing accessibility law which requires buildings, institutions, establishments and public utilities to install facilities and other devices to enhance the mobility of disabled persons. Therefore, management
43
shall provide ramps and other convenient facilities related to make the market functional and have well-rounded activities. For example, regular stairways shall complement the market systems and activities. Along with the stairways are the facilities like toilets intended for the physically challenged people. Form Site Analysis. Calinan Public Market is located 7°11'26"N 125°27'16"E Davao City. It is currently standing in a 14,280 sq. m lot (shown in figure 9) surrounded by the roads Davao-Bukidnon Highway, Honesto Garcia St. and the ends of the Villafuerte St. Since the area is too small, the redevelopment will be extended towards North-West filling up the whole block making the site a total of 28, 331 sq. m (Shown in figure 12). The market’s site is quite an irregular shape. It is surrounded by commercial establishments also like NCCC supermarket just across the market, One Network Bank and Mercury Drug. Figure 9 The Current Site
44
Figure 10 The Site. Bird’s Eye View
Figure 11 The Site. Man’s Eye View (scene from Honesto Garcia St.). Market Building 2
45
Figure 12 The New Site
\
Soil Analysis. According to the data provided by the Mines and Geosciences Bureau Region XI, Calinan District is within the perimeters of Calinan Quadrangle. Generally, the area can be grouped into five (5) major geomorphological units (or terrain mapping units) which are as follows: a.
Fluvial landforms
b.
Lower Talomo volcanic foot slopes
c.
Denudational landform in volcanic rocks
d.
Denudational landform in sedimentary rocks
e.
Karst landform
46
Fluvial landforms. The fluvial landforms define the Davao River and tributaries active channel and floodplains. Lower Talomo volcanic foot slope. This area defines the broad and elevated flatlands covering the Calinan area. It is chiefly underlain by gently dipping volcaniclastics. Dedudational landform in volcanic rocks. Intercalated andesitic lava flows and pyroclastic rock with dominant denudational processes made up this landform. It occupies the southwestern part of Calinan quadrangle. Denudational landform in sedimentary rocks. A greater part of the quadrangle is occupied by the sedimentary hills and slopes. Several Sub-units can still be delineated within this landform based on relief and specific origin, however, due to the reconnaissance nature of activity, further delineation of sub-units was not attempted to this time. It is interesting to note that a lot of mass movement were mapped within this landform. Karst landform. Karst landform develops mainly on areas underlain by limestone especially if excess rainfall is available. Karst landform can be recognized within Malabog area wherein positive and negative landforms can be identified.The section of the property with relatively steeper slopes defines the southeast boundary. The area is generally underlain by intercalated and compacted
pyroclastic deposits with lenses of volcanic flows which, in turn,
an overlain by relatively thin blanket of surficial deposits. The basalticandesitic volcanic rocks in the property are most probably derived from the Sibulan-Talomo-Apo volcanic complex, which is responsible for the most widespread lithology in the area, effectively blanketing a substantial portion of Catalunan Pequeno and other adjacent barangays.
47
Calinan still belongs to the area where it is low in susceptibility of landslide however it may be prone to flooding with a rating of medium susceptibility since it is near to the Talomo River, and the river connected towards Davao River. Based from the area’s geological environment and the foregoing field findings, the property inspected is capable of accommodating most forms of development. The underlying lithology is generally a competent foundation material, capable of supporting light to moderate infrastructures (e.g. residential houses, small buildings, etc.). The geohazards identified in the area are ground shaking, flooding and possible volcanism. Ground shaking can be mitigated by the proper engineering designs of structures. As regards possible volcanism that is subject to official classification of Mt. Apo status by PHILVOCS, vigilance and alertness would be sufficient to prevent the loss of lives.
48
Figure 13 Flood Susceptibility Map of Davao
49
Figure 14 Landslide Susceptibility Map of Davao
50
FAR & GAC. According to P.D. No. 1096, THE 1977 NATIONAL BUILDING CODE OF THE PHILIPPINES (NBCP) the percentage of site occupancy by a building/ structures shall be taken at the ground level and shall be exclusive of courts, yards and light wells. Courts, yards and light wells shall be measured clear of all projections from the walls enclosing such wells or yards with the exception of roof leaders, wall copings, sills or steel fire escapes not exceeding one point two meters (1.2 m) in width. Climate Analysis. In Philippines, there are only two seasons the wet and dry. The country is located above the equator and is included in tropical zone. Annually, Philippines is hit by typhoons. Typhoons have a great influence on the climate and weather conditions of the Philippines. Philippines has the average temperature of 25.5 degree celcius. A great portion of the rainfall, humidity and cloudiness are due to the influence of typhoons. Due to high temperature and the surrounding bodies of water, the Philippines has a high relative humidity. The average monthly relative humidty varies between 71 percent in March and 85 percent in September. The combination of warm temperature and high relative and absolute humidities give rise to high sensible
temperature
throughout
the
archipelago.
It
is
especially
uncomfortable during March to May, when temperature and humidity attain their maximum levels. As to Davao City, it has an average of monthly temperatures above 26 °C (78.8 °F), and average monthly precipitation is above 77 millimeters (3.03 in).
51
Figure 15 Sun and Wind Path
Code Survey and Surroundings. Calinan Public Market belongs to the Minor Commercial Zone (C-1) as the City planning has defined through the certificate. This indicates that the market is in the right zone for running commercial business. The Calinan Public Market Complex is a redevelopment of the current market. The current market doesn’t have trees or landscaping, the site is totally flat with all of its buildings and facilities designated within the site. However, the market could be attracting if there were any natural features but it wasn’t implemented due to the small space and a huge need for more stalls and facilities like additional parking spaces for vehicles like trucks and jeepneys.
52
Psychological Implications. Residents in Calinan as surveyed wanted change for the public market and very much prefer supermarkets rather than the latter. The implication of the statement is that the atmosphere really affects the point of view of the customers in purchasing and patronizing markets.16 people who were avid customers of both types of markets were asked if they prefer supermarkets over public markets. They were also asked if whether of the two are sanitized The data shows that although the consumers think that public market has cheaper and fresh products they would still prefer supermarkets over public markets. The reason behind the preference may be justified by question number one and two. Consumers still think that supermarkets are cleaner and much safer to purchase goods. Figure 16
53
Survey Results
16 14 12 10 8
Public Market
Supermarket
6 4 2 0 Question1
Question2
Question 3
Question 4
Question 5
Question 6
Point of Reference/Entry. When driving from downtown towards Lacson along Davao Bukidnon Highway, the intersection’s round plant box is very visible. It is already an indication for directions especially knowing the location of the site aside from being the billboards local stand post.
54
According to Mr. Elmer Juyo, the market’s officer in charge, the development of the market has no definite point of access. People could come in from anywhere and from anytime they want that’s why they didn’t have any data when it comes to average cutomers who patronize the market. Therefore, Calinan Public Market is as public as it was named. The slaughterhouse is the only place where there were restrictions of access. Building or Layout efficiency. The 17,291 sq. m. total area of the current Calinan Public Market isn’t really enough for the entire routine of the users. Since the routine of the users include mobility of vehicles and transactions. Some stalls remained unoccupied but there are many ambulant vendors placing themselves within the site. The whole area wasn’t totally efficient when it comes to layout or the framework of the development because of the said situation. Maybe the reason is both the organization itself and the development itself. Cost/SF
and
Equipment
Costs.
For
a
government
funded
development Calinan should have justifiable costs for the said project. Since it is a redevelopment it will really make a huge change for the market. There would be additional facilities to which therefore sums up estimated 25,000PhP gross per area. When multiplied to the total area it will sum up over 24,475,000PhP. Economy Cost Parameters and Maximum Budget. Cost per square meters will be defined 25,000PhP. The latter then is multiplied to area unit per 429 stall owners, 25 office workers, and average customers daily is approximately 700
55
customers. That’s a total of 24,475,000PhP without the total additional costs for extensions. Market Analysis. Currently, the City Economic Enterprise is expecting the Calinan Public Market to earn 680,000Php per month. Calinan Public Market is already fourth of the largest earning public markets in Davao next to Toril Public Market, Agdao Public Market, and the Bangkerohan Public Market respectively. The change for the development of the Calinan Publlic Market may gradually affect and increase the monthly income of the market. Energy Source Costs. Calinan Public Market relies its electrical power demand to the Davao Light Power Company. The company charges the overall commercial centers like public markets 19.38 centavos per KW/hour. The average consumption of a commercial structure like public market is about 15.5 Kwh/sf daily. 70% of all energy consumed in a typical office building, with an additional 20% of energy consumption used to power office equipment. The remaining energy is consumed by water heating, cooking, and refrigeration systems, as well as other miscellaneous uses. Activities and Climate Factors. The continuous maintenance of the market is very needed as of the current. Since the public market resided in the tropics, it will really experience high humidity and moisture which eventually deteriorate some building materials. One of the most important building material is the roofing in the market building. The holes in roofing does affect greatly on the products the vendors are selling. Economic Data. 64.74% of Calinan residents are earning 5,000PhP below (1), 8.45% are earning 5,001-10,000PhP (2), 6.56% are earning
56
10,001-15,000PhP (3), 6.00% are earning 15,001-20,000 (4), 3.18% are earning 20,001-25,000PhP (5), 3.46% are earning 25,001-30,000PhP (6), 7.61% are earning 30,001Php and above (7), with a total of 4,878 households. People here tend to establish livelihood through having businesses especially regarding agriculture and commerce. As shown in the data below as gathered information from the Barangay Profile, there is a huge percentage of people here in Calinan are only earning 5,000PhP below. Although 53.03% percent of the households are self-employed it seems that the incomes of the residents are very low. Figure 17 Pie Chart of Monthly Gross Income of Households, 2010
LEED Rating System. Calinan Public Market needs a huge maintenance and recovering what is the best out of what’s present could really be hard especially when the structure itself is deteriorating. The obvious holes in roofing, which is a huge problem when raining, are one of things that need action.
57
In order to reduce the economic costs of maintenance, especially when replacing stuff like roofing, needs a resolution. The resolution is the resiliency of design. Resiliency of design means the stand of the building through time and time to time weather changes. It is incorporated with Environmental design which implicates the vision of a building that does minimal environmental impacts. Both of the design implication would be valuable to the redevelopment of the market.
Time Significance. Since most of the neighbouring establishments are commercial spaces, there is no need for consideration of historical preservation. However, the development shall take consider the nearby park which resided a few meters away from the market. Parks are very significant
58
especially for a community; therefore the redevelopment shall take note its functional impact towards the park. Activities and Projections. In due time, the seasonal fruits and crops may affect the public market’s performance. This will be a constant change that the market should take regard. Eventually, when the market is redeveloped, there’s a huge possibility of increase of customers. These customers could come from nearby districts and communities. When it says the near future, the redevelopment shall be projected to be a hive of many consumers and customers. The said projection needs sufficient spaces and shall be flexible for additions.
Chapter IV CONCEPTS
Function
59
Service
Grouping.
Public
Market
generally
classified
along
commercial services done by the government. Since the redevelopment will be adding food, lodging and transportation services aside from marketing, service grouping within the site will be implemented in ordering plans. Market Building is where the interaction of customers and vendors takes place. Generally, market building is sectioned into two: Wet and Dry sections. Since market building is the main focus of the redevelopment, it, thus, be considered one of the centralized service grouping along the abattoir, and bagsakan or food terminal, and storage. These structures help manage the marketing services of the market. Along this service is the commercial building. Food is vital for humans. The food services the market will be offering is an essential, knowing the market will be flooded by many market travellers, customers, and vendors every day. The huge percentage of people coming in will be an implication of many dietary energy intakes for food. After all, what is the market for? It is for food and other commodity. This service will be mainly accommodated by the food cove. Lodging service will be accommodated by the inn. The market, being in the metro of the sub-urban, made the place a usual stop of travellers. The residential accommodation the inn is serving is a vital. It will be hosting food services but only as a minor service since food services is offered by the Food cove. The focus may be the market but the addition of transportation makes the market redevelopment more mobilized. Transportation is very important in
60
Calinan since it is a sub-urban area of Davao. The terminal will be responsible for providing care, maintenance and dispatching of the private and market’s fleet of vehicles. These vehicles include trucks, haulers, L300 vans, tricycles, and motorcyles. People Grouping. The redevelopment will be housed by group of travellers, administrators, customers and vendors. The services the redevelopment offering will be completed by the administrators and vendors while the receivers of the services will be the customers and travellers. The number of customers and travellers is still undefinable since the current has no specific point of entry and exit. But knowing the population of Calinan and whole Davao, the redevelopment will be accommodating approximately a thousand of customers daily. These customers will be accommodated by combination of over 500 vendors and administrators. Activity Grouping. The redevelopment of the Public Market will be offering market, food, transportation, and lodging services. These services will be housed the structures that will be put up within the parameters of the Public Market itself. 1. Market. The trading of the merchandise and other commodities is done here. This where the customers can purchase goods and the vendors can sell their commodities. The market will be sectioned into two the wet and the dry sections. 2. Slaughterhouse/Abattoir. The meat production will never be possible without an area to butcher. The slaughterhouse is the area where animals were slaughtered then preceded to wet market section to be purchased by consumers.
61
3. Bagsakan/Food Terminal. The bagsakan or the food terminal markets the wholesale trading of products such as fish, fruits, vegetables and other commodities. 4. Commercial Building. The small private entrepreneurs can start up their business in this building. This building seeks to put up the local entrepreneurs and seeks not to operate franchise stores. It can also host offices. Building includes the City Economic Enterprise Office for ease of transaction and networking from other offices. 5. Inn. The market inn will be operating due to the residential needs of the travellers’ stop. It will be mainly housing travellers. 6. Transport Terminal. The terminal is responsible for the organization of market and people’s fleet of vehicles. Private transport groups of vans, jeepneys, motorcycles, and tricycles may use the terminal. Priority. Based on the survey gathered, two of the reasons the recommendations of the customers is only average towards the market is the low ratings on sanitation and security matters. Knowing the customers want to feel secured around the parameters and so as the feel of sanity, the redevelopment shall design with these values. The main reason of the development is to rehabilitate the current public market and push it towards helping the economic status of the community it settled which is the Calinan. Moreover, the redevelopment shall understand the need of proper disposal which should parallel to proper security. Along the need of being clean and safe, the redevelopment shall take into account sustainability and resiliency. Both principles are indeed the trend but it says and implicates so much more than just another trend. It allows the building to be environment friendly without obliterating the very purpose of building structures for the development of the community.
62
Hierarchy. The redevelopment will be managed by the market administrator. Market administrator will be responsible for the implementation of rules and regulations of the public market, the assistance in the formulation of the budget for operations, the proposition and coordinating plans and programs for public markets and other responsibilities as stated in Senate Bill 1319 section 59. However, the main focus of the redevelopment which will take highest regard is the market building where market is being done. It is the core reason of putting up the project alongside the bagsakan, slaughterhouse, inn, foodcove and terminal. Security Controls. Since security is one of the priorities of the redevelopment, it shall then be regarded by proper design and integration of technology. Security may be concern because of the site environment, relating to a neighbourhood or community condition. Security measures in public places like the Public Market would be hard especially winding up the thought of making the development as open and inviting. Implementation of CCTV and surveillance systems on the site will be a factor of security tightening. Along integrated technologies are the implementation of rules and roving officers, and site lighting during nighttime. Sequential Flow 1. Site Development
63
2. Market
3. Bagsakan
4. Slaughterhouse
64
5. Transport Terminal
6. Inn
7. Commercial Building
Separated Flow. Abattoir or the slaughterhouse shall be separated from the public view. Since it still needs the importing and exporting especially livestocks, it should have separated road networks along with the waste
65
disposal collection. Moreover, the inn shall be as much as possible separate itself from too publicized places to avoid noise problems. Knowing that the inn is a place where the travellers could stay and rest, the concept of privacy shall be taken to account also. Functional Relationships 1. Site Development
2. Market
66
3. Bagsakan
4. Slaughterhouse
5. Terminal
67
6. Inn
7. Commercial Stalls
68
Communications. The modernization of the era is really rapid making communication as fast as lightning. The development of technologies like internet made a huge impact on day to day communication. One example is email where one can send messages through the internet. Communications like this shall be taken to account in building up the development. Technology like computers may improve the dispatching and receiving of goods on the redevelopment. It can simplify the auditing of the office staffs. It can also maximize the time which then can be converted towards keeping the market intact with the customers since customers can come anytime.
Form Enhancements. The project is redevelopment of the current Public Market. Since the area will be extended filling up the whole block. The redevelopment will make a huge change for the area. Though there are areas that will be preserved but it would be just minimal since there are problems, huge problems that currently needing curing. One problem if the redevelopment takes place is the congestion of traffic. In order to solve the problem of congestion, the plan should be reorganized.
69
Special Foundations. The location of the redevelopment is within the range of a tropical country. It will experience only wet and dry seasons. This kind of climate supports the existence of many wild animals as well as insects like flies, mosquitoes, and vermins. Commonly, insects like flies infest markets since it is where waste is always present. Knowing the problem of the market, the redevelopment shall consider the problem. Proper waste management and discipline shall be implemented. Alongside the implementation of rules regarding sanitation, the improvement of the redevelopment shall take into account the climate’s dry season. With this, the redevelopment will consider sun baffles in its design and rainwater harvesting. The principles may eventually minimize operational costs through the time.
70
Density & Environmental Control. Based from the area’s geological environment and the foregoing field findings, the property inspected is capable of accommodating most forms of development. The underlying lithology is generally a competent foundation material, capable of supporting light to moderate infrastructures (e.g. residential houses, small buildings, etc.). The geohazards identified in the area are ground shaking, flooding and possible volcanism. Ground shaking can be mitigated by the proper engineering designs of structures. As regards possible volcanism that is subject to official classification of Mt. Apo status by PHILVOCS, vigilance and alertness would be sufficient to prevent the loss of lives. Safety. Currently, Calinan may not be too dense like in the downtown area but being a sub-urban and metro of many local districts, Calinan may eventually increase its density. The redevelopment’s site is along the DavaoBukidnon Road which is zoned as minor commercial zone. It is a flat development and there were no special features like trees on the site. Knowing the increasing demographic status of the location, the redevelopment shall put an allowance for the increase. Though the future may be vague, as an important development of the location, it shall view the perspective of looking forward what’s about to happen. Crowding will likely to happen especially on peak seasons and holidays therefore, hallways and public passageways shall be designed accordingly. Neighbors. The redevelopment is a neighbor of many small to medium commercial establishments. Near the development are a bank, a police station, a supermarket, and a commercial strip. There are also on going constructions for commercial strips. Eventually, the public market will be
71
surrounded by many commercial establishments that have the tendency to kill the market. The sad truth with competing with its neighboring is that the market does not have the strength, though it has assets, it is swallowed by its failures on sanity and other factors. In order to revitalize the area it shall be redeveloped into much modernized features and showcase itself without intending to kill other commercial establishments nearby. It shall then feature, free flow of traffic, safety and sanity. With its features, the market may earn millions and help the thriving community of Calinan as well as its local entrepreneurs and farmers. Homebase/Office Concepts. The parameters of the redevelopment is extended filling up the whole block along the Davao-Bukidnon Road. It will be settling on the minor commercial zoned land in Calinan and will be maintaining the actual face of being a Public Market. Its territorial domain may be as open as the word public may imply, but shall enclose its parameters also. The government will be funding the redevelopment and will be actually cautious for customers since it is them it is serving. Along public safety is its contribution to the community Davao as its very hometown. Orientation & Accessibility. The current public market is much known for its settlement in Honesto Garcia St. It is best in wayfinding Calinan’s metro. Since it is in the metro there are only a few good views since it is surrounded
by
commercial
establishments.
Only
that,
when
the
redevelopment will take up to two storeys and up, it may catch up the view of surrounding mountains. When the sun rises up the smallest side of the parameter may see it perfectly. However, it may be utilized to be seen if there’s a proper design that will view it.
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The area it settled is accessible enough for tourists and local customers. Since it is alongside the road, the area is very visible and accessible. The public market shall retain its face of being public without intending to risk safety measures. Character & Quality Control. The client intends to make the public market a staple center of commercial and economic development in Calinan. It views that the redevelopment shall be the metro when it comes to entrepreneurship and business. It seeks to promote the local products through establishing a structure that is modernized and of high quality yet very warm for everyone, and economical. Economy Cost-Control. Cost of the redevelopment may be as large as it has newly built but shall seek to be cost effective. In order to control cost, the redevelopment shall establish the goals through efficiently use materials that are of quality yet economical. The redevelopment shall maintain and not exceed the needed number of buildings and materials to be used. Efficient Allocation. There should be financial allocation for bunkhouses and other contingencies along the journey of building up the structures. There should be an efficient and justifiable amount of financial allocation. Multi-Function Versatility. Since the area may not be efficient for large scale functions, the redevelopment shall take into account the possibility of mixing building. Though it will be mixed, it shall seek to be appropriate and
73
effective for all the users. The structure shall be versatile for any changes over time. Energy Conservation & Cost Reduction. Conserving energy is vital in the current location. The dependency of Davao’s electricity to the hydroelectric power of Maria Cristina Falls may not be sufficient especially during summer months. In order to establish a fill to the problem, the redevelopment shall be designed to accommodate sunlight without intending to warm the inside facilities. Daylighting could be a solution to the lighting of the whole structure allowing energy conservation. Parallel to the conservation when it comes to power is the water consumption. The redevelopment shall be efficient in using water. In order to establish efficiency in water, it will be having a rainwater harvesting system which will be used for cleaning and washing. Recycling. Recycling water may be impossible but as of the current generation there are several ways to recycle things like water. The biofiltration system, that has developed just years ago, is a factor that can be considered especially water is very important in running most of the facilities. The system is conceptualized to reuse water in order to use for washing and other nonpotable stuff. It would be very efficient for the redevelopment and sustainable at the same time.
74
Time Adaptability. The project is redevelopment, though it has no implication of historic preservation, it seeks to preserve the face of being the public market, the market of the masses and the local. The changes like the modernization and implementation of new technological systems may shift the Public market from old dingy place to a very well established and planned design. However, the redevelopment shall adapt to its environment that still wants a traditional, open, patriotic and vibrant market. Expansibility. The possibility of expansion of the development may occur especially when the community is growing. If the area is fully occupied, there is no other way to expand is to go up higher. Having additional storey may not be bad especially when the foundations are properly done that allows also for additional load. Linear/Concurrent Scheduling. Since the market vendors are already present, when redeveloping the market, the market shall still run. There should be an allocation for the vendors to continue their business. The development is for the improvement and does not seek to choke the
75
entrepreneurs during the construction. The complexity during the construction may be very obvious but in order for the development takes place the users shall adapt to the transition.
Chapter V NEEDS
Function Area Requirements. Table 11 shows that the overall floor area of the market per square meter is 2,628 square meters. Abattoir or slaughterhouse needs 1,035.6sqm; Bagsakan needs 1,902sqm; Commercial building requires 1,726 sqm; Inn requires 1,041.9 sqm; terminal needs 1,002.8sq m, and food cove requires 1,000sqm. For a total area requirement of 8,527 sq meters, the site would be enough however parkings and walkways are not yet included. Therefore, by that case there’s no other way to maximize the space is to build it up vertically. Table 11 Summary of Total Load Space/Building Market Abattoir
Total Floor Area (Sq. m) 2,628 1,036
76
Bagsakan Commercial Building Terminal Inn TOTAL
403 1,726 1,003 1,042 7,838
Table 12 Market Building Occupancy Load
Space
Number of Units
Minimum Area (Sq. m)/Unit
Total Floor Area (Sq. m)
Entrance
1
600
600
Information Area
1
9
9
Fish Section
40
3.1
124
Seafood Section
40
3.1
124
Meat Section
45
3.1
139.5
Poultry
40
3.1
124
Entrails
35
3.1
108.5
Vegetable Division
40
3.1
124
Fruit Division
40
3.1
124
Root Crops Division
40
3.1
124
Rice and Grains Division
40
3.1
124
Flowers Section
30
3.1
93
Handicrafts Division
30
3.1
93
Packaged Food Division
25
3.1
77.5
Dry Goods
25
3.1
77.5
Wet Market
Dry Market
77
Aisles
500
0.9
450
Storage
2
28
56
Utility Room
1
28
28
Maintenance Room
1
28
28
TOTAL
2,628
Table 13 Transport Terminal Occupancy Load
Number of Units
Space
Cashier
Minimu m Area (sq. m)/Unit
Total Floor Area (sq.m)
3
9.3
27.9
Waiting Area
300
1.4
420
Utility Room
1
27
27
Parking
40
12.5
500
Office/Information Desk
3
9.3
27.9
TOTAL
1002.8
Table 14 Inn Occupancy Load
Space
Number of Units
Minimum Area(sq.m)/Unit
Total Floor Area (sq.m)
Lobby
1
100
100
Reception
1
50
50
Lounge
1
50
50
Office
3
9.3
27.9
78
Bedroom
25
18.6
465
Storage
3
27
81
Kitchen
2
32
64
Utility Room
2
27
54
Atrium
1
150
150
TOTAL
1041.9 Table 15 Commercial Building Occupancy Load
Space Number of Units Gadgets Division 8 Foods Division 8 Clothing Division 10 Accessories Division 7 Utility Room 2 City Economic Enterprise Chief's Office 5 Staff's Office 20 Conference Room 1 Lounge 1 Storage 2 Kitchenette 1 Utility Room 2 TOTAL
Minimum Area (sq.m)/Unit
Table 16 Bagsakan Occupancy Load
32 32 32 32 27
28 9.3 100 50 27 32 27
Total Floor Area (sq. m) 256 256 320 224 54
140 186 100 50 54 32 54 1726
79
Space Meat Section Fish Section Vegetables Section Fruit Section TOTAL
Number of Units 30 30
Minimum Area (sq.m)/Uni t 3.1 3.1
Total Floor Area (sq. m) 93 93
35 35
3.1 3.1
108.5 108.5 403
Table 17 Slaughterhouse Occupancy Load
Space
Number of Units
Minimum Area/Unit
Total Floor Area (sq. m)
Area for Animals
10
50
500
Slaughter Area
10
32
320
Dressing Section
5
9.3
46.5
Area for Meat and Entrails
5
9.3
46.5
Storage/Refigeration
2
27
54
Waste Disposal
1
50
50
Office
2
9.3
18.6
TOTAL
1035.6
Parking Requirements. Below, the Table 20 shows the required minimum off-street parking slots for every building. Standard sizes will still be followed in parallel to the Presidential Decree 1096 or National Building Code of the Philippines. The average size of parking slot shall be 2.5 x 5 meters, while truck or buses shall be 3.60 x 12 meters. The number of slots is solved depending upon each building requirement resulting to 62 parking slots
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Table 18 Summary of Total Parking Slots
Space
Gross Floor Area (sq.m)
Market
2,628
1
125
21
Abattoir
1,036
5.5
1000
6
Bagsakan
1,092
5.5
1000
6
643
3.3
1000
2
Food Cove
1,154
0.3
70
5
Commercial Building
1,110
4
1000
4
Terminal
1,003
5.5
1000
6
Inn
1,042
1.5
125
13
City Economic Enterprise Office
Total No.of Slot/GFA Parking Slots
Slot
TOTAL
Outdoor
62
Space
Requirements.
Outdoor
requirement
include
landscaping and all the details and facilities for further development and improvement of the site or the project. Since there are redevelopments, the roads may be altered. Due to alteration most of the outdoor requirement are new and therefore has new costing. Table 21 shows the summary of the outdoor land requirements
81
Table 19 Outdoor Space Requirements
Space
Road
Number of Units
Minimum Area (sq.m)/Uni t
Total Floor Area (sq.m)
2
600
1,200
100
18
1,800
Perimeter Fence
1
1,491
1,491
Landscapes
1
1,500
1,500
Guardhouse
3
9
27
Refuse Depository Area
3
100
300
Pavement and Parking
TOTAL
6,318
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Form Site Development Costs. Site Development Cost consists of all the overall fixed cost of the development. It includes the land requisition, land development of site and the cost of the building. The total estimated cost of the redevelopment will be 202,504,300.00 PhP.
Table 20 Fixed Cost Development Land Acquisition Land Development of Site Cost of Building TOTAL
Cost (PhP) 3,265,300.00 26,803,000.00 172,436,000.0 0 202,504,300.0 0
Building Costs/SM. The total building cost as shown in Table 23 is resulted from the computation of area and building costing per square meter. The partial total cost of the building structure is 172,436,500 PhP. In Table 24 is the outdoor development costs which shows that the total cost is 26,803,000.00 Php. The cost of the outdoor development is smaller though there are many alterations to the roads and beautification of the site.
83
Table 21 Total Building Costs
Space/Building
Area in sq.m
Cost per sq. m.
Total Cost (PhP)
2,628 1,036 403
22,000.00 22,000.00 22,000.00
57,816,000.00 22,792,000.00 8,866,000.00
1,726 1,003 1,042
22,000.00 22,000.00 22,000.00
37,972,000.00 22,066,000.00 22,924,000.00
Market Abattoir Bagsakan Commercial Building Terminal Inn TOTAL
172,436,000.00
Table 22 Costs of Land Development of Site
Development
Total Area (sq.m)
Cost/Area
Total Cost (PhP)
Road
1,200
3,000.00
3,600,000.00
Pavement and Parking
1,800
3,000.00
5,400,000.00
800
3,200.00
2,560,000.00
Landscapes
1,500
9,000.00
13,500,000.00
Guardhouse
27
9,000.00
243,000.00
Refuse Depository Area
300
5,000.00
1,500,000.00
Perimeter Fence
TOTAL
26,803,000.00
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Economy Budget Estimate Analysis. The redevelopment will need a lot of financial support since it needs a lot of alteration towards the building and the site development. The total net income of the development is: Total net Income = Income – (Salaries + Operating Cost) Total net Income = 41,628,000 – (4,272,000 + 4,205,153.40) Total net Income = 33,150,846.60 Since it is a government funded development the return of investment may be disregarded in analysis of finances. Furthermore, the goal of the client in having the development is to help the people in Calinan to rise up in economic status and therefore not seek to return of all the investment no matter how large it may be. However, in order to give justification to the goal of efficiency, within 6.1 years the investment will be returned. The total net income of the development will thus be returned to the government for another purposeful usage. Cash Flow Analysis. Table 23 shows the summary of the total wages needed annually depending upon the profession or work of the employee. Table also shows the monthly wage. In Table 24, it shows the annual income of the market due to the stalls for lease and the room for rent in the inn and the terminal.
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Table 23 Summary of Wages
Profession Market Administrator Market Master Personnel Manager Asst. Personnel Manager Food Cove Manager Building Administrator Asst. Building Administrator Architect Receiving Officer Asst. Receiving Officer Receptionist Executive Secretary Accountant Check Master Maintenance Engineer Plumber Electrician Aircon Technician Carpenter Painter Security Guard Veterenarian Landscaper TOTAL
No. of Personn el 1 1 1
Monthly Wage (PhP) 20,000.00 16,000.00 13,000.00
Total Wages Total Wage Php Php(Annuall (Monthly) y) 20,000.00 240,000.00 16,000.00 192,000.00 13,000.00 156,000.00
1 1 1
12,000.00 13,000.00 14,000.00
12,000.00 13,000.00 14,000.00
144,000.00 156,000.00 168,000.00
1 1 1 1 3 1 1 1 1 2 2 2 2 2 6 1 1
13,000.00 18,000.00 12,000.00 10,000.00 10,000.00 10,000.00 13,000.00 8,000.00 8,000.00 8,000.00 8,000.00 8,000.00 8,000.00 8,000.00 8,000.00 10,000.00 8,000.00
13,000.00 18,000.00 12,000.00 10,000.00 30,000.00 10,000.00 13,000.00 8,000.00 8,000.00 16,000.00 16,000.00 16,000.00 16,000.00 16,000.00 48,000.00 10,000.00 8,000.00 356,000.0 0
156,000.00 216,000.00 144,000.00 120,000.00 360,000.00 120,000.00 156,000.00 96,000.00 96,000.00 192,000.00 192,000.00 192,000.00 192,000.00 192,000.00 576,000.00 120,000.00 96,000.00 4,272,000.00
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Table 24 Summary of Total Income Annually
Number of Stall or Bedroo m
Income/St all or Bedroom (Php)
Total Cost (Php) Monthly
Market
470
1,200.00
564,000.00
Inn Commercial Building Food Cove
30
10,000.00
300,000.00
35 10
10,000.00 5,000.00
Abattoir Terminal
71 5
30,000.00 15,000.00
350,000.00 50,000.00 2,130,000. 00 75,000.00
Building/space
TOTAL
Total Income (Php) annually 6,768,000.0 0 3,600,000.0 0 4,200,000.0 0 600,000.00 25,560,000. 00 900,000.00 41,628,000. 00
Operating Costs. Table 25 shows the estimated operating costs monthly and annually. Yearly, the market will be spending 4,205,153.40 PhP on water, energy, and telecommunication consumption. Water consumption computation is solved by per capita per person while electricity is solved by having the area as one of the variables both then are multiplied to the corresponding costs that depends upon companies serving.
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Table 25 Summary of Operating Costs Annually
Commodity
Monthly Consumption Cost (Php)
Annual Cost (Php)
Water
31,733.33
380,799.96
Electricity
298,696.12
3,584,353.44
Telephone
10,000.00
120,000.00
Internet
10,000.00
120,000.00
TOTAL
4,205,153.40
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Time Escalation. The construction of the redevelopment as estimated will run in almost 2 years. In that case, 2 years may choke the businesses of the locals. In order to solve the problem, the redevelopment shall relocate the entrepreneurs temporarily on a certain area still along the redevelopment site. Since, the redevelopment is gradual for each building; other businesses may still occupy the available and safe areas within the site. Time Schedule. Table 28 shows the first year schedule of works over months while Table 29 shows the second year schedule of works over months. In total, the estimated finished development will be in 2 years. However, 2 years may be shortened depending upon the work of performance and the contractor’s facilities and management. Table 26 First Year Construction Schedule Month First Year Activity
Site Acquisition and Demolition Clearances, Admin and Permits Ground breaking/Foundation Works Structural and Civil Works
1
2
3
4
5
6
7
8
9
1 0
11 12
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Table 27 Second Year Construction Schedule Month Second Year
Structural and Civil works Electrical Works Plumbing Works Mech. And Air Conditioning Interior and Finishes Ground Restoration and Paving Works Clearing and Waste Disposal
1
2
3
4
5
6
7
8
9
1 0
11 12
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Chapter VI PROBLEM
Function Calinan Public Market is fourth out of nine highest grossing markets in Davao along with Bankerohan, Agdao and Toril. However, there is still a huge possibility that it will perform more if it is redeveloped. Calinan is the center of the suburban area. It is where travellers stop and people from uptowns like Lamanan, Marilog, Baguio, Suawan, Sirib, and others to purchase and exchange goods. Commonly, the Public Market is the stop among establishments. It is where goods are exchanged and settled to be travelled to downtown area. One of the interviewed vendor said that most of the goods or commodity are travelled towards downtown because they earn much there instead in the Calinan Public Market. They travel hours and paid for that cost just to export their goods. Looking through the situation that many of the customers here in Calinan still go to downtown to buy goods, it only implies how simply ironic it would be. Seems like that the community of Calinan and nearby sitios and towns are very dependent on the downtown area. The mind setting of the customers why they prefer to go downtown and purchase goods in supermarket rather than settling and patronize what is near is understood because of the survey done. The common problem of the site as surveyed is the sanitation and the security matters. Although there are garbage bins around, it seems like it wouldn’t be enough due to the large
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volume of waste the market is producing. Sanitation is a factor also that the customers much prefer supermarkets over public markets. With this, the public market will be dying more. Aside from sanitation, the security is really not felt by most of the customers since stealing is still rampant. Though there are roving officers and a police post is just across the highway street, the customers still think that the market is not safe. Furthermore, sanitation and security are not only the concern but so as the traffic congestion especially in peak seasons or hours. Knowing the entire current problem in the site, it shall then be solved for the improvement of the market. Being in the center, the public market is always a stop for travellers especially towards nearby towns and districts like Bukidnon and Baguio. The activity is an opportunity for business like residential, and food corners. This activity may elevate more the potentiality of the Public Market.
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Form Public Market is a place that is widely known by everyone. Here in Philippines it is locally known as palengke. Usually, public markets are face of how poverty works and exchange. The common perception of the public market hadn’t change even in Calinan Public Market. Calinan Public Market is situated in Calinan, Davao City. It is a suburban area and is very rich in agriculture. The area is approximately 27 kilometers from the downtown area and takes about an hour to travel. The location is very good especially for business. It is usually the stop and the current public market even with its flaws it is still patronized by many since it is the only public market located in the suburban. Knowing that the location is perfect, the redevelopment has the plus to be pursued especially that maybe in the near future, Calinan may arise economically just like Toril. The Calinan is obviously improving with all the developments that are currently constructing. The Public Market on the other hand will be competing this commercial establishments to which are very much preferred by most of customers. In order to compete, the Calinan Public Market redevelopment will be complex. Within the parameter of the site, the public market will not only public market. It will thus include commercial establishments, food corners and inn. In order for the redevelopment be successful, it shall cope up with latest trend without neglecting sustainability and resiliency. Since there are problems when it comes to power or electrical energy in Mindanao, the redevelopment shall take this into account when designing.
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Energy is very important in a commercial establishment like market. Aside from energy, it shall take into account the reduction of the use of water by biofiltration
and
rainwater
harvesting.
These
systems
may
reduce
consumption and operating costs eventually through time Economy The project is a redevelopment of the current Calinan Public Market. Since the redevelopment programming views a lot of flaws when it comes to traffic, sanitation and security matters, the redevelopment itself will be costly when it will be reconstructed. Though the finance will be supported by the Government it wouldn’t be proper without any returns and efficiency into the design. Since Government will be funding, the redevelopment shall have justifiable cost. It should be economical yet of quality. The initial budget will be large however; the continuity of the income and the inclination of the economic status of the community shall be maintained. Proven that the redevelopment will help the community, it shall also prove its efficiency towards energy and water consumption by implication of design systems like daylighting and rainwater harvesting. Time The redevelopment as stand point of change of impression towards public markets is huge thing to push through. The perception towards public market is gradual since it is already settled in the minds of most Filipinos that public markets are the mirrors of filth and poverty.
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In order to make transitions, the Public Market shall be coping through latest design trends but still thinking on the other side of having timeless design. With the design and given with the new facilities, the development shall eventually change mindsets towards public markets. Maintenance is a factor of preserving the redevelopments design and features. Since it is a public market where surely sanitation is one of the very important factors to be maintained, the redevelopment shall assure the lifelong sanity in the market through following and implementing rules and regulation about the certain matter referring to the Senate Bill 1319 section 8 through 22. Furthermore, the redevelopment shall keep up towards the future competitions and shall be able to present itself through time with timeless design and features.
BIBLIOGRAPHY
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Carmona, M., Heath, T., Oc, T., & Tiesdell, S. (2003). Public Places-Urban Spaces. Oxford: Architectural Press. De Chiara, J. & Callendar, J. (1987). Time's Savers Standards for Building Types. Singapore: McGraw-Hills Inc. Federico M. Macaranas, P. (2013, October 31). ASEAN INTEGRATION 2015: IS THE PHILIPPINES READY FOR AFTA? Retrieved January 13, 2015, from ASEAN Institute of Management: http://asean.aim.edu/research/presentations/asean-integration-2015-isthe-philippines-ready-for-afta/ Jewell, N. (2011, November 17). Barcelona’s Santa Caterina Market. Retrieved December 3, 2014, from Buidepedia: Lochaven. (2011). Public Market Feasibility Studies and Business Plan. Vernon. ‘Men Buy, Women Shop’: The Sexes Have Different Priorities When Walking Down the Aisles. (2007, November 28). Retrieved February 19, 2015, from Wharton University of Pennsylania: http://knowledge.wharton.upenn.edu/article/men-buy-women-shop-thesexes-have-different-priorities-when-walking-down-the-aisles/ Pabicko, A. (2002, July). Death of Palengke. Retrieved November 28, 2014, from The Investigative Reporting Magazine: http://pcij.org/imag/Society/palengke.html Pena, W., & Parshall, S. (2001). Problem Seeking. New York: John Wiley and Sons Inc. Quiros, J. (2014). Aquino: No more power shortage in Mindanao in 2015. Davao: Inquirer Mindanao. Russ, T. (2000). Redevelopng Brownfields. New York: McGraw-Hills Companies Inc. Vera, I. J. (2013). ASEAN Integration 2015 and what it means to your business. Retrieved January 19, 2015, from University of the Philippines Institute for Small-Scale Industries: http://www.entrepreneurship.org.ph/index.php? option=com_content&view=article&id=448%3Aasean-integration-2015and-what-it-means-to-your-business&Itemid=90 Villamil, W., & Hernandez, J. (2003). Globalization, Labor Markets and Human Capital in the Philippines. 33.
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Vision Mission. (2011). Retrieved November 28, 2014, from Davao City: http://www.davaocity.gov.ph/davao/vision.aspx What is a Public Market? (2014). Retrieved January 17, 2015, from Public Markets: http://publicmarkets.com/learn-more/what-is-a-public-market/ Williamson, T., Radford, A., & Bennetts, H. (2002). Understanding Sustainable Architecture. New York: Spon Press. Zaretsky, A. (2012). What is a Public Market? Retrieved January 12, 2015, from Public Market Development: http://publicmarketdevelopment.com/what-is-a-public-market-2/
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APPENDICES
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CURRICULUM VITAE
PERSONAL DATA Name: Lanie Mae Fernandez Villareal Date of Birth: May 15, 1995 Place of Birth: Calinan, Davao City Current Address: Purok 6, Feria St. Calinan, Davao City Email Address:
[email protected] Father’s Name: Leilan P. Villareal Mother’s Name: Emily F. Villareal
EDUCATIONAL BACKGROUND Elementary Education: Calinan Central Elementary School Secondary Education: Holy Cross College of Calinan Tertiary Education: University of Mindanao
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