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Republic of the Philippines

Province of Pampanga
Municipality of Arayat

OFFICE OF THE MUNICIPAL MAYOR

March 15, 2018

MAXIMO O. DICHOSO
Regional Executive Director/ R-3
PAMB Chairman

Subject: Five-Year Comprehensive Development Management Plan

of 14-hectare Resort Area of Mt. Arayat National Park 2018-2023

Dear Sir:

We are submitting herewith our updated Five-Year Comprehensive Management Development

Plan (CMDP) 2018-2023 of the 14 hectare Arayat National Park located at San Juan Baño Arayat,
Pampanga.

Various repairs and renovations have been done for the past five years under Arayat LGU
management covered by the Memoramdum of Understanding implemented for the past 5 years.

Other development projects have been ongoing as the pacing depends on the availability of funds
during the operations; therefore, we are requesting your good office to endorse our CMDP 2018-
2023 to the PAMB Board for the processing of the MOU renewal for another 5 years, and all further
legal requirements.

Thank you very much.

Sincerely,

EMMANUEL M. ALEJANDRINO ENGR. ENRIQUE R. OCAMPO

Municipal Mayor Head-MPDC

ENGR. FELINO M. SUMANG ENGR. JOANA FLOR R. DUE

Municipal Engineer Draftsman-MPDC

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TABLE OF CONTENTS

1. Introduction

PART 1.0
PROJECT DESIGN CONSIDERATION

A. Legal Considerations

B. Linkage with DENR Priorities

1. Ecotourism & Biodiversity Conservation Scenario

2. Advantages of the Philippines as a Tourist Destination

3. Demand and Supply

3.1 Technical and Physical Considerations

3.2 The Macro Environment

PART 2.0
TECHNICAL AND PHYSICAL PLAN

A. The Project Environment

1. Physical Features of the Project Site

2. Existing Utilities and Other Facilities

B. Project Development Framework

C. Project Site Analysis

1. Site Weaknesses

2. External Opportunities

3. External Challenges

D. The Vision

1. Project Development General Objectives

2. Site Management Objectives

E. Strategies for Development

1. Synergy between Human Needs and Nature

2. Planning and Design Standards and Parameters

3. Project Components

4. Space allocation and Programming

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1. Introduction

This document called the “Comprehensive Development and Management Plan of 14-
Hectare Resort Area of Mt. Arayat National Park (MANP) 2018-2023” sets out as the
second phase for the management and development of Mt. Arayat National Park for the
next 5 years. It is a renewal of the Memorandum of Understanding between the Arayat LGU
and DENR/PAMB.

This Plan has been approved by the Sangguniang Bayan. The Arayat National Park
Steering Committee headed by the Municipal Mayor Emmanuel M. Alejandrino will
oversee its implementation and review. A list of the membership of the Steering Committee
can be found in the appendix. The Plan will run from July 2018 to June 2023 and will be
actively implemented by MANP Administrator and Staff under the Office of the Mayor.

The Plan format consists of three parts thus:–

Part 1 consists of legal and project design consideration.

Part 2 a collation of all relevant information on the site and its immediate surroundings,
analyses the information, identifies important features of the site, and develops a vision and
objectives of management for the site.

Part 3 consists of the Action Plan for the site and details projects to be undertaken for the 5
years of the Management and Development Plan.

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PART 1.0

PROJECT DESIGN CONSIDERATION

A. Legal Considerations

The national and local legislation associated with the construction and operation of an
integrated development in a duly declared protected area support the various components
proposed for the Project. As envisioned, the proposed project with the management of a
sustainable tourism operation within the area while preserving the natural resources,
cultural heritage and indigenous knowledge, practices existing therein. It will stimulate
economy for the benefits of the host communities, and the satisfaction of transients and
longer-term visitors.

B. Linkage with DENR Priorities

DENR has also undertaken a number of initiatives that allow the development of legally-
declared protected areas within certain parameters. The proposed project has considered
such limitations in the conceptualization and design of its various components.

Special-use Agreement inside protected Areas (SAPA) (currently suspended and

currently replaced by a MOA)

The SAPA is a binding instrument normally contracted between these two parties: [a] DENR
has represented by the duly constituted Protected Area Municipal Board (PAMB) of the
specific protected area: and [b] any of the following:

• Indigenous people
• Tenured migrants
• Local government units (LGUs)
• Other government agencies (OGAs)
• Other stakeholders such as corporations, cooperatives, business entities and NGOs

The specific provisions of the MOA will depend on the particular protected area and the
conditions within it and those surrounding it in given location. Irrespective of the location,
however, and the second party involved, the MOA aims to achieve the following objectives:

• Provide access and economic opportunities to indigenous people, tenured migrant,

communities and other stakeholders protected areas, thereby contributing to the
reduction of poverty.
• Optimized the use of protected areas consistent with the principals of sustainable
development and biodiversity conservation in cooperation with stakeholders.
• Guide the development of appropriate zones of protected areas in accordance with their
management objectives; and
• Generate revenues for the sustainability of the protected areas’ management.

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In the case of the current project, the corresponding MOA which was being suspended will
basically incorporate the provisions of the Memorandum of Agreement (MOA) to be signed
by and between the LGU of Arayat and the PAMB. The provisions of the MOA that will have
impact on the final project designs and costs, and which are expected to be incorporated are
as follows:

• Installation of a modern security system for the 14 hectares resort area to prevent
encroachment and/or entry of other individuals or entity into the area.

• Efficient manage and disposal of waste, garbage and spoils, pursuant to the provisions
of R.A 9003 (otherwise known as the Ecological Solid Waste Management Act. It shall
also implement waste minimization, segregation, re-use and other ecological solid waste
management practices.

• Adhere at all times to the green principles, and avoid the cutting of naturally and
residual-growing trees. Instead, it shall endeavour to plant trees within the project area
and immediate environs as part of its social and environmental programs.

• Provide a water system/s, based on sound engineering and environmental practices and
standards, covering, but not limited to, sourcing (ground, surface & precipitation),
treatment (prior to domestic, agricultural, power generation, and other uses), storage,
distribution/use and retreatment prior to discharge into natural media.

• The submission of an approved Environmental Certificate of Compliance (ECC) duly

issued by the Environment Management Bureau (EMB).

The LGU of Arayat is also expected to abide with the provisions NIPAS Act and to all
existing forestry laws, rules and regulation. The succeeding sections present the provisions
of relevant laws and assess the extent to which the LGU has complied or intends to comply
with its provision. The LGU of Arayat is also expected to maximize the utilization of the land
area and to receive any and all benefits and fruits to be derived from it.

The MOA constitutes a binding contract between the parties and shall be enforced by the
present and the future DENR management and PAMB. It cannot be cancelled or terminated
without due process.

Copies of the Notice of Award and the Memorandum of Agreement are available for
inspection of DENR at the office of the LGU of Arayat. Other agreements and or project
accreditation with the LGU of Arayat, may also be presented for inspection to DENR, as
they are subsequently finalized.

1. Ecotourism & Biodiversity Conservation Scenario

The State of Ecotourism

Ecotourism as a tool in sustainable developments advocates the protection of natural

resources, the base from which the ecotourism industry thrives. Ecotourism seeks to put in
place mechanisms that are environmentally sustainable, economically viable, and socially
equitable in order to bring about development that will benefit local communities. Because of
the diversity of facilities and activities that the country has to offer, it can easily argued that
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pretty much of all the Philippines can considered ecotourism destinations. What remains to
be done is to highlight the outstanding features of local communities as a tourist destination.

The Importance of Research Support

To properly sustain these protected areas, Management has been undertaking an intensive
and continuing research in ecotourism and in the proper way to manage eco tourism
activities. The long-term research will touch on all relevant issues, as well as investigates
other sites experiencing tourist pressures. Research will also be needed to determine what
levels and rates of tourist traffic will trigger negative impacts on wild life. This will enable
park managers to set levels will minimize the impacts on the biodiversity that parks are
established to protect. In effect, science based management of ecotourism and biodiversity
conservation will make sound decision-making.

Investing in research makes good business sense since the information generated in such
activities will pay off in customer satisfaction, higher value for the final tourist product, long-
term economic sustainability, and greater appeal to mass media. Promoting community-
based enterprises that benefits the local communities, including carrying capacity if
ecotourism sites are also important aspects that should be looked into.

These ecotourism researches have been undertaken by the affiliate of the LGU of Arayat
involved in school operation and management – the Central Luzon Colleges of Science and
Technology (CELTECH). While contributing to the storage of knowledge in the School, the
research work helps the LGU of Arayat properly manage the project’s operation.

2. Advantages of the Philippines as a Tourist Destination

The Philippines has always been highly regarded as a tourist destination because of its mild
climate and close proximity to cold countries like Japan. Worldwide, its work force is
regarded as one of the highest quality health care service provider. The other reasons that
make the Philippines a known destination are delineated hereunder.

Climatic, Demographic and Economic Conditions

The cost of living in the Philippines can be lower by as much as 60% of those prevailing in
highly developed countries like Japan, the United States and most European countries. At
the Philippine Peso exchange rate of P50 to a dollar, housing, food, and labour costs are
quite reasonable.

This means that the retirees can enjoy their pensions here more than those staying in Japan
for instance. By moving to the Philippines, they can spend half of what they would pay for
rent at home and live comfortably in mountainside mansions with guards, swimming pools,
indoor sports facilities and spacious bedroom, while remaining within striking distance of golf
courses, seaside and mountain resorts and tertiary types of hospital. Moreover, there is a
deficiency in the number of first-class hotels rooms in the area; hence, the project serves as
a catch basin to the visitors of Clark and Subic through an effective marketing strategy
properly marketed. For these reasons, the pricing structure and marketing and sales
strategies for the proposed project will be made such that it will be designed to be highly
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competitive with existing and proposed facilities. These also forms part of the project’s
physical and financial plans.

Universally, the developed countries are experiencing an increasing and relentless

downward fiscal pressure on the social security and medical insurance coverage or benefits
accorded to their retirees. As a result, the number of these retirees who are seeking a
second home in overseas retirement haven, such as the Philippines, is growing. Here, they
can stretch the value of their retirement benefits coming from their country of origin. This is
an opportunity that the Philippines in general and the project in particular can expect to
accelerate by leaps and bounds.

Upgraded Utilities and Infrastructures

Along with Thailand and Malaysia, the Philippines has developed and continues to develop
communities, roads infrastructure, service delivery systems and medical facilities specially
geared to meet the needs of tourists and foreign residents. The project will further enhance
the capacity and utilization of these infrastructures, while complying with the worldwide
campaign for the ‘greening’ principles.

In addition, since many of the visitors within the area come to transact local and international
businesses or to spend holidays, this potential market will generally belong to the upper
middle class. The proposed project’s concept, market positioning and the type of facilities it
will offer are expected to match the preferences of this market. The project is expected to
draw so many patrons to enable it to have more than the expected occupancy rates.

3. Demand and Supply

The analysis of demand and supply will help the Project determine the features that will be
included in its development, the marketing strategies that project will adopt to attract visitors
to the site and the prices will subsequently be set up for the project’s facilities and amenities.
Competition for the proposed project, on the other hand, will come from two levels – national
and regional as well as provincial and municipal.

Visitor Arrivals in the Philippines

Part of the research work should be a continuing analysis of the trends in visitor arrivals in
the country (by region, by country of origin and by reason visit). These data will be important
in forecasting demand and therefore the project’s revenue-generating potential. Of primary
interest will be those visitors who will demand for those amenities that the project proposes
to provide: an invigorating environment, well-kept residency and hotel facilities, and friendly
and value-added services.

Historically, the trends in visitor arrivals, which may partly the result of the foregoing
advantages of the Philippines as a tourist destination, are as follow:

• Visitor Arrivals by Country of Origin. The top 5 countries of origin of visitors to the
Philippines (from the highest to the lowest) are Korea, United States, Japan, China and
Australia. The percent share of each of the first 3 countries is above the 10% mark;
together they account for almost half of the country’s visitor in 2008 alone.

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• Visitor based on Reasons of Arrival. Statistic of foreign visitor arrivals based on their
reason for coming to the Philippines showed the sports, tourism and business purposes
top the list. The target of the proposed project will be local foreigners who are most likely
to stay in villas and residential accommodations that will combine all these three facilities
in one place. It will also target overseas Filipino workers (OFWs) who come to the
Philippines for short term vacations or visits to their relatives, particularly those who
located in less urban areas like the proposed project site in the 14-hectare resort area of
Mt. Arayat National Park.

Indicators of Demand

A more direct indicator of demand that should be looked into is occupancy rate, that is,
the ratio of total number of rooms occupied to total number of rooms available.
Unfortunately, while the projected supply of hotel rooms and other accommodations can
be easily quantified and estimated through official statistics, there are no available data
showing the ratio of visitors who availed of villas accommodations during their stay in
given location. It is difficult to estimate the demand for villas accommodations based on
visitor arrivals alone.

In lieu thereof, a study should be undertaken for its carrying capacity to maximize its
occupancy. Encouraging trends shown earlier indicate that there is a potential demand of
the project that will favour the Philippines a retirement and sports haven. The dramatic
shift in demographics of selected countries in the near future and the trend of visitor
arrivals in the Philippines can bring in at least 859,000 local and foreign retirees to the
Philippines. The number represents less than one percent of the 869.1 million projected
retirees that the developed world will produced between 2014 and 2018.

National and Regional Competition

At the national level, the government support for ecotourism and retirement project is
both a boon and a bane. By encouraging investment in these areas, to which the project
is positively responding, the project can tap on some government agencies and
resources in marketing the project to local and foreigners. However, for the same
reason, the country opens the door to foreign investors that will compete directly or
indirectly with the project.

Provincial and Municipal Competitions

During the ocular inspection and physical survey conducted around the proposed project
site, Subic comes on top. Several other hotels, inns and resorts within the area have also
been noted, but most of them are categorized as standard class villas that offer mid-
range or economy accommodations. Based on the rules and regulations of the DOT for
accreditation, standard class villas must have the following features at the minimum:

Rooms • Telephone and Intercom lines, room service, hot and cold running
water, air-condition
Services • Airport transfer, porter service, currency exchange, postal service,
safety deposit boxes, laundry and dry cleaning

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Facilities • Dining room, bar, swimming pool, chapel, cable TV, Internet and
Wi-Fi

Although the mountain resorts also have the facilities and amenities equivalent to those
of standard class villas, they may not be considered as direct competitors of the
proposed project because they are located far from the city proper and they obviously
serve a different target market. The same thing is true about Clark Airbase, although
coming from Manila, visitor will pass by it first.

4. Technical and Physical Considerations

a. The Macro Environment

The macro environment of the project (or its general area of influence) covers the
physical considerations at the national, regional, provincial and municipal levels.

At the National Level

The Philippines is strategically located right the cross roads of air and sea routes linking
the Northeast and Southeast Asian countries with the rest of the world. The country is
within a 5,000 km, arch distance from all the major countries within these two regions.
With the improvement of facilities, coupled with the promotions of airline companies to
encourage passengers to travel by air, the Philippines present itself as an upcoming
destination port of businessmen, tourists, and retirees, as well.

Indeed, the Philippines have all the positive factors conducive to the development of its
tourism industry, compete with its Asian neighbours and become a major tourist
destination point. In line therewith, one of the Philippines government’s thrust is to
hasten the development of support infrastructure and undertaken a bullish tourism
program (see Section 2.1.1). It capitalizes on the fact that the country is blessed with a
climatic environment conducive to tourism, health care and/or simple relaxation. It has a
relatively highly educated, multi-lingual, skilled health care and highly-adventurous
populace. The proposed eco-tourism project will showcase a mountain resort haven,
unspoiled with complementary resort facilities. Adjacent to the Subic Bay Metropolitan
Area, this mountain resort presents a fascinating alternative for nature lovers and
enthusiasts.

At the Regional Level

The basic area of influence of the proposed project is the Central Luzon Region in the
Island of Luzon. The Central Luzon has a two Special Economic Zones-Clark
Development Corporation (CDC) and Subic Bay Metropolitan Area (SBMA) – both of
which are relatively near the National Capital Region (NCR) or Metro Manila. Although
the proposed site does not have the coastline that the other resorts have, it has
untapped mountains havens that showcase the best resources of the region for
attracting tourists.

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The region also has a number of infrastructures and operational utilities, which will be
required by the proposed project in initial stage. However, it is envisioned that the project
will work towards substantial (if not total) independence from outside sources of energy.

Seaport/Airports

1. Subic Seaport
2. Mariveles Port (Bataan)
3. Orion RORO Port
4. Diosdado Macapagal International Airport (Clark)
5. Subic Bay International Airport

Information and Communication Technology

1. Voice and data (fiber optic)

2. DSL Broadband Internet Connectivity
3. Wi-Fi Internet Connectivity
4. Numerous internet cafes
5. Mobile phone service centers and providers

Land Transportation

1. Provincial Bus Carrier (First North Luzon, RJ Express and Arayat Express) with trips
from Manila to Cabanatuan and vice versa.

2. Other small bus carriers also have trips from Manila to various destinations in the
north traversing the region.

At the Provincial Level

The micro environment consists of the province, municipalities and barangays within
which the project site located. The proposed site is within the province of Pampanga,
which is a mountainous. The peninsula features Mount Arayat itself.

Being major historical and industrial destination, Pampanga boasts substantially

developed infrastructures and utilities’ backbone, as summarized below.

Items Details

• Major Road Networks - Jose Abad Santos Avenue

• Ports - -Diosdado Int’l Airport, Clark Int’l Airport

• Power - All barangays are electrified,

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• Water - Potable water provided by water districts

• Telecommunications - 100% postal and telegraph coverage;

22,132 telephone connections

Moreover with population of over 2 Million, Pampanga brags of one of the highest
literacy rates in the country at 98%. Slightly over 90% of its labour force is employed
in the agricultural and fishing sector, with the rest in industry and service sector. As
envisioned, the labour force in the service sector may be initially tapped for the
proposed project; additional manpower will be trained through the use of tertiary
schools within the region. One of these tertiary is owned by the project proponents.

Pampanga, like SBMA, is proud to have held the record as one of the healthiest,
cleanest, greenest and most peaceful places in the country. It maintains among one
of the country’s lowest crime and malnutrition rates and it practices an effective and
sound environment policy. The proposed project will maintain such exemplary record
within its own area of operation.

The proposed Arayat National Park straddles two of the municipalities in the province
of Pampanga – Arayat and Magalang. The first two municipalities are both located in
the northern part of the Province and are top class municipalities, although the
municipality of Magalang was only 2nd class municipality.

The project site itself is located almost at the northern-central side of the Municipality
of Arayat along Jose Abad Santos Avenue. In turn, the proposed project straddles
one barangay – Barangay San Juan Baño, Arayat.

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PART 2.0

TECHNICAL AND PHYSICAL PLAN

A. The Project Environment

1. Physical Features of the Project Site

Mount Arayat stands in the middle of the flat Central Luzon Plain, consisting of rice
paddies and a typical elevation of about 15 to 35 metres MSL. The mountain is topped
by a circular volcanic crater about 1.2 km in diameter, much of which has collapsed on
the western and part of the northern rim due to erosion. This has resulted in a breached
crater which opens in a west-northwest direction. This area is the apparent source of a
major debris-avalanche deposit that forms hummocky terrain beyond the west and
northwest sides of the volcano. The 1026-metre summit stands on the northeast side of
the breached crater, known as North Peak, while the 984-metre Pinnacle Peak is located
on the southeast crater rim. Post-collapse activity formed an andesitic dome known as
White Rock in the collapse amphitheatre.

2. Existing Utilities and Other Facilities

The Mt. Arayat National Park still needs further development after 5 years of
Arayat LGU management which prior to that the Park was devastated as once hit
by a strong typhoon.

Potable water supply in the province reaches the populace through three levels
namely: Level I (point source system), Level II (communal faucet system), and
Level III (individual connections). In the Municipality of Arayat, A well or spring is
the pinpointed water source in areas where houses are few as the system is only
designed to serve 15 to 25 households.

As of 2010, there were 228,571 Level I water system users in the province. The
communal faucet system (Level II) serves the rural areas while the Level III
system is managed by the Arayat Water District (AWD). The system provides
individual house connections to all second and first class private subdivisions.

Electric power is distributed to majority of the towns through the distribution

centers of the Pampanga Electric Cooperative (PELCO) which include PELCO I,
II, III. Small parts of Candaba and Macabebe are also supplied by Manila Electric
Company (MERALCO). Angeles City and small parts of Mabalacat, Bacolor, and
Porac are supplied by Angeles Electric Corporation (AEC). City of San Fernando
is supplied by San Fernando Electric Company (SFELAPCO).

Different modes of transportation are currently available and some are in the
process of further enhancement. This expansion mode includes the Jose Abad
Santos Avenue.

Led by PLDT and Digital Telecoms, telecommunications are adequately provided

by the private sector. Wireless facilities are being further enhanced by Globe
Telecom, with Smart and Sun Telecoms recently joining the fray. Moreover, with
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64 rural, government and universal banks and non-banks financial institutions

operating in the Clark area, the financial services sector is well presented therein.

3. Project Development Framework

A number of factors described herein influenced the framework used in defining

and designing the proposed Action Plan described in Part 3. Guided by this
Development Plan, the envisioned structure will evolve through time as dictated by
the need for such space and the resources to build the physical environment.

The site should remain broadly the same as it is now but with sensitive
management to improve the access, habitats and interpretation on the site. Mt.
Arayat National Park shall stay as “low-key”, “natural”, “accessible”, “welcoming”,
“beautiful”, “biodiversity”, “encouraging disabled access”, “interpretation for
schools” and “linking with communities”.

4. Project Site Analysis

An assessment of the strengths, weaknesses, opportunities and external

challenges to the site (SWOT analysis)

i. Site Strengths

a. The site is currently of a fairly simple nature and as such is straightforward to

manage.

b. The primary management tool currently, the visiting tourists – continues the
site maintenance and development that provide a net financial gain and is
therefore not a drain on resources.
c. The site is located in an ideal location for promoting access to the countryside
to residents in the area and other neighbouring provinces within Central,
Southern and Northern Luzon.

d. The main assets on the site are few and therefore easy to manage, they have
been reviewed and the poorest ones were under rehabilitation.

e. The Arayat LGU and other NGOs and COs are enthusiastic and are willing to
get involved with the management and development of the site.

f. Although the current financial resources for management of the site are
limited, significant funding will become available through Government
Agencies.

ii. Site Weaknesses

a. The interpretation on the site is currently limited consisting of picnics and

outing, team building and relaxation. Currently, there are no educational
resources for the site.

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b. Safety concerns to users and potential users of the site (particularly disabled
users), it churns up the ground, particularly in the rainy days. It makes the
planting of trees and other habitat changes more difficult and it reduces the
botanical diversity and general ecological value of the protected area.

c. The lack of facilities restricts the amount of public information/education one

can get involved in on the site and also may well restrict the appeal of the site
to ‘outside’ visitors.

d. Access is currently restricted in practical terms to able-bodied visitors as most

of the access points involve stiles or similar constraints and there are no
surfaced paths.

e. There is inadequate information on the current and potential visitor profile of

the site.

f. The site is short of spring water source during summer that limits the
biodiversity and also reduces the convenience value of the site. This problem
is likely to increase in frequency and severity with the effects of global
warming.

g. The site is ecologically undiverse with few habitats and those present being of
only moderate value. Typhoons may limit the biodiversity of the site particularly
certain organisms such as fungi, plants, mammals and invertebrates. There is
inadequate information on the biodiversity of the site.

h. The site is seen negatively by some people as being associated with housing
developments in the vicinity. This is likely to continue in the near future as
further adjoining housing expansion/renovation comes on-stream.

i. The current financial resources for the site are limited so little development
work of a significant nature can be initiated in the very near future; possible
releases of funding from the Provincial and National Government can be of
great support to be allocated to specific projects agreed within the planning
consents.

j. There is little in the way of public parking in the area so the visitor profile is
largely restricted to small number of people.

k. There appears to be little awareness of the site by the local population and of
the change of management.

iii. External Opportunities

a. Several schools and the Exact Colleges of Asia lie close to the site and could
potentially use the site for educational purposes. Initial links with local schools

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has occurred and the staff appears to be enthusiastic about developing their
use of the site.

b. Colleges in nearby municipalities are fairly close to the site. Such can use the
site for countryside management skills training. Initial links have already been
made with the teaching staff. Other educational activities of a more informal
nature could include organizations.

c. The Tree House, a private religious site is adjoining the MANP and has
community facilities including a church, car park, café, open cottages and
stores; it is possible that activities based at the Tree House could involve the
MANP and visa versa, as it is an important community hub. Activities could
include biking, hiking, green gym and informal nature conservation
volunteering.

iv. External Challenges

a. Short of water in the site during summer is a continuing issue that is likely to
increase with global warming.

b. Further housing improvement/development in the vicinity will continue to

hinder community acceptance of the site.

c. The increased housing in the vicinity will increase the number of visitors to the
site and is likely to cause increased problems with disturbance of wildlife.

d. Arayat LGU is likely to have budget cuts into the future which may affect the
budget for management of the site as well as staffing levels supporting this
management work.

B. The Vision

Mt. Arayat National Park shall be consistently developed as an Ecological Park

drawing on and enhancing its natural qualities and sustainability credentials and
promoting the area not only a venue for recreation but as a convenient and safe
place to relax; contemplate and learn about the natural environment.

The proposed vision for this 5-Year Plan is based on the above and is thus:-

“Arayat LGU aims to manage the Mt. Arayat National Park as a safe and attractive
publically-accessible area of traditional protected forest land, rich in wildlife, with
opportunities to be active and learn about the natural environment. Its income
generating amenities as part of the development shall sustain its operations. ”

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1. Project Development General Objectives

The Arayat LGU will use as foundation the legal and marketing considerations in
the development of the master plan for the project. Briefly, their influences will be
as follow:

1. Continue to further develop and implement a physical infrastructure that will

cater primarily to domestic and foreign tourists in consonance with the
objectives and programs of the Department of Environment and Natural
Resources (DENR) and the Philippines Tourism Authority (PTA) under the
Department of Tourism (DOT).

2. Develop and manage a resort haven that will be compliant with the
requirements of the Department of Tourism (DOT), particularly the Philippine
Convention and Visitors Corporation (PCVC), for conducting events and
conventions for foreign and local guests.

3. Develop lodging facilities for tourist and other transients, and possibly for
retirees, that will adhere to the “green” principles and that will be compliant
with technologically state-of-the-art development.

4. Develop facilities that will enhance, complement those land uses and facilities
that already exist within the region and ecozone.

5. Develop facilities that will allow men to maintain and sustain the delicate
ecological balance of the site. Hence, the development will address the major
impacts of human presence and increased activities, which include the
following; [i] economic and socio-cultural displacement/disruption; [ii] increased
waste generation both solid, liquid and gas; and [iii] disruption of natural
process which brings balance into the delicate ecological and environmental
system.

2. Site Management Objectives

The following objectives for site management have been developed from the
above Vision and Management Policy and potential actions derived.
Objective 1: Landscape and Social Objectives

Objective 1.1 Promoting the health and well-being of the local community

The site represents a great opportunity for local and foreign tourists to exercise
and relax in the Park. Natural open spaces, well-designed green spaces, different
types of swimming pools, man-made waterfalls, etc., provide a locus for
recreation, social interaction and community action, are a source of employment
and natural resources, and are highlighted as having a particularly positive
influence on health and well-being.
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Potential Actions –

a. A strategy to assess how to promote these aspects to the public could be

drawn up and implemented and could support initiatives such as Seminars,
Conferences, Team Building, Special Activities and Sports Partnership
schemes;

b. A project to promote health and wellness linked in with the municipal-wide

farmlands and orchards of various herbs, fruits and crops linking in with
organization such as schools, churches and other private entities;

Objective 1.2 Improving the safety of the public while on the site

The Park is intrinsically fairly safe as it is open with flat areas, the cliffs are
secured by fences and tree trunks are regularly checked and pruned of weak
branches. All the swimming pools are not very deep except for the Olympic size
with 7-foot depth. Spring water flowing from the waterfalls and pools is well
delineated. All alcoholic drink inside the Park is strictly prohibited.

Potential Actions –

a. Risk Assessments should be performed in line with Arayat LGU policy for the
site and for activities run on the site;

b. A strategy to assess and reduce the risks to the public whilst on the site could
be drawn up and implemented when resources allow;

c. Signs on the site could be reviewed to ensure they are providing appropriate
safety awareness information.

Objective 1.3 Improving the natural beauty of the site

The natural beauty of the site derives from various aspects such as swimming in
the pools or under the waterfalls of spring water, the ability to see attractive views
as well as plants and animals such as flowers and butterflies.

Potential Actions –

a. Opportunities to increase the amount of native flowering plants and shrubs and
wildlife will be followed through other objectives and will support the objective
to improve the natural beauty of the site;

Objective 1.4 Improving visitor facilities and interpretation of the site

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The feedback from the public consultations on the site has shown that people
want the site to be very informal with few formal facilities although some low-key
facilities could improve visitor’s enjoyment and appreciation of the site.

Potential Actions –

a. A study to assess the needs to improve visitor facilities and interpretation on

the site could be undertaken and would be supported by the findings of a
visitor survey. Where resources allow recommendations of the study could be
followed through.

Objective 1.5 Promoting formal and informal educational use of the site

It is believed that currently no formal educational use of the site by schools

happens despite several Primary and Secondary schools being in close proximity
to the site. Discussions with local schools and colleges could be initiated to
assess their potential use of the site and assess what resources would be
required to promote this.

There are also opportunities to promote informal education on the site with
members of the public. An annual program of guided walks and talks could be
planned potentially with support from the PAMB and Park Administrator and Staff.

Potential Actions –

a. Detailed discussions could be initiated with local schools to see what support
and facilities they would need to encourage them to use the site for
educational purposes;

b. An annual program of guided walks and other activities could be planned;

Objective 1.6 Improving access across the site

Although improvements have been made to the access points recently the site
suffers from access difficulties around the site especially during the wet times of
the year. A study to assess the needs to improve visitor access to and around the
site should be undertaken and should be supported by the findings of a visitor
survey; particular reference should be made to the capacity to improve the access
for disabled and less-abled people.

Potential Actions –

a. An access strategy could be written for the site and where resources allow
implemented;

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b. Discussions could be started with disability groups to see how the site could
be made more disabled-friendly.

Objective 1.7 Encouraging public involvement with the management of the site

While there are some forms of management work that require specialist skills or
abilities there are many that are straightforward and capable of being done by
members of the public. This form of public involvement has much to commend it
and is a very good way of getting the public to support and learn more about the
site. Support for the MANP Council to develop to a fully constituted group should
continue. An annual program of management and nature conservation volunteer
activities could be planned with support from the PAMB and Arayat LGU.
Specialist groups such as conservation volunteers could be encouraged to assist
with their specialist experience and volunteer workforce.

Potential Actions –

a. Facilitating support from the MANP Council for management work could be
expanded with a program of regular activities including practical management
work organized;
b. Discussions with nature conservation organizations and conservation
volunteers could lead to occasional visits by volunteers from these groups.

Objective 1.8 Ensuring that the Park is used appropriately

Visitors to the Park may need to be informed on how to behave appropriately so

as not to disturb the wildlife or damage facilities and features on the site; this may
need to be supported with suitable interpretation together with developing and
implementing a set of policies and procedures.

Current and future visitors, park employees and concessionaires should be made
aware of the best practice guidelines with regards to environmental protection.
The need for rules to ensure people behave appropriately whilst visiting the site
should be considered.

Potential Actions –

a. Public opinion on whether the site needs rules could be measured through a
visitor survey;

b. Specific issues could be addressed with suitable interpretation on-site;

c. A system for visitors and the Park management to report incidences rapidly
could be created.

Objective 1.9 Promoting the traditional gardening, farming, tree planting and
management of the site

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Protecting the natural environment and its visitors is a major responsibility of the
Park management and such shall not reduce the biodiversity of the site.
Strategies should be put in place to avoid any conflicts so that the traditional
maintenance and management of the site continues.

Potential Actions –

a. A program of traditional management tasks suitable for public involvement

could be drawn up.

Objective 2: Biological and Geological Objectives

Objective 2.1 Improving the knowledge and understanding of the site

While some ecological surveys have been done on the site these are of a basic
nature and more detail of certain groups of organisms is required to inform
management of the site. Further ecological surveys could be undertaken;
community-involvement surveys should continue but additional specialist surveys
of protected species and important suites of indicator species could be
undertaken either by the council’s ecologist or external specialists to build up
knowledge of the important species on the site. This could include all legally
protected species (including Birds, Bats, Amphibians and Reptiles), and species
that are indicators of the quality of the two main habitats on site – standing/slow
flowing water (including Water Beetles and Dragonflies) and grassland (including
plant species, Butterflies, Leafhoppers and Ground Beetles).

Specialist Groups could be encouraged to undertake survey work at the site

potentially in combination with public engagement activities.

Potential Actions –

a. A series of specialist ecological surveys, concentrating on protected species

and important suites of indicator species could be planned;

b. Ad hoc ecological surveys could be continued;

c. Specialist Groups could be contacted with a view to arranging for them to

undertake surveys of the site;

d. Ecological consultants specializing in protected species and specific suites of

indicator species could be contracted to undertake surveys of the site.

Objective 2.2 Improving and diversifying the habitats

There is only one main habitat on site – forestland, with relatively minimal
amounts of standing/slow-flowing water and scrub habitats also present. None of
these habitats are particularly diverse or well-managed from a wildlife point of
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view. Ways to improve and diversify the habitats could be developed through the
production of a ‘Habitats and Species Promotion Plan’ for the site based on the
results of the above Ecological Surveys. The recommendations of this plan would
be implemented in consultation with the MANP Management Committee.

Potential Actions –

a. A ‘Habitats and Species Promotion Plan’ could be written for the site, and
recommendations implemented where resources allow.

b. Specialist organizations can provide advice to support the development of a

‘Habitats and Species Promotion Plan’.

Objective 2.3 Enhancing the site for important species

There are a range of species identified from Mt. Arayat forest reserved area
including a small number of legally protected species; there are likely to be many
more important species identified from the site with increased survey effort. A plan
to promote important species could be written and implemented once further
survey data has been accumulated.

Potential Actions –

a. A ‘Habitats and Species Promotion Plan’ could be produced for the site, with
recommendations implemented where resources allow.

Objective 2.4 Assessing the geological/acheological value of the site

Very little of the geological/archaeological value of the site has come to light in the
writing of this Plan and the internet shows no records for Mt. Arayat National Park.
More detailed searches for the geological and archaeological status of the site
could be undertaken and community engagement events to assess any potentially
interesting areas or historical features could be planned.

Potential Actions –

a. Investigate the potential to have community engagement events on the site to

look for geological/archaeological artefacts.

Objective 3: Estate Asset objectives

Objective 3.1 Maintaining and enhancing the estate assets on the site

There are number of assets on the site that are the responsibility of PAMB-DENR.
These include such things as the fencing, gates, stiles, footpath, buildings,
playground implements, etc. These need to be maintained in good condition to
ensure that they can be used safely by the public and last a good length of time. A
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register of MANP Assets could be drawn up with responsibility for monitoring

delegated to specified officers.

Potential Actions –

a. A register of MANP Assets could be drawn up.

Objective 3.2 Adding the estate assets on the site where appropriate

A survey of users of the site could be undertaken to assess whether additional

assets would be valued additions to the visitor facilities on the site. An annual
review of the range of assets on site could be undertaken following visitor
surveys.

Potential Actions –

a. An annual review of potential assets for the site could be undertaken in

combination with a visitor’s survey.

Objective 3.3 Seeking funding for enhancing the estate assets and developing the
site

One of the main constraints on providing additional assets for the site and its
development will be finance, so a review of grant funding sources from the
Provincial and National Government could be a beneficial activity.

Potential Actions –

a. An annual review of grant funding sources suitable for potential projects on

site could be undertaken in combination with a visitor’s survey.

b. An individual could be identified from within the MANP Management

Committee who would be prepared to act as a ‘Funding Officer’ to seek
funding for projects.

C. Strategies for Development

To counteract any negative impacts on the environment, Arayat LGU will use the
following strategies in formulating the development plan of 14 – hectares resort
area of Mt. Arayat National Park:

1. Identify and acknowledge the natural systems and processes that will be
greatly impacted by the introduction and increase in human presence and
activities;

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2. Understand how such systems and processes exist and operate in the natural
state assess their threshold for tolerance of human presence and activities;
and

3. Utilize appropriate technologies preferably based on the natural process to

maintain the balance.

4. A Micro – Watershed is recommended.

Surveys and researches are ongoing to determine the existing natural systems
and access the latest technologies.

The basic elements of an “ecologically sound and sustainable environment” are

[1] water- the giver of life; [2] air and land- supporters of life; and [3] energy- the
facilitator of life. These will all be planned and designed for the Project into a
synergistic and interdependent system (see diagram above).

Consistent therewith, the Project development will strive to unify these basic
elements as shown in the next diagram.

To further ensure that the environment will be conductive to both client bases and
thereby ensure the sustainability of the project, it is imperative that dependence
on traditional technology be kept to the minimum. At the very least, it should be
complemented by new and emerging technologies that are both sustainable and
environmentally-friendly. Priorities will be given to new technologies that will help
upgrade the existing facilities that will be provided by the Project. The search for
these new technologies will also extend to those that will be required to minimize
development and construction costs and accelerate their completion.

1. Synergy between Human Needs and Nature

The above sited objectives identified amenities to be offered by the Project will be
translated to specific space requirements in the planning and design process. As
may be gleaned from the services may generally require both formal (enclosed)
and informal (open spaces) facilities. The synergistic integration of these concepts
is presented in Exhibit 1, while the resulting Land Use Allocation and Space
Program are presented in.

The development thrust of the Arayat National Park is at the satisfaction of the
physical needs of the targeted clientele and preservation of the natural attributes
of the project site. The planning and design concept for the project site
development will therefore synergize the natural and built environment to promote
the physical well being of its users. This synergy will be reflected not only from the
passive point of view but also from the interactive sense. Towards this end, the
built environment itself will slowly evolve in order to maintain the delicate balance
envisioned for this project.

This approach to the planning and design of the physical infrastructure of the
Arayat National Park will also ensure that natural features are respected to the
hilt. However, should it be inevitable to “touch” the latter, technical or engineering
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interventions/ mitigations will be planned and designed in harmony with the

natural environment as much as possible. Towards this end, the ongoing
extensive investigation and surveys are being carefully undertaken prior to full
architectural and engineering design and eventual implementation. This will
ensure that any planning and design implications, whether negative or positive,
are fully understood and addressed by the plans and designs of the project,
making it truly “in harmony with nature”.

2. Planning and Design Standards and Parameters

The development plan will utilize established planning and design standards,
parameters and concepts. For purposes of the study, such planning and design
standards and parameters will be adopted from the following references:

1. The National Building Code of the Philippines (P.D 1096) and its Implementing
Rules and Regulations

2. Timesaver Standards for Building Types (3rd Edition) by Joseph de Chiara and
John Callendar

3. National Structural Code

4. National Plumbing Code

5. National Electrical Code

6. National Fire Code

7. Other Relevant Planning and Building=Related Codes Standards

Accreditation Assessment Criteria for Retirement Village, as prescribed by PLRA and the
Board of Investments (BOI)

8. Executive – Legislative Agenda CY 2013 - 2016

3. Project Components

In order to achieve the aforesaid objectives and principles, specific development

components have been pre-identified to best carry out planned programs and
strategies. The major components under the project, other than the utilities and
security system described in the next Section, are as follows:

a. Recreational Facilities. The project will make full use of existing recreational
facilities owned and operated by the DENR, and complement this with
additional recreational and leisure facilities within the site.

b. House/Lodging Facilities. The housing/lodging system will be organized to

address the principle needs of the primary market (i.e., longer term residents),
but at same time provide ample support for its secondary market (i.e., short
term visitors and transients).

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c. Support Facilities. While the primary needs/requirements of both markets are

not readily compatible, these are definitely support areas which can be shared
and can be effectively utilized as interface areas; those that need to be distinct
will be provided accordingly. This type of services/facilities will be planned and
designed to provide a wide range of preferences that will satisfy individuals as
well as group needs as the site qualities will allow, without sacrificing the
natural attributes of the site.

It will be planned and designed in such a way that it will ensure the proper
maintenance and sustainability of the ecological balance that may be upset
with the introduction of human activities. In adhering to the “green” principles
for these facilities, the interface areas will also be planned and designed to
maximize the natural qualities of the site. This will be further enhanced with the
re-vegetation and landscaping of the environment, without disrupting the
natural process and indigenous flora and fauna.

d. Green Development and Self-contained Utilities. Again in complying with the

“green” concept, the support infrastructures and utilities of the project will be
planned, designed, operated and managed to promote “zero” waste, apply the
re-use/recycling principles, and promote the use of alternate sources of energy
(see additional discussion in Section 2.3.6).The “green” principle will be taken
a step further by utilizing the green buffers for productive agricultural purposes,
such as fruit orchards, vegetable patches, ornamental trees and plants as well
as fresh-water aquaculture. These can cater to the internal needs of the
development as well as serve the transient requirements, which can be best
exposed through the commercial component of the project.

e. Multi-Purpose Facilities. Large scale covered and open-air facilities will plan
and designed to cater to the cultural and social interaction needs of both the
internal and transient clients of the project. These will be located in strategic
places that will maximize interaction and yet minimize any potential conflicts in
their use among residents and transients.

f. Media/Health Care Support. As mentioned earlier, the proximity of Mt. Arayat

National Park readily avails it of access to the whole range of medical and
health care services, from primary to tertiary, from both the public and private
sectors. However, despite the preponderance of medical and health care
facilities accessible to it, Mt. Arayat National Park will still be planned with an
integrated medical and health care facility that will address up to tertiary level
requirement. It will also take full advantage of cyber technology, where Metro
Manila facilities can be instantaneously accessed on real time.

g. “Green” and Agri-Therapeutic Support. True to its intentions of taking care

of its clientele base, planning and design of the facilities will always be guided
by “greening” considerations. Hence, the project will incorporate thematic
facilities that will promote nature friendliness and induce therapeutic qualities
as well. Some of these facilities are as follows:
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1) Terra-aqua themed areas – this will be a defined area basically themed as

a terrarium combined with aquatic-based features, reminiscent of Japanese
“Zen” gardens and “Coi” ponds. Aside from the therapeutic aspect of this
area, it will also be designed to encourage users to produce agricultural
and aquatic products [such as fruits, vegetables and edible varieties of
fishes] for internal Project consumption, at the minimum.

2) Terra-aviarythemedareas –Again, this will be a defined area basically

themed as a terrarium combined with aviary-based features. Propagation
of exotic ornamental plants and birds will be encouraged in here. Following
the same principles applied to the terra-aqua themed areas, this will be
planned and designed into the development and will encourage the
production of agricultural crops with commercial values.

3) Nature Trails and Jogging Paths – As the name implies, this is practically a
labyrinth of natural wonders where a common trail will be transformed into
variety of nooks and crannies. The trail will be festooned with ornamental
and fruit-bearing trees and plants, butterfly and bird refuges, and basic
sitting areas where one can commune with nature. The trail coupled with its
trees and plants will transform the currently sorry landscape of the Project
site into a tropical green refuge. At the same time, it will be capable of
producing agricultural crops that will at least be used for the consumption
of Mt. Arayat National Park, without ore-empting the offering of excess to
the open public. The planning and design principle of the trails will also be
applied to the open air recreational facilities. Here, therapeutic and
agricultural potentials will be mixed and matched and explored to the
optimum.

a. Utilities and Security System

Some of the utilities and service requirements, where new technologies can also
be used, are described below:

a. Power Supply. While traditional sources are evidently substantial and readily
sustainable in the long term, the need to be less dependent on such “dirty”
sources will be addressed to ensure the “greening” principle of the Project.
Extensive use of alternative sources of power will be studied and considered for
integration into the development. Some of these alternative and renewable
sources are solar, wind and biomass. Even water-based power generation will
be seriously considered. The Project will target at least a 50% if not full,
independence from traditional sources during its lifetime.

b. Water Supply. The Arayat National Park will be planned and designed to
eventually tap renewable sources. It will also recycle for use whatever waste
water is generated through a “close system” of water resource system, ground,
and surface or even precipitation (rain) water. Again, independence from

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traditional sources could be targeted in the long term, and then eventual and
sustainable independence from them.

c. Waste Water Management. Another important aspect of the water sector,

aside from sourcing, treatment and distribution, is waste water management.
Traditional methods of wastewater management will be seriously reconsidered
in order to ensure the sustainability and “greening” of the Arayat National
Project. It is envisioned that the key to this aspect will be the use of alternative
technologies, or at least the enhancement of traditional ones. However, much
emphasis will be directed to the recycling and reuse of water to veer away from
dependence on recycling will be greatly considered. Here, the traditional septic
tanks will be converted into methane generators, which can in turn supply
power for electric and other domestic uses.

d. Solid Waste Management. Where there is human concentration, waste

generation follows. With the scenario described, it is expected that the Project
at full development, will practically more than double the 2007 population of the
municipalities, in addition to their natural growth. This growth in human
population will not only put a strain on the public utilities serving the
development (the issue related to the power and water sectors has been fully
addressed in the preceding discussions), solid waste will be a potential
environmental disaster in the making, if not properly managed.

RA 9003 [Solid Waste Act] mandates local government units [LGUs] to apply
the principle of “reuse”, reduce, recycle and compost” to manage its solid
waste. The inorganic waste parts not covered by the foregoing disposal method
will be coursed through the municipality’s current Integrated Solid Waste
Management Program. It is important for the Project to undertake a reasonable
and working solid waste management program within its development to ensure
its “greening” effect and environmental sustainability.

A solid waste management program will be integrated into the Project,

supported by a materials recovery facility that will be incorporated into it. These
will be planned and designed in the long term to incorporate a reasonable
processing capability that will convert residues into construction materials and
organic fertilizer or that will be used for power generation that will support, at
the very least, the Project’s operations. Aside from a “zero” waste generation
target in the long term, the optimization of reuse band recycling facilities will
also be targeted for the Project.

e. Telecommunications. Private sector companies currently provide adequate

services to meet the requirements of the Arayat National Park Project, from
simple telephone, internet, and VOIP services to the more complex cyber
services. However, Arayat National Park will not stop at these commercial
services; it will further enhance its facilities with “state-of-the-art” technologies
that will ensure that its environment is adequately monitored, maintained and
secured from within and communications with the outside is fully covered and
backed-up.

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f. Internal Security System. Physical security will be provided on a 24-hours

basis, which will also be integrated into the overall operating system. However,
the Project will take full advantage of technology and make the security system
more anticipative, pro- and interactive rather than, passive and reactive. This
will serve as a deterrent and ensure that response time to any emergency will
be at its optimum. Moreover, considering the nature of the Project’s client base,
the system will also be integrated with the facilities of public security institutions.
These will include the Philippine National Police [PNP], Bureau of Fire
Protection [BFP], National Bureau of Investigation [NBI], and Armed Forces of
the Philippines [AFP].

A fully integrated system will be developed so that personal and system needs
are fully addressed. A close circuit monitoring and communicating system will
be designed and installed, fully integrated to the Project’s operating system.
Part of this security system will be Radio Frequency Identifications (RFIDs) that
can be used to track users within the vicinity and a cashless revenue
determination within the project site.

4. Space Allocation and Programming

To promote the principle of “green” development and ensure a balanced and

sustainable environmental equilibrium, the recommended space allocation among
the three major uses (long-term residents, transients/tourists, and support), lean
towards more generous areas for the latter two than for the first one. This will
ensure of a “breathable” environment [see Chart 4 for the proposed Land Use
Allocation]. Of the total 14 hectares of the potential land area for the Arayat
National Park, about 4 hectares will be devoted to housing and lodging purposes;
the remaining 10 hectares will be devoted to support, tourist facilities, open and
agricultural spaces. To service the ingress and egress requirement of the clients,
both zones will be provided with access facilities, primarily cable car system linking
one zone with the other.

The major groups of development will be the same for both zones [see below],
although the development in the North Zone will be three times bigger that of the
South Zone. This significant difference can be accounted for by the difference in
their total area and the types of structures that will be constructed in each one.

Area 1

Use of renewable sources for energy/power

Leisure/themed facilities
Medium & long-term lodging facilities
Restaurants and food facilities

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Area 2

Alternative/renewable energy generation

Leisure/themed facilities
Lodging facilities [low & high density]
Food and beverage facilities

The administrative facilities in Area 1 will consist of the site development work and the
required structures for DENR offices and security stations. Area 2, on the other hand,
will include the administrative facilities for the proponent’s staff who will manage the
Project implementation, in addition to the same site development work and security
gates and stations as in Area 1.

For purposes of this study, the balanced development of facilities in support of all
planned uses will be utilized in formulating the land use, space program and
conceptual plans. The establishment of the physical/technical parameters of the
project will be based on an interactive Market Plan of the Project; the subsequent
formulation of the cost parameters will be in support of the related financial plan.

Phasing of development is basically characterized by the need to prioritize facilities in

support of a resort/tourist development in compliance with the Project’s principal
objective. All other considerations are seconded to this purpose unless such are, or
could be, commonly used by both target clienteles. This approach also recognizes the
predominance of the resort/tourist facilities as the primary revenue generating center
of Arayat National Park. This will assure the economic and financial viability of the
project, given the limited resources available to it at the early stage.

The magnitude of the project is envisioned to cover a 15-years development time

frame, possibly broken down in three phases of 5 years each. Majority of the work o
be undertaken during the initial phase of the work will be focused on the marketing of
events and activities that could generate interest in the Project but at the same time be
used as a tool to attract investment partners. The first year will also involve the
development of the southern parcel for lodging and tourist/resort facilities to allow for
the recoupment of investment as well as ensure that adequate common and support
facilities will be made available as soon as possible. This will continue until the fifth
year when the lodging, resort/tourist and support facilities shall have been
substantially completed.

In the second year, however, some components of the north parcel will have to be
started. Among them are medical support facilities, leisure and nature-theme parks,
and some other support facilities. The full development of the Project is projected to
be completed at the end of the 15th year. It is also expected that the commercial
component will be fully developed and operational towards the end of the second
phase. All other support facilities are expected to have started and be completed by
the end of the final phase of development.

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Part 3 Action plan

Section 3.1 Identification of projects

The above Potential Actions will now be teased out to identify suitable projects to be taken forward in the
plan.

Project Description of project Officer Implementation

number responsible years

Objective 1: Landscape and social objectives

Objective 1.1; promoting the Health and Wellbeing of the local community

1.1.1 Produce a plan to promote Health and Wellbeing Julie 2

initiatives to the public at the site and implement Cooper/Jacqui
when resources allow. Strong

1.1.2 Initiate a project to promote healthy eating linked in Pete Grainger 1

with the community orchard at the Meads.

Objective 1.2; improving the safety of the public whilst on the site.

1.2.1 Produce Risk Assessments in line with SDC policy Staff running 1,2,3,4,5
for the site and for activities run on the site; events and cleared
through SDC H&S
officers

1.2.2 Reduce the risks to the public whilst on the site by Sarah Dowden/ 1
reviewing risks (Review of Water Assets – Sarah Derrick Cox/ Scott
Dowden/ Derrick Cox) and checking structures Mason
(Scott Mason) and implement when resources allow.

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1.2.3 Review signage on the site to ensure they are Tom Dougall/Scott 1
providing appropriate safety awareness information. Mason

Objective 1.3; improving the natural beauty of the site.

1.3.1 Undertake an assessment of dog mess and litter Parks and Open 2
issues on the site (through a visitor survey); if they Spaces Team
are considered to be an issue then measures to
address the problems should be investigated.

1.3.2 Increase the amount of native flowering plants and Pete Grainger 2
shrubs and wildlife through a ‘Habitats and Species
Promotion Plan’.

Objective 1.4; improving visitor facilities and interpretation of the site

1.4.1 Undertake visitor surveys on the site Parks and Open 1,3,5
Spaces Team

1.4.2 Assess the needs to improve visitor facilities and Parks and Open 2
interpretation on the site and implement Spaces Team
recommendations where resources allow.

Objective 1.5; promoting formal and informal educational use of the site

1.5.1 Work with local schools to encourage them to use Pete Grainger / 1,2,3,4,5
the site for educational purposes. Parks and Open
Spaces Team

1.5.2 Produce an annual programme of guided walks and Pete Grainger 1,2,3,4,5
other public involvement activities.

1.5.3 Create an informal learning space at the site. Parks and Open 2
Spaces Team

Objective 1.6; improving access across the site

1.6.1 Write an access strategy for the site and where Tom Dougall 1
resources allow implement it.

1.6.2 Start discussions with disability groups to see how Pete Grainger / 1
the site could be made more disabled-friendly. Tom Dougall

Objective 1.7; encouraging public involvement with the management of the site.

1.7.1 Produce a programme of regular activities for the Pete Grainger 1,2,3,4,5
FoM including practical management work.

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1.7.2 Initiate discussions with nature conservation Pete Grainger 2

organisations with a view to occasional visits by
volunteers from these groups.

Objective 1.8; ensuring that the site is used appropriately.

1.8.1 Assess public opinion on whether the site needs Nigel Osborne 1,3,5
byelaws through a visitor survey.

1.8.2 Assess the need for suitable interpretation on-site to Parks and Open 2
address specific issues Spaces Team/Tom
Dougall

1.8.3 Implement a system for members of the public and Parks and Open 1
the FoM to report incidences on the site rapidly. Spaces Team

Objective 1.9; promoting the traditional farming and management of the site.

1.9.1 Produce an Access Strategy for the site that Tom Dougall 1
addresses conflicts between grazing and public
access

1.9.2 Assess the potentials of promoting produce from the Pete Grainger 2
site in consultation with the grazier.

1.9.3 Produce an annual programme of traditional Pete Grainger 3,4,5

management tasks suitable for public involvement. /FoM

Objective 2: Biological and Geological objectives

Objective 2.1; improving the knowledge and understanding of the ecology of the site.

2.1.1 Organise a series of specialist ecological surveys, Pete Grainger 1,2,3,4,5

concentrating on protected species and important
suites of indicator species for the site.

2.1.2 Organise seasonal Bioblitz’s in conjunction with the Pete Grainger 1,2,3,4,5
Friends of the Meads group. /FoM

2.1.3 Undertake ad hoc ecological surveys. Pete Grainger 1,2,3,4,5

/FoM

2.1.4 Contact Specialist Groups with a view to arranging Pete Grainger 1,3,5
for them to undertake surveys of the site.

2.1.5 Assess the need for Ecological consultants Pete Grainger 3

specialising in protected/indicator species to
undertake surveys of the site.

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Objective 2.2; improving and diversifying the habitats

2.2.1 Produce a ‘Habitats and Species Promotion Plan’ for Pete Grainger 2
the site, and implement recommendations where
resources allow.

2.2.2 Seek advice from specialist organisations such as Pete Grainger 1,2
Somerset Wildlife Trust, Wildfowl and Wetlands
Trust and the RSPB to support the development of
a ‘Habitats and Species Promotion Plan’.

Objective 2.3; enhancing the site for important species

2.3.1 Produce a ‘Habitats and Species Promotion Plan’ for Pete Grainger 2
the site, and implement recommendations where
resources allow.

Objective 2.4; assessing the geological/archaeological value of the site.

2.4.1 Investigate the potential to have community Pete Grainger/ 3

engagement events on the site to look for geological FoM/
and archaeological artefacts. Bridgwater and
District
Archaeological
Society
Objective 3: Estate Asset objectives

Objective 3.1; maintaining and enhancing the estate assets on the site.

3.1.1 Maintain a register of Estate Assets with officers Scott Mason/ Tom 1
responsible for maintenance. Dougall

Objective 3.2; adding to the estate assets on the site where appropriate.

3.2.1 Undertake an annual review of potential assets for Parks and Open 1,2,3,4,5
the site. Spaces Team

Objective 3.3; seeking funding for enhancing estate assets

3.3.1 Undertake an annual review of grant funding Parks and Open 1,2,3,4,5
sources suitable for potential projects on site. Spaces Team

3.3.2 Encourage an individual from within the Friends of Pete Grainger 1

the Meads Group or the Meads Steering Group to
act as a ‘Funding Officer’ to seek funding for
projects.

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Section 3.2 Project register and description

There follows below a list of the projects identified above with more detail on their implementation.

1.1.1 Produce a plan to promote Health and Wellbeing initiatives.

Description of project

There are several projects being run within Sedgemoor to promote health and wellbeing issues including
the Healthy Futures Project, Get Set Cook and Zing Somerset run by organisations such as the Somerset
Activity & Sports Partnership and SDC. Discussions will be initiated with a range of organisations to assess
the potential for the Meads to act as a venue to run activities supporting these and other projects and a
plan implemented to encourage this new use.

Officer responsible Implementation years

Julie Cooper/Jacqui Strong 2

1.1.2 Initiate a project to promote healthy eating linked in with the community orchard at the Meads.
Description of project

There are many ways that links can be made between food growing/healthy eating/cooking and elements
within the Meads, in particular the Community Orchard. Aspects that can be investigated are miniallotments
and forest gardening within the Community Orchard area, foraging and working with other community
groups such as Westfield Church and the Cannington Community Orchard to link in with projects they are
involved in.

Officer responsible Implementation years

Pete Grainger 1

1.2.1 Produce Risk Assessments for the site

Description of project

Whilst increasing the number of organised activities lead by SDC or other organisations is an important
aspect of promoting the use of the park it is essential that risks to participants is minimised as much as
practicable. SDC must ensure that procedures and guidelines are in place to ensure that all event
organisers produce and implement risk assessments for their activities.

Officer responsible Implementation years

Staff running events and cleared through H&S 1,2,3,4,5

officers

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1.2.2 Reduce the risks to the public whilst on the site

Description of project

Whilst it is impossible to make what is essentially an agricultural field completely safe it is important that
specific risks such as open water bodies and structures are checked regularly. A review of Water Assets
and checking of man-made structures will be undertaken on a regular basis.

Officer responsible Implementation years

Sarah Dowden/ Derrick Cox/ Scott Mason 1

1.2.3 Review signage on site to ensure they are providing appropriate safety awareness
information.
Description of project

There is always a risk of excessive signage on an informal site such as the Meads however it is important
that there is adequate signage to ensure that visitors have an enjoyable and safe visit. A review of the
signage at the park will be undertaken and guided by the results of annual visitor surveys.

Officer responsible Implementation years

Tom Dougall/Scott Mason 1

1.3.1 Undertake an assessment of dog mess and litter issues on the site
Description of project

There are no litter or dog mess bins at the park, the public’s opinion on whether these would be a good
idea should be gauged through an annual visitor survey; if they are considered to be an issue then
measures to address the problems will be investigated.

Officer responsible Implementation years

Parks and Open Spaces Team 2

1.3.2 Increase the amount of native flowering plants and shrubs and wildlife
Description of project

The ability to see wild flowers and animals in their natural environment is an important aspect of the
aesthetic and educational value of a visit to the Meads. Increasing the number and diversity of the wild
plants and animals at the Meads will be progressed through a ‘Habitats and Species Promotion Plan’.
Potential actions will include reseeding areas of grass, planting trees and shrubs and erecting bird and bat
boxes.

Officer responsible Implementation years

Pete Grainger 2

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1.4.1 Undertake visitor surveys on the site

Description of project

An annual visitor survey will be implemented to assess the diversity of visitors and gauge the range of
visitor facilities needed at the Eco-Park.

Officer responsible Implementation years

Parks and Open Spaces Team 1,3,5

1.4.2 Assess the needs to improve visitor facilities and interpretation on the site.
Description of project

Whilst the general opinion gauged thus far has highlighted a general desire for minimal facilities,
nonetheless specific new or improved facilities in keeping with the general ethos of the Eco-Park would
encourage a wider range of visitors to the park. This will be gauged through an annual visitor survey.

Officer responsible Implementation years

Parks and Open Spaces Team 2

1.5.1 Work with local schools to encourage them to use the site for educational purposes.
Description of project

There are at least 5 schools within walking distance of the site though none appear to use the site for
educational events. The educational use of the site will be promoted by discussing with the schools what
facilities they would need to encourage their use of the site and seeking funding to provide these resources.

Officer responsible Implementation years

Pete Grainger / Parks and Open Spaces Team 1,2,3,4,5

1.5.2 Produce an annual programme of guided walks and other public involvement activities.
Description of project

Organised activities such as guided walks provide an ideal encouragement to visit the site. A range of
activities should be planned including walks, rural crafts and activities such as willow basket weaving and
hedgerow jam-making.

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Officer responsible Implementation years

Pete Grainger 1,2,3,4,5

1.5.3 Create an informal learning space at the site.

Description of project

The educational use of the site would be enhanced by the provision of a learning space which could
address some of the issues that restrict this currently such as inclement weather, cows and cow poo. As a
minimum this could take the form of a tarpaulin-covered wooden frame but if funding was secured then a
bespoke structure could be provided. A feasibility study will be written to assess the possibilities.

Officer responsible Implementation years

Parks and Open Spaces Team 2

1.6.1 Write an access strategy for the site and where resources allow implement it.
Description of project

The site has many issues restricting access to all but the more able-bodied including rough terrain, the
presence of cattle, regular flooding etc. A strategy will be written to highlight the issues and assess ways of
reducing/eradicating them and seek funding to implement the strategy.

Officer responsible Implementation years

Tom Dougall 1

1.6.2 Start discussions with disability groups to see how the site could be made more
disabled-friendly.
Description of project

Contact should be made with disability groups in the Somerset area to get advice on how to improve the
site for disabled people and ways to promote the site to individuals who are disabled.

Officer responsible Implementation years

Pete Grainger / Tom Dougall 1

1.7.1 Produce a programme of regular activities for the FoM including practical management work.
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Description of project

The FoM group has undertaken a range of tasks on-site including ecological surveying, fencing and
litterpicking. Options of further tasks should be taken to a meeting of the FoM and an annual programme of
activities drawn up. Options with a social element such as BBQ’s and visits to other sites should be
included.

Officer responsible Implementation years

Pete Grainger 1,2,3,4,5

1.7.2 Initiate discussions with nature conservation organisations with a view to occasional visits
by volunteers from these groups.
Description of project

Local organisations such as the Somerset Wildlife Trust, Sedgemoor Conservation Volunteers, Bristol
University Conservation Group and the National Trust have volunteers that may be interested in supporting
the management of the Meads by undertaking occasional practical nature conservation tasks on the site.
Once the Habitats and Species Promotion Plan has been written and a list of tasks produced then these
and other likeminded organisations should be contacted.

Officer responsible Implementation years

Pete Grainger 2

1.8.1 Assess public opinion on whether the site needs byelaws through a visitor survey.
Description of project

Some other SDC-owned sites have byelaws and these may be appropriate for the Meads; an assessment
on whether visitors to the site would find them beneficial should be undertaken, possibly through a visitor’s
survey. If it is felt appropriate then the legal steps to get this implemented should be initiated.

Officer responsible Implementation years

Nigel Osborne 1,3,5

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1.8.2 Assess the need for suitable interpretation on-site to address specific issues
Description of project

There are currently some basic interpretation panels on the site but these could be improved by the
addition of maps, detailed advice about the cattle, the countryside code etc. The need for additional advice
will be assessed through a visitor’s survey.

Officer responsible Implementation years

Parks and Open Spaces Team/Tom Dougall 2

1.8.3 Implement a system for members of the public and the FoM to report incidences on the site
rapidly.
Description of project

There should be information provided on-site to enable members of the public to contact the appropriate
organisations/individuals to report various incidences relating to inappropriate use of the site, damaged
facilities, injured animals, personal attacks, thefts etc.

Officer responsible Implementation years

Parks and Open Spaces Team 1

1.9.1 Produce an Access Strategy for the site that addresses conflicts between grazing and public
access
Description of project

The Cattle-grazing of the site is an important element of the management and promotes the traditional,
rural feel of the site; however there are issues with mixing cattle and people, especially when the visitors
have dogs. The Access Strategy to be produced as part of Action 1.6.1 should ensure that these conflicts
are addressed. Potential strategies could include additional fencing or rhynes or restricting access for cattle
to part of the site for all or part of the year.

Officer responsible Implementation years

1.9.2 Assess the potentials of promoting produce from the site in consultation with the grazier.

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Description of project

There are many schemes to promote regional or local produce and a similar scheme to promote the cattle
from the Meads may enhance the viability of the graziers business and at the same time highlight the links
between local farmers and the surrounding community. It could also be used to promote healthy eating
issues.

Officer responsible Implementation years

Pete Grainger 2

1.9.3 Produce an annual programme of traditional management tasks suitable for public
involvement.
Description of project

Many management tasks such as hedgelaying, tree planting and orchard management are examples of
traditional rural skills that people are interested in learning about. A review of the opportunities of
undertaking these on the site should be done and public involvement tasks organised. In addition there may
be opportunities for the Meads to be a host site for rural craft training courses such as willow-weaving or
green woodworking; local organisations who run such courses will be contacted with a view to organising
events.

Officer responsible Implementation years

Pete Grainger /FoM 3,4,5

2.1.1 Organise a series of specialist ecological surveys,

Description of project

Whilst general ecological surveys will provide a list of species present on the site they will not necessarily
show what is important on the site. It is essential therefore to undertake surveys concentrating on protected
species and important suites of indicator species for the site as these will highlight what is valuable and
suitable for individual conservation measures.

The protected species that are most likely to be present at the Meads are Bats, Water Voles and Otters.
The indicator species that could be concentrated on are Dragonflies and Water Beetles as indicators of
water quality and Butterflies, Leafhoppers and Ground Beetles for grassland quality.

Most if not all of these species fall within the capacity of the SDC’s Ecologist and the Friends of the Meads
to undertake surveys of and a programme should be planned to undertake them.

Officer responsible Implementation years

Pete Grainger 1,2,3,4,5

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2.1.2 Organise seasonal Bioblitz’s in conjunction with the Friends of the Meads group.
Description of project

Quarterly Bioblitz’s have been undertaken by the FoM group over the last year and have provided a useful
list of species present on the site as well as providing a focal point of activity for the group.

These should continue and an annual programme of Bioblitz’s lead by experts should be drawn up for the
site.

Officer responsible Implementation years

Pete Grainger /FoM 1,2,3,4,5

2.1.3 Undertake ad hoc ecological surveys.

Description of project

SDC’s ecologist has undertaken occasional entomological surveys to augment the species list for the site;
other local experts should be encouraged to visit the site too.

Officer responsible Implementation years

Pete Grainger /FoM 1,2,3,4,5

2.1.4 Contact Specialist Groups with a view to arranging for them to undertake surveys of the site.
Description of project

Local conservation organisations such as Somerset Invertebrates Group, Somerset Ornithologists Society
etc. have memberships with a wealth of specialist knowledge that could be harnessed to provide survey
assistance. These organisations should be contacted to see if their members would be interested in
undertaking site surveys of the Meads.

Officer responsible Implementation years

Pete Grainger 1,3,5

2.1.5 Assess the need for Ecological consultants to undertake surveys of the site.
Description of project

As highlighted in Action 2.1.1 it is essential to undertake surveys of protected species and important suites
of indicator species as these will highlight what is valuable on the site. It is anticipated that most if not all of
these species can be surveyed by SDC’s Ecologist and the Friends of the Meads but an assessment of
whether they have the expertise and capacity should be undertaken.

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Officer responsible Implementation years

Pete Grainger 3

2.2.1 Produce a ‘Habitats and Species Promotion Plan’ for the site to improve and diversify the
habitats
Description of project

The habitats present on the site are currently not very diverse or of particularly high value, however, given
the resources and suitable management and diversification they could be significantly enhanced. A
‘Habitats and Species Promotion Plan’ will be written for the site and recommendations implemented when
resources allow.

Officer responsible Implementation years

Pete Grainger 2/3

2.2.2 Seek advice from specialist organisations to support the development of a ‘Habitats and
Species Promotion Plan’.
Description of project

An essential part of the production of a ‘Habitats and Species Promotion Plan’ for the site will be working
with organisations who have a similar remit such as Somerset Wildlife Trust, Wildfowl and Wetlands Trust
and the RSPB. It is essential therefore that good links are developed with these organisations to engender
a supporting relationship.

Officer responsible Implementation years

Pete Grainger 1,2

2.3.1 Produce a ‘Habitats and Species Promotion Plan’ for the site to enhance the site for
important species.
Description of project

The level of knowledge of the species present on the site is currently not very high and for this and other
logistical reasons it is not appropriate to make major decisions on the nature conservation management of
the site immediately. Once more information is available however a ‘Habitats and Species Promotion Plan’
will be produced for the site, and recommendations implemented where resources allow.

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Officer responsible Implementation years

Pete Grainger 2/3

2.4.1 Investigate the potential to have community engagement events on the site to look for
geological and archaeological artefacts.
Description of project

Whilst it is unlikely that the site contains any geological or archaeological artefacts of any significance it
would be a useful community involvement exercise to undertake some investigations of this nature on the
site. Therefore a series of community engagement events on the site to look for geological and
archaeological artefacts will be planned.

Officer responsible Implementation years

Pete Grainger/ FoM/ Bridgwater and District 3

Archaeological Society

3.1.1 Maintain a register of Estate Assets with officers responsible for maintenance.
Description of project

There are a number of physical, man-made structures around the site including gates, bridges, fences,
rhynes etc. It is important that these are kept in good condition so that they perform their function correctly
and don’t deteriorate excessively. There are standardised protocols in place in SDC to undertake this but a
register of assets will be drawn up and appended to this management plan to ensure that lines of
responsibility for inspection and maintenance are evident.

Officer responsible Implementation years

Scott Mason/ Tom Dougall 1

3.2.1 Undertake an annual review of potential assets for the site.

Description of project

There are few assets on the site and the general opinion from the public appears to say that this is
preferred; however some minor additions may be found useful and the opinions of the public should be
sought through a visitor’s survey which will be undertaken annually.

Officer responsible Implementation years

Parks and Open Spaces Team 1,2,3,4,5

3.3.1 Undertake an annual review of grant funding sources suitable for potential projects on site.

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Description of project

There are many projects within this management plan that could require significant funding, especially if
documents such as the Habitats and Species Promotion Plan and Access Strategy turn out to be very
aspirational. This could stretch the current funding for the site far beyond its limits and therefore alternative
funding from local and national grant schemes will be sought.

Officer responsible Implementation years

Parks and Open Spaces Team 1,2,3,4,5

3.3.2 Encourage an individual from within the Friends of the Meads Group or the Meads Steering
Group to act as a ‘Funding Officer’ to seek funding for projects.
Description of project

Seeking funding from grant providers can be very time-consuming and the capacity of staff within SDC to
undertake this area of work is rather limited. However there may be an individual within the Friends of the
Meads Group, the Meads Steering Group or some other local conservation organisation who would be
prepared to seek funding for projects on the site. In addition applications for funding are often looked upon
more favourably by grant-awarding bodies if they come from community groups or organisations other than
local authorities. Therefore discussions with these organisations will take place to see if there is such a
person or people who would be prepared to undertake this important area of work either fully or in part.

Appendix

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