Networks Enhance Inarajan Village's Sense of Place

Home , Cocos Island (Guam), Economy of Guam, Mount Lamlam, Two Lovers Point, Villages of Guam

Networks Enhance Inarajan Village’s Sense of Place

By Yuki Cruz, Master of Urban Planning 2013 )

) Overview” provides a general The first chapter identifies synopsis of the island’s attributes that exist within the geographic, economic, and village. These attributes come demographic characteristics. from multiple sources including The second section “Tourism TripAdvisor, Guampedia, and on Guam” discusses the role of local opinion. tourism, the habits of tourists, Executive Summary and current efforts to strengthen The second chapter analyzes the tourism industry. The third the social network of the people section discusses the architec- involved in the Inarajan Historic tural and cultural significance Architectural District Revitaliza- of Inarajan Village. Finally, the tion Plan. The analysis uncovers fourth section provides a synop- trends and shortcoming within sis the Inarajan Historic Archi- the network. tectural Distric Revitalization This document studies how networks can be used to strengthen the Plan. Part 3: long-term social, cultural, and economic vitality of Guam’s Inarajan Conclusion and Village. The document is broken down into three main parts: Over- Part 2: Assessment Recommendations view, Assessment, and Conclusion. The Assessment addresses two This part addresses the Part 1: Overview topics: main findings of this project, suggested future steps, and The Overview is meant to familiarize the reader with the larger recommendations for Inarajan 1. Placemaking for Commu- systems in which Inarajan Village is located. These systems form to make it there. It expands on nity Identity and the environment in which decisions must be made. The influences the social network analysis of of the environment are often viewed relative to time, geography, Inarajan and examples how the 2. Social Network Analysis or perception. same analysis can be applied (SNA) based on the Inara- to multiple villages to build jan Historic Architectural Four sections make up the Overview. The first section “Guam cohesion across the island. District Revitalization Plan.

2 Executive Summary Contents

Executive Summary 2 Appendix A (Survey): 40

Part I (Overview): 4 Appendix B (Works Cited): 57

Guam Overview 5

Tourism on Guam 8

Inarajan Village 13

Inarajan Historic Architectural District Revitalization Plan 15

Part II (Assessment): 20

Community Identity and Placemaking 21

Social Network Analysis 25

Part III (Conclusion and Recommendations): 35

Conclusion and Recommendations 36 Part I:

Overview Guam Guam Overview

Figure 1. Guam

Overview rain season occurs from July These data show that the popu- through October. Guam’s dry lation grew by 16.3 percent Guam is an unincorporated territory of the United States. Its loca- season runs from December between 1990 and 2000, but tion in the Mariana Archipelago in the western Pacific Ocean punc- through April. only by 2.9 percent between tuated the frequently versed phrase of Guam: “Where America’s 2000 and 2010. The slow Day Begins.” This section provides an overview of general features growth for the latter decade of the island including geographic, demographic, and economic Population can be attributed to slow characteristics. The last decennial census indi- economic growth and a high cates that Guam’s population level of migration from Guam Climate was 159,358 people in 2010, to Hawaii or the continental while previous censuses indi- United States. The island boasts a tropical climate with an average annual cate that the population was temperature of 81 degrees Fahrenheit and a range between 75 154,805 people in 2000 and Guam had a population of and 86 degrees Fahrenheit. The hottest months are May and June. 133,152 people in 1990. 18,000 when it became an Guam receives approximately 90 inches of rain annually, but the

Guam Overview 5 Economy military housing refers only to the income of the dependents in the household and not Employment to income gained through military service Yigo Dededo (Naholowaa and Hiles 2010). Guam’s unemployment rate is high. The

Tamuning GUAM most recent rate of 11.8 percent for March Household size Hagåtña Barrigada Mongmong- Agana Toto-Maite Heights Sinajana 2012 is slightly lower than March 2011’s Asan C ha Piti lan Mangilao Pa go -O rd 13.3 percent. Still, both are higher than The average household size increased from ot

Santa Rita Yona 2009’s 9.3 percent rate. The total number 3.5 persons per household to 3.8 persons Percent Change 10.0 to 16.8 0.0 to 9.9 of unemployed decreased from 9,970 in per household in 2010 (Naholowaa and -15.0 to - 0.1 Agat -25.5 to - 15.1 Percent Change for Guam: 2.9% March 2011 to 8,060 in March 2012 Hiles 2010). The increase in household size Talofofo GUAM State/ County Equivalent Agat Municipality/ Election District because many had stopped looking for is consistent with interviews conducted in (County Subdivision Equivalent) Umatac

Inarajan work (Santos and Hiles 2012).52,410 the summer of 2013. However, interviews

Merizo people in March 2012 were not in the also suggested that increases in household ± labor force compared to 44,770 people size were not distributed equally throughout 0 3mi

Source: U.S. Census Bureau, Census 2000 for Guam and the 2010 Census for Guam in March 2011. Only 10,550 people in the population. Households that occupied FFigureor more information vi sit2. www.ce nsus.gov. 2010 Census Results: Percent Change in U.S . DE PAR T ME NT OF COMME R CE E conomics and S tatistics Adm inis tration U.S . Cens us B ureau Population by Municipality: 2000 to 2010 March 2012 indicated that they were seek- family members could become crowded Source: (U.S. Census Bureau 2010) ing work (Santos and Hiles 2012). to the point where members occasionally opted to sleep in the backyard than inside Income per capita/household the house (Guam 2012). unincorporated territory in 1898. A mixture of in-migration and a high birth rate helped Guam’s mean household income dropped Tourism bring Guam’s population to its current from $47,062 in 2005 to $45,786 in 159,358. 2008, but increased to $49,263 in 2010. Visitors on Guam spent $772,297,000 Per capita income decreased from $13,089 in FY2006. That expenditure comes out in 2008 to $12,864 in 2010. More people to $1.35 billion after using a 1.75 multi- were making less in 2010 than they were plier. Tourism accounts for up to 60% of the in 2008 (Naholowaa and Hiles 2010). government of Guam’s annual revenues. In Income for military families living outside addition, 35 percent of Guam’s employ-

6 Guam Overview ment stems from tourism either directly or and University of Guam-Pacific Center for section, Tourism on Guam. indirectly (Guam Visitor’s Bureau 2007). Economic Initiatives 2011, 58). Guam’s dependence on tourism makes it Conclusion vulnerable to shocks in foreign economies The transfer of military personnel has been (Guam Economic Development Authority; continually postponed due to fiscal limita- Guam’s location makes the island highly Bureau of Statistics and Plans; and Univer- tions in Japan and the United States. More susceptible to the economic ups and downs sity of Guam-Pacific Center for Economic recently, North Korean threats have re-im- of the neighboring countries in Asia. The Initiatives 2011, 54). posed the need for United States and its location also makes the island a geograph- alliances to show arms as deterrence to ically strategic base for United States mili- Military greater escalation towards war. tary. In addition, the island’s status as an unincorporated territory in the Marianas The military plays a significant role in Economic Development Strategy Archipelago contributes to how the United Guam’s economy through construction and States government treats it. engineering services. In addition, non-mil- Guam’s 2011 Comprehensive Economic itary employment opportunities also exist Development Strategy outlined and ranked Although Guam’s population has grown on the military installations on Guam in the the projects below to achieve the follow- significantly since it became a part of the field of maintenance and operation (Guam ing broad economic objectives (Bureau of United States, the indigenous population of Economic Development Authority; Bureau Statistics and Plans 2011, 5): Chamorro has since lost its ranking as the of Statistics and Plans; and University of majority and villages outside the main tour- Guam-Pacific Center for Economic Initia- • Development a broad economic base ist hub of Guam have faced large out-mi- tives 2011, 58). • Achieve full employment gration as villagers seek work. Household • Establish greater employment sizes have grown as more people chose to The United States entered an agreement opportunities live together to make up for declining work with Japan in 2006 to realign American • Create higher wage and salary levels, opportunities and less individual income. military presence throughout Asia. The • Improve the island’s standard of living agreement proposes to relocate 8,000 military personnel from Okinawa, Japan Further discussion of Guam’s 2011 to Guam (Guam Economic Development Comprehensive Economic Development Authority; Bureau of Statistics and Plans; Strategy will be discussed in the following

Guam Overview 7 (Asia: 643, Europe: 1,029, tors (Guam Visitors Bureau, and United States: 856) 2010, 2011, and 2012). • Awareness of Guam is significantly higher in the United States Demographics of Tourists • More than 50 percent of respondents agree that Unless otherwise stated, the Guam has beautiful scen- data here focuses on tourists Tourism on Guam ery, good beaches, and from Japan since they compose desirable diving nearly three-quarters of all visi- • Between 25 and 42 percent tors to Guam. of respondents do not know Guam to be eco-friendly, good for hiking/trekking, • 1,496 respondents or to be rich in culture/ • Average age of respon- heritage dents is 31.6 years of age Overview • 61 percent of all visitors are Country of origin single A familiarity with the tourism strategy that guides the entire island for tourists • 39 percent of all visitors are is vital to understanding how the smaller parts become one with Japan outpaces all other coun- married the whole. This section dissects tourism on Guam by discussing tries easily at 73 percent of the • 52 percent of repeat visitors facts and figures on the global perception of Guam, the tourists total visitors traveling to Guam are married who frequent the island, and current efforts to improve the tourism by air. Korea comes in at a • 38 percent of visitors are industry. distant second at 13 percent. repeat visitors Taiwan and the United States • Repeat visitors have been Global Market Perception of Guam Mainland have been vying for to Guam an average of 3.0 third for the past three years. times Synovate conducted a Guam Tourism Survey from June to July of As of 2012, the United States • Almost half of repeat vis- 2006 (Synovate, 2006). Highlights from the survey include: mainland ranks as third for itors have been to Guam most civilian and military visi- within the last 2 years • 84 percent of the 2,518 respondents have heard of Guam

8 Tourism on Guam • Median and average length of stay is Habits of Tourists “The tourists now are 3.0 days more independent: they’re Average Length of Stay Approximately 43 percent of all tourism going on the web to find spending is through retail on Guam. Shop- things, and they‘re looking 4+ Nights ping is therefore a major attraction for tour- for culture. They like the ists and contributes to the local economy 3 Nights hotels, but they want to (Guam Economic Development Authority; Bureau of Statistics and Plans; and Univer- go out on their own, and 1-2 Nights sity of Guam-Pacific Center for Economic they want to experience 0% 10% 20% 30% 40% 50% 60% Initiatives, 2011). The level of spending the culture. And we have Amount of Visitors conducted by a visitor directly correlates that potential down [in Figure 3. Repeat Visitors Last Trip with how well their country of origin is Inarajan]” (Pacific Worlds Source: QMark Research, 2012 doing economically. and Associates, 2003).

• Free-time package tours comprised 69 percent of travel planning (QMark Transportation Prepaid ground transportation statistics Research, 2012, p. 24) Options for Tourists indicate the level of interest visitors will • Beach, pleasure, and travel made up have with exploring the island. Trolleys, for the top three reasons to travel for tour- Most full tour packages and airline and example, are primarily situated near Plea- ists from Japan hotel packages provide transportation from sure Island and stop at common shopping • Cocos island tied with Chamorro Night the airport to lodging upon arrival and destinations, hotels, and entertainment Market for the second most common from lodging to the airport upon departure. venues. Trolleys provide a safe, affordable optional (QMark Research, 2012, p. The existing inventory of buses, mini-buses, means for most first-time travelers to see the 59) and vans accommodate an average of mainstream attractions. • 6 percent participate in gun tourism 4,200 airport transfers per day throughout (QMark Research, 2012, p. 62) (Tal- the year. In addition, there are a number of On the other hand, rental cars provide madge, 2013) prepaid ground transportation (Guam Visi- custom transportation for the more adven- tors Bureau, 2007). turous traveler who seeks to explore on his/ her own.

Tourism on Guam 9 “Tourism development, principles: management, marketing and promotion should • Set a Strategic Direction – integrated OtO heeer be managed with an structure Rental Cars 44% integrated structure (Guam • Isolate Key Issues, Initiatives – Redirect 18% Strategy Visitor’s Bureau, 2007).” • Educate community about tourism’s economic impact – Support base Trolley Guam’s 2011 Comprehen- • Galvanize a Shared Vision – Brand 81% sive Economic Develop- image and value ment Strategy (CEDS) • Continuity and bipartisan support – Sustaining long-term implementation The 2011 Guam Comprehensive Economic Development Strategy (CEDS) was created Much of the information within CEDS is Figure 4. Prepaid Ground Transportation to provide direction, focus, and priorities still applicable. The strategies that have Source: (Guam Visitors Bureau, 2007) for local efforts and guide federal assis- been implemented are long-term and must tance and private investment in order to be built upon for maximum results. CEDS Efforts to improve Guam’s stabilize and improve the quality of life clearly acknowledges that widespread tourism industry and economy of Guam. CEDS discusses involvement is vital to achieve economic Guam’s economic problems and possi- vitality for the island when it identifies the There are a variety of efforts that exist to ble methods to solve them by presenting following groups as integral members in improve Guam’s tourism industry. This community goals and suggesting programs the process: section provides an short overview of two: to guide the island in that direction (Guam Guam’s 2011 Comprehensive Economic Economic Development Authority; et al., • Entire Island Community Development Strategy and the Guam Visi- 2011). • Executive branch tors Bureau. • Legislature CEDS was originally created to be a five- • Private sector partnerships year plan from 2007-2011. The document • Community support and engagement highlights the following to be its guiding • Fully integrated implementation structure

10 Tourism on Guam Brand identity “The accumulation of experiences is becoming Guam lacks a common brand image more important today than across markets. A unified brand image the accumulation of things that communicates the experience is more (Guam Visitor’s Bureau, powerful (Guam Visitor’s Bureau, 2007, p. 2007, p. 31).” 36). ments and destination development in Tumon Bay is the primary feature of Guam areas such as: that tourists see when they visit the island. Figure 5. Proposed Guam National Museum Although Tumon Bay is important, it is not • Guam National Museum Source: (Daleno, 2013) enough. There is an increasing interest in • Community Event Center providing greater incentive for the visitor to • Multi-purpose event center Guam has many attributes that already exist. explore outside the main tourist area. By • Cultural and historic attractions Harnessing the island’s current strengths, or giving people an experience, villages will • Community parks and recreation areas at least building off what is already avail- gain recognition through word of mouth • Historic and natural site restoration and able would likely be more cost-effective which is 12 to 15 times more powerful than refurbishments than constructing elaborate buildings or any Advertising or PR Campaign (Guam • Parks, marinas, and scenic overlook sites. The Island Capital Improvement Fund Visitor’s Bureau, 2007, p. 31). upgrades (Guam Visitor’s Bureau, 2007) exists for that reason and was created to develop the The Chamorro culture and create that expe- GVB notes that destination development will following areas: rience. It has been identified as an attribute require community support and a long-term, that will make Guam more attractive to visi- reliable funding source. Expensive projects tors (Guam Visitor’s Bureau, 2007, p. 35). such as the Guam National Museum need 1. Improve Village Communities with to be carefully examined before being $3,125,000 to focus on: Destination Development granted approval. The Guam Pacific Daily and Improvements News reported that there would not be any • Agana Pool money for the upkeep of the museum after • Agana Tennis Courts GVB (2007) suggests capital improve- completing its construction (Daleno, 2013). • Agat Beach

Tourism on Guam 11 • Dededo Park section: Guam’s 2011 Comprehensive • Inarajan Pool Economic Development Strategy (CEDS) • Mangilao and the Guam Visitors Bureau. Both indi- • Pago Bay cate the need to improve the communities • Piti Marine Park within Guam through development and • Tagachang Beach cultural projects, as well as the need to • Yigo Baseball Field strengthen collaborative efforts between a • Ypao Beach Park variety of groups and parties.

2. Fund cultural and historic destination development with $32,000,000 to Figure 6. Umatac Community Mural focus on: Source: (Certeza, 2013)

• Inarajan’s Gef Pago Conclusion • Umatac’s Magellan’s Landing • Multi-purpose Event Center Tourism on Guam is an essential part of the island’s economy accounting for up to 60% 3. Fund signage improvements with of the government of Guam’s annual reve- $825,000 to focus on: nues. In addition, 35 percent of Guam’s employment stems from tourism either • Village Signs directly or indirectly (Guam Visitor’s Bureau • Scenic Highway Signs 2007). It would be far-fetched to eliminate • Interpretative Signs the tourism sector completely from Guam’s economy, so it is better to identify how Guam can improve upon itself in a manner that helps both the tourism industry and the residents of the island.

Two large efforts are highlighted in this

12 Tourism on Guam Origin of the Mataquana, the chief of Tumon Inalåhan Name Village was considered to be amongst the strongest. One day The village’s original Chamorro he was told about the amazing name is Inalåhan, but the name strength of Chief Gadao of was incorrectly recorded by the Inarajan. Mataquana went to Spanish when they came to the Inarajan to challenge Gadao island. The origin of the name and happened across a small Inarajan Village Inalåhan is contested, but hut. He asked the occupant there are two stories commonly where he could find Gadao discussed. The first says that explaining that he wished to the name may refer to åla or prove that he was the strongest the large woven coconut-leaf chief of Guam. harvest baskets that were once well-known in the village. The Mataquana did not realize second suggests the Inalåhan Overview that he was talking to Gadao. is derived from hålla, which Gadao acted surprised and Inarajan is a village located in the southeastern coast of Guam. means to pull something with a said that he would introduce Inarajan prides itself on its history and the warmth of its people. It rope (Bebauta, 2009) Mataquana to Gadao after is second to Hagatna as the most historic village on Guam (Joint he had time to rest and eat. Region Marianas, 2011). There are several points of historical and Chief Gadao During this time, Gadao shook cultural interest within the village including Salaglula Pools, Tipogo a large coconut tree to harvest Cemetary, St. Joseph’s Church, and Bear Rock. The village houses a number of coconuts, broke the coconuts in legends that predate Spanish half with his small finger, and Many of the structures in Inajaran are in need of repair. Inarajan’s colonization. One of the most wrung the coconuts with his Historic Architectural District Revitalization Plan details a portion of famous is about the encoun- bare hands to obtain coconut these structures, but many others such as Salaglula Pools just south ter between Chief Gadao and milk. Mataquana marveled at of the district could also benefit. Chief Mataquana. Villages on the man’s strength and feared Guam took pride in the strength that Gadao would be much and courage of their chiefs.

Inarajan Village 13 stronger. After Mataquana rested, he asked of George Tweed, an American navy takes away from it. St. Joseph’s Church the man the way back home and boarded radioman, who had escaped capture by provides an ongoing focal point for resi- his canoe. As Mataquana paddled in one the Japanese with the help of Chamorros. dents to gather and celebrate major events. direction, Gadao paddled the opposite. Father Duenas was beheaded on July 12, The warmth of contact within the church The canoe soon split in half with each Chief 1944 (Forbes, 2009). continues throughout the narrow streets of rowing to their respective villages (Ander- the village while history and culture echo son, 1999). through the architecture and families that Current Participatory live there. Interests Amongst Locals Spanish History The 2010 Star Report found that potential The village was one of the Spanish’s active participation in a cultural center or main villages in the 1600s. The layout of visitor attraction in a cultural center or visi- the village was designed in the Spanish tor attraction is highest in the southern part custom with the church as the central focus of the island. 37.1 percent of those living (Babauta, 2009). Saint Joseph’s Church in the southern area of Guam were inter- represents Catholicism’s long history on ested in actively participating in a either a Guam. The church is named after the cultural center or visitor attraction in their village’s patron saint. It has been built multi- village (QMark Research, 2010, p. 18). ple times, but still remains on its original site (Joint Region Marianas, 2011). Conclusion Father Jesus Baza Duenas, a local martyr and the second Chamorro to be ordained Inarajan Village’s distance from the main as a priest, is buried at Inarajan. Father tourist hub of Guam has contributed largely Duenas is an example of resistance to the to the village being nearly untouched by Japanese occupation of the island during change. This visual air adds to the historic World War II. He was tortured by the Japa- and cultural character of the village. A nese for information on the whereabouts lack of regular maintenance, however,

14 Inarajan Village tures have been demolished in “You go to the the past 30 years and others village right now have fallen into disrepair. [and] you see that it’s distressed. [It] Inarajan Historic The Plan’s used to be a vital Significance village with . . . The Plan is meant to be a holis- bakeries . . . , mom Architectural District tic approach to sustain Inara- and pop stores, jan’s future. It continues to be a barber shops, and Revitalization Plan work in progress with the help all these other of the Guam Preservation Trust, affiliated support the Historic Inalahan Founda- multi-disciplined, tion, Mayor Franklin Taitague, and the residents of Inarajan multi-use activities Overview (Pacific News Center, 2011). going on. And we The Plan’s immediate goal is wanted to bring Inarajan is the last remaining example of the scale and character to show residents a vision of that back.” (Makio, of villages during the early part of the 20th century (Cruz, 2011). what Inarajan could be, share Today, it is clearly distressed (Makio, 2011). The Inarajan Historic 2011) a roadmap to get there, and Architectural District Revitalization Plan (Revitalization Plan) seeks motivate people to become a and the generation of small, to improve Inarajan Village’s future by enhancing Inarajan’s Archi- part of the restoration process local industries (Pacific News tectural District (District). The District is located on the southern (Pacific News Center, 2011). Center, 2011). It is meant to be edge of Inarajan Bay with a southern border that extends at the a potential prototype for other north end of Inarajan Elementary School and the Salaglula Pools. The long-term goal of the Inara- southern villages finding them- jan Revitalization Plan to the selves in the same situation as The District has been listed in the National Register of Historic Places Guam Preservation Trust is to Inajara (Pacific Worlds and since 1974. The 1974 application identifies 66 historic structures further prevent the current out Associates, 2003). and 78 contributing structures (American Institute of Architects migration of southern residents Guam and Micronesia Chapter). Approximately 30 historic struc-

Inarajan Historic Architectural District Revitalization Plan 15 The Plan’s Goals There are three planning principles guiding of some of those business opportunities the development objectives of the Prelimi- (Makio, 2011). This section looks at the Preliminary Recom- nary Recommendations: mendations of the Inarajan Historic Archi- Businesses already exist and there is room tectural District Revitalization Plan at its 60 to expand. For example, someone rents percent submittal mark. The 30 percent 1. Enhance the District’s vitality and live- the kitchen at Gef Pa’go who sells malasa- submittal was completed on July 2010 lihood das every morning. They have a clientele that included a general physical survey who buy a dozen malasadas every morn- of the District structures and research of 2. Preserve and enhance the District’s ing and take them to work. It is conceiv- background information from government historic significance and character able to expand into specialty foods, corn plans and precedents to the Revitalization tortillas, or even cakes through the use of Plan. A survey was distributed before the 3. Improve the public realm of the District the Chamorro oven at Gef Pa’go. Other 30 percent submittal to gather the opinions possibilities that make use of the existing of stakeholders. The purpose of the survey Vitality and Livelihood structures include a little bank, a little exer- was to better understand the desires of the cise gym, boutiques, snack places, and stakeholders. A stakeholder meeting was The District’s vitality has declined over the restaurants (Pacific Worlds and Associates, held on April 27, 2011 in which the Guam years due to a number of factors including 2003). and Micronesia Chapter of the American residents and businesses moving away. Institute of Architects presented their recom- Less human presence contributed to build- Historic Significance mendations for comment. Completion of ings falling into disarray as owners took and Character the Revitalization Plan was scheduled for less interest in maintenance. August 2011, but stakeholders voiced The village itself has a distinct character concern that more time should be allotted Developing Business Networks articulated through the public realm and to further review the recommendations building characteristics. The public realm (American Institute of Architects Guam and Certain businesses work well with the (e.g., the street and open spaces) has been Micronesia Chapter). The Plan is supposed character of the village. The Revitaliza- essentially unaltered since 1974 while a to be conducted in phases over 15 years tion Plan seeks to entice those businesses fair amount of key building characteristics once recommendations are solidified back and help the local people in Inarajan (e.g., massive stairs, balconies, porches, (Pacific News Center, 2011). understand how they can take advantage and the bodega) remain (American Institute

16 Inarajan Historic Architectural District Revitalization Plan of Architects Guam and Micronesia Chap- butes that residents take pride in, but are This assumption appears to be realistic as ter). The street and open spaces compose not conclusive as the response rate was so many have moved out of the village in distinct features of the District. San Jose low (Pacific News Center, 2011). Still, the search of greater work opportunity (See Street and St. Joseph’s Church are elements survey results provide some local insight on “Guam Overview”). The survey also indi- that date back to the Spanish missionary the direction that the village may wish to go cated that 85% of respondents believe that origins of Inarajan Village (American Insti- and can help guide the future steps of the revitalization will benefit them if it gener- tute of Architects Guam and Micronesia Revitalization Plan. ates tourism activities. Chapter). Figure 7 “Ways You Want to See Inara- Figure 7 “Requested Improvements” indi- Public Realm jan’s Heritage Acknowledged” indicates cates that preservation of historic homes that there are a number of ways that and the recreation center is a priority. The public realm’s greatest concern is safety locals would like to see Inarajan’s Heri- Village clean-ups and recreation also stand as the number of dilapidated buildings tage shown. Still, the figure works on out as improvements of reasonable impor- pose significant threats. These threats grow the assumption that villagers want to see tance. during festivals and large events when resi- Inarajan’s heritage acknowledged at all. dents and tourists gather in large numbers Ways You Want to See Inarajan’s Heritage Acknowledged on the street. Signage that describe history and culture

Museum / cultural center that showcase history Survey results from the Architectural design that reflects historical significance Revitalization Plan Public art that expresses historical significance

A Stakeholder Survey was conducted as Events that celebrate history and culture part of the Inarajan Historic Architectural Other: Marketing or publications District Revitalization Plan (Figure 6, Figure Other: Village home restoration 9, Figure 10, and Figure 11) (American Institute of Architects Guam and Micro- 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 7. Ways You Want to See Inarajan’s Heritage Acknowledged nesia Chapter, 2013, p. 11). The results Source: (American Institute of Architects Guam and Micronesia Chapter, 2013) from the survey help identify village attri-

Inarajan Historic Architectural District Revitalization Plan 17 Select Survey Results from Inarajan Historic Architectural District Revitalization Plan Requested Improvements Active and Passive Recreation Historic Home Preservation Gef Pago' Recreation Center Preservation Mayor's Office Village Clean-Up Less Burglary Basketball Court People Underground Power Inarajan Pool Sidewalks Community Center Gym Youth Programs Inarajan Bay: Paddling/Swimming Pride in Yard / House Appearance More Sports / Recreation Village Outskirts: Walking Complete Overhaul Road Picnics Bus Stop Restaurants/Gift Shops w/Cultural Designs Sports 0% 10% 20% 30% 40% 50% 60% 70% 80% May's Retail Store (Teen Hang-Out)

0% 10% 20% 30% 40% 50% Active Passive Figure 8. Requested Improvements Figure 9. Active and Passive Recreation Source: American Institute of Architects Guam and Micronesia Chapter, Source: 2013 Source: American Institute of Architects Guam and Micronesia Chapter, Source: 2013 Residents’ Pride and Joy Businesses and Services Needed Near Inarajan Friends / Family Bank Services Hospitality Medical Services Religion / St. Joseph Church Gym Village Fiesta Community Center Holiday Festivities Grocery Store Gef Pago Supply Store / Hardware Store Inarajan Pool / Bear Rock Eating Establishments Gadao's Baseball Team Reliable Transportation System Culture, Customs, Traditions Respect Bus Stop / Public Bus System Village Beautification Agana Gadao's Cave Up Town HIF Laundry Mat Children's Education / Future Farmer's Market / Local Produce Nature Small Gift Shops No Answer None 0% 10% 20% 30% 40% 50% 60% Not Applicable No Answer

0% 10% 20% 30% 40% 50% 60% 70% Figure 10. Residents’ Pride and Joy Figure 11. Businesses and Services Needed Near Inarajan Source: American Institute of Architects Guam and Micronesia Chapter, Source: 2013 Source: American Institute of Architects Guam and Micronesia Chapter, Source: 2013

18 Inarajan Historic Architectural District Revitalization Plan Gef Pago is clearly indicated to be the Conclusion main activity in Inarajan (Figure 9). The community center is not indicated to have The Revitalization Plan offers residents a much active or passive activity. That fact vision to imagine and work towards. The combined with Figure 8 indicates that Plan may be asking the residents to commit locals are seeking public gathering places. to a high level of change in a vision that has Ideal places will likely be air-conditioned few immediate benefits to them. The small buildings or safe, well-ventilated outdoor turnout at stakeholder meetings may have spaces with a roof. been partly caused by the lack of appeal (Cruz, 2011). Residents identified St. Joseph’s Church to be the highest point of pride for the village There is an underlying attitude in the Revi- while Gef Pago and Inarajan Pool came in talization Plan that the only way for it to second be successful is if several parties unite on a shared dream. While many of the goals in the Revitalization Plan are achievable, Issues the main strategy of the Revitalization Plan appears to be based on an “if you build it, Many structures exist in the District that they will come” principle. The effectiveness are in poor condition and pose threats to of this guide in the market has declined safety. The owners of these structures and considerably over the years and should be the land they are built on are often ambig- reconsidered. uous. These uncertain ownerships create a significantly large roadblock that prevents the Revitalization Plan from moving forward (American Institute of Architects Guam and Micronesia Chapter).

Inarajan Historic Architectural District Revitalization Plan 19 Part II:

Assessment sphere through the use and display of locally produced works, and performances.

Built Attractions – Examples include amusement parks, zoos, and theme resorts. They offer entertainment in a created environment. Also, don’t neglect “experience” attractions related to the local Community Identity economy, such as farmers markets and tours of plants, mines, cheese factories, or wineries (Messer, 2012, p. 63). and Placemaking Business – Your community’s businesses and local industries can be attractions for business travel. Visits to local corporations, conven- tion centers, or legal offices can be extended to include other area highlights (Messer, 2012, p. 64).

Events – These are important attractions for many communities. Overview Celebrations can be built around an unlimited number of themes, such as harvest time, foods, physical fitness, or music. Events can A community’s identity is formed by the physical attributes within its be the main draw or reinforce other attractions by introducing new borders and the culture of the people who live there. Placemaking comers to your town and its offerings, fill slow times of the year, is a multi-faceted approach to the planning, design, and manage- distribute visitors over a longer season, or offer a changing product ment of public spaces. It looks at the needs and aspirations of that draws repeat visitors. Such attractions are often intended for the people who utilize those spaces and creates a common vision both local people and tourists (Messer, 2012, p. 63). based on those pieces (Schrempp, 2008).

Family and Friends – This category is the number one reason people General Types of Attractions travel in the United States. Residents thus become an important dynamic to community’s makeup. You can keep visitors in the area There are eight general types of attractions that a community can by providing both visitors and residents information about local choose to highlight (Messer, 2012, p. 63): attractions (Messer, 2012, p. 63).

Art – This subset of cultural features can create a distinctive atmo-

Community Identity and Place Making 21 Historic and Cultural Resources – Contri- Additional Types Inarajan’s Tourism Attributes butions made by previous generations are what distinguish one place from another; Outdoor recreational activities – These TripAdvisor the human drama of history brings locations activities can include the use of motorized and events alive. Whatever your area’s equipment (e.g., snowmobiling, power Users of TripAdvisor in Japan and the past, sites can be preserved, restored, inter- boating), self-propelled activities (e.g., United States recommended 46 places on preted, and expanded to become part of a bicycling, canoeing, cross-country skiing, Guam (TripAdvisor, 2013). Two locations sightseeing circuit (Messer, 2012, p. 63). pursuits that consume resources (e.g., hunt- were identified to be in or on the periphery ing, fishing), or appreciative activities (e.g., of Inarajan: Gef Pago and Talofofo Falls Medical and Government – Travelers birding, nature photography). Spending Park. This publicly available information [attracted to this category] rely heavily on for such activities can range from minimal helps communities identify points of inter- local hospitality services and amenities. By amounts to thousands of dollars (Messer, est that visitors and/or residents consider identifying and promoting other community 2012, p. 62). important. While most points are commonly attractions, you may expnd their stay or known, others may come as a surprise. In encourage them to visit your community for addition to identifying destinations, TripAd- leisure purposes (Messer, 2012, p. 64). Cultural Heritage Tourism visor also allows online respondents to rank their experience at each destination. Rank- Natural and Scenic Significance – [This The Travel Industry Association of America ings have been discarded in this project category offers a common] starting point conducted a survey in 2003 regarding the because there are only a few points located when thinking about attractions. The land- popularity of cultural heritage tourism in in or near Inarajan. scape of a place, particularly topographic America. The study found that historic and and aquatic featues, sets the tone in creat- cultural travels had the following character- Local Points of Interest ing options and constraints for visitors. It istics (Travel Industry Association of Amer- serves as a backdrop for tourist activities ica, 2003) Multiple points of interest outside of those and is an important part of the product. indicated on TripAdvisor exist and may (Messer, 2012, p. 62). provide supporting incentive for tourists to visit a main spot (Figure 12).

22 Community Identity and Place Making ! ! ! ! Gayloup PointBeach:Talofofo Beach Gayloup PointBeach:Talofofo! Beach AGAT ! ! !Talofofo Beach Area AGAT !!Talofofo Beach Area AGAT ! Talofofo Beach Park ! Matala Point Talofofo Beach Park ! Matala Point Paicpouc Point! Paicpouc Point!

TALOFOFO Talofofo Falls Park TALOFOFO Talofofo Falls Park TALOFOFO Talofofo Falls Park ! ! Peak:Asiga Point ! Peak:Asiga Point ! !Asiga Point ! !Asiga Point Beach:Asiga Beach Beach:Asiga Beach ! ! Asiga Beach Area Asiga Beach Area

Peak:Asmulato Hill Nomna Point Peak:Asmulato Hill Nomna Point ! GAS STATION ! ! GAS STATION ! Park:Bolanos Conservaton Reserve? Park:Bolanos Conservaton Reserve? ! Peak:Mount! Bolanos ! Peak:Mount! Bolanos Peak:Jalaihai Point Peak:Jalaihai Point Peak:Mount Ilicho ! Peak:Mount Ilicho !Jalaihai Point Peak:Siput ! ! Jalaihai Point Peak:Siput ! ! INARAJAN ! Peak:Mount Llicho INARAJAN ! Peak:Mount Patsud ! Peak:Mount Llicho INARAJAN ! Peak:Mount Patsud Perez Beach AreaBeach:Perez Beach Perez Beach AreaBeach:Perez Beach UMATAC ! ! UMATAC Peak:Laolao Tower:Tower UMATAC Peak:Laolao Tower:Tower ! ! Peak:Guatata Ulomai Beach Area ! ! Peak:Guatata Ulomai Beach Area ! !

Peak:Mount Sasalaguan Peak:Mount Sasalaguan ! ! Gef Pa'go Cultural Village Peak:Mount Finansanta Gef Pa'go Cultural Village Peak:Mount Finansanta Gef Pa'go Cultural Village ! ! Peak:Asdonao Hill ! ! !Beach:Ulomnia Beach ! Peak:Asdonao Hill ! ! !Beach:Ulomnia Beach !! ! !! ! Peak:Gugae St Joseph’s Catholic Church)æ Guaifan Point Peak:Gugae St Joseph’s Catholic Church)æ Guaifan Point ! ! Saluglula Pool Park ! ! Saluglula Pool Park Asgon Point Asgon Point ! ! Agfayan Point Agfayan Point Peak:Palalo ! Peak:Palalo ! MERIZO ! ! MERIZO Acho Point MERIZO Acho Point Atao Beach AreaBeach:Atao! Beach Atao Beach AreaBeach:Atao! Beach MARINA Dongua Point!! MARINA Dongua Point!! Manell Point Peak:Boaga Hill! Manell Point Peak:Boaga Hill! ! ! ! Guijen Point ! ! ! Guijen Point Balang Point ! Balang Point ! ! ! Miles As Maile PointAjayan Point ! As Maile PointAjayan Point ! Aga Point Miles 0 0.25 0.5 1 Liguan Point! !Malilog Point Liguan Point! !Malilog PointAga Point Miles ¯ 0 0.25 0.5 1 ! !! ¯ ! !! ¯ 0 0.25 0.5 1 Figure 12. Inarajan Destinations Listed on TripAdvisor Figure 13. Local Points of Interest Figure 14. 15-Minute Walk from TripAdvisor Destinations Source: (TripAdvisor, 2013) Source: (TripAdvisor, 2013) Source: (TripAdvisor, 2013)

Walkable Points of Interest strengthen supporting features to enhance out points. This variety allows the village the main attraction by identifying the a choice in what it focuses as it polishes Visitors like to explore the vicinity of destina- features within a 15-minute walk of the its identity. Popular spots provide an easy tion points in hopes that they will find some- primary draw. way to narrow down identity themes while thing on their own. This adventurous spirit resident surveys identify the areas in which reasonably assumes that local supporting locals are most passionate about. features will be located near larger, more Findings important points. Gadao’s Cave which was indicated in the Inarajan offers many types of attractions survey of the Inarajan Historic Architectural A 15-minute walk is an average estimate within its village boundaries including: District Revitalization Plan to be a third-tier of how far a person is willing to walk Gef Pago, multiple peaks, beaches, parks, point of pride and joy for locals (Figure 10) before they choose to drive. A village can churches, cemeteries, pools, and look- does not appear in Figure 13 or Figure 14.

Community Identity and Place Making 23 Highlighting Gadao’s Cave or indicating where it is in relation to the most popular attraction could make Inarajan Village even more attractive to visitors. Inarajan can more strongly market itself to visitors while enhancing community features if it combines the village aspirations with what is already popular with travelers.

24 Community Identity and Place Making Terminology Degree is a simple count of the number of connections for A clear understanding of each node. Networks with network analysis requires a directed flows break down this familiarity with a few terms term into two categories: in-de- that help in breaking down the gree (the number of incom- Social Network visualizations that frequently ing connections) and out-de- accompany analysis (Garton, gree (the number of outgoing Haythornthwaite, & Wellman, connections) (Aldhous, 2012). Analysis 1997). Centrality aims to quantify a Nodes, or vertices, represent node’s importance or influ- individual actors or entities ence with a network through within a network (Aldhous, a number of metrics (Hansen, 2012). These actors can repre- Shneiderman, & Smith, 2011) Overview sent anything from points at (Hannerman & Riddle, 2011). which information is held or Social network analysis looks at how society functions. It concen- produced to gateways that Betweenness centrality is trates on the patterns of relations between individuals, organiza- determine where and how a type of centrality that tions, and groups rather than focusing merely the individual and information flows. describes how important a their attributes (Berkowitz, 1982) (Wellman, 1988) (Wasserman node is in bridging different & Faust, 1994). Understanding relations helps explain the nature Edges, or ties, represent the rela- parts of a network. It high- of social behavior within the network structure (Cheliotis, 2010). tionship between individuals lights nodes that, if removed, For example, the behavior and attitudes of network members may (Aldhous, 2012). Relationships would cause a network to create clusters in which knowledge is shared more freely or isola- include friendship, work-related fall apart (Aldhous, 2012). tion points in which integral members have limited access to key connections, and anything information. Network analysis allows the researcher to see connec- else the analysis chooses Closeness centrality is a type tions from multiple perspectives including how relations are held to use to identify a bond. of centrality that measures how together and how one relation can affect another further down the close a node is to all of the other line (Barnes, 1972).

Social Network Analysis 25 nodes in a network on average. It highlights ciated sub-networks in such an expanded or hash tags (Hansen, Shneiderman, & nodes that connect to other nodes with a network are considered subgraphs. An Smith, 2011, p. 36). lower number of edges (Aldhous, 2012). egocentric network may extend as far out as the researcher wishes to permit. However, Eigenvector centrality is a type of central- higher-degree networks (e.g. 2.5, 3, and Survey Design ity that calculates not only a node’s own so forth) become less focused and more degree, but also the degrees of the nodes difficult to follow (Hansen, Shneiderman, & A survey was used in this project to iden- to which it connects (Aldhous, 2012). Smith, 2011, p. 36). tify the key players in the Inarajan Historic Architectural District Revitalization Plan. Types of Networks A full network, or complete network, The purpose of the survey was to better contains all individuals or entities of inter- understand how networks are formed, culti- Networks may be considered from a est, as well as the connections amongst vated, and maintained in order to make number of perspectives. The method of them. All individual egos are treated planning processes more equitable, effi- analysis determines the type of network equally. Full networks are frequently cient, and well-rounded. that will represent a system. This section derived from common social media systems discusses three general types of networks. such as Twitter and Facebook. Conducting The survey began with a handful of a full network analysis is not always feasi- response candidates. The people who were The egocentric network focuses on one ble and the results may be too convoluted subsequently considered to be key players particular individual. The people whom to provide insight to a single task (Hansen, in the success of the Revitalization Plan of this individual, or the “ego,” is connected Shneiderman, & Smith, 2011, p. 36). Inarajan Village were each indicated by to are called “alters.” This basic egocen- either the first respondents or those they tric network is a “1-degree” ego network, An analysis of a partial network can be indicated. The survey uses partial network defined as a network composed of an ego more insightful than an analysis of a full analysis to gain insight into the relation- and his/her alters. If the same network were network. Partial networks are formed when ships that provide the backbone to the to also display which alters are connected constraints are placed on a full network. Revitalization Plan by no means provides to one another, the network would then These limitations allow the analyst to focus a complete picture of the relationship struc- become a “1.5-degree” network. It would in on a topic rather than an ego for study. tures within the network that will determine become a “2-degree” network if the friends Constraints may be based on geography, the success of the network. of friends were displayed as well. The asso- interests, time frames, and even comments

26 Social Network Analysis Anita Enriquez,Michael PhD. J. Duenas Dr.Melinda Marilyn Guieb Salas Monica Okada Guzman Simeon Palomo Sonya Lujan Sellers Rita Nauta Renato Martinez David Lotz Anna Marie Arceo Joseph Artero Cameron Joann Camacho Albert H. Santos Suvas Patel Vangie Lujan Cecilia Cruz Richard Olmo Julie Manglona Alvina Castro Katherine Taitano Therese Cruz Arriola Ed Benavente Inna Weise Toshio Akigami Lynda Aguon Jackie Balbas Frank Rabon

Linda Taitano Jackie BalbasRosanna Barcinas Speaker Judi Won Pat Monica Okada Guzman Jeff San Nicolas Dr. Judy Flores Katherine Taitano Gov. Paul Calvo RosannaMayor Barcinas Doris Lujan Fermina Sablan Cathyann Gogue Felixberto S. Reyes Vince Reyes Joseph E. Quinata Julie Manglona Donald Weakley Cathyann Gogue Nida Quilenderino Dr. Judy Flores Joseph Artero Cameron

Mayor Doris Lujan Cedric Cruz Angie Q.Taitague Jack Jones Muni Abdullah Joey M. Paulino Inna Weise Rick Meno Father Thomas Devine Arthur Taimanglo H. Mark Ruth Dave Hurchanik Vicente C. Meno Joseph E. Quinata Michael Makio Michael Makio Madeleine Bordallo Jaime D. S. Paulino Roxie Reyes Rick Meno Liza Provido John Glenn Taitague Gov. Eddie Calvo JackH. Jones Mark Ruth Sen. Tina AnitaMuna-Barnes Enriquez, PhD. Sen. Judy Won Pat Sen. BJ Cruz Lynda Aguon Cedric CruzFranklin Taitague Jesse L. G. Perez

Jesse L. G. Perez Hon. Benjamin Cruz Casey Jeszenka Monte Mafnas William L. Hernandez Carl DominguezJames Martinez Erlinda Montecalvo Hon. Tina Muna-Barnes Jose U. Garrido Helen T.Dr. Bordallo Anne Hattori Hon. Doris Flores Lujan

Figure 15. Social Network of Inarajan Historic Architectural District Revitalization Plan Source: (Cruz, 2013) Results

A visual representation of the results can be seen in Figure 15. The people who have the highest level of centrality are located near the middle; those with a higher betweenness factor have a larger diameter; and those with a higher Eigenvector are darker. Two people in the figure stand out: Dr. Judy Flores and Rick Meno.

Section 1 and 2: Basic Information

Section 1 asks the survey respondent to provide basic self-identifying information. Section 2 asks the survey respondent to indicate people that they believe are vital in the long-term success of the Inarajan Village Revitalization Plan.

Section 3: Relationships

This section of the survey was broken up into seven parts to identify the main type of professional connection between the correspondent and a person they identified as both important to their professional network, as well as the long-term success of the Inarajan Revitalization Plan

5 Problem-solving relationships

3 This sub-section identifies people who provide information that helps solve problems or 2 seize opportunities in the Revitalization Plan for Inarajan Village, as well as the level of

1 Level o f Bene it benefit they provide to the respondent in the information that they provide. The level of 0. 10 20 30 40 50 60 benefit is ranked from one to five in which a one ranks as “No Benefit,” a three ranks as Number of People “Average Benefit,” and five ranks “Essential Benefit.”

It is practical to assume that the people indicated in this section would be ranked as aver-

28 Social Network Analysis age benefit to essential benefit to a problem-solving relationship. Therefore, the most curi- ous cases were those that ranked lower than a three. While no one was valued as having “No Benefit,” there was a handful that ranked at a two or “Little Benefit.” These people tended to have fewer connections than those who held higher rankings.

Inarajan-specific expertise 5

This sub-section identifies people who provide information specific to Inarajan Village and 3 the level of benefit that the indicated person provides to the respondent. The level of benefit 2 is ranked from one to five in which a one ranks as “No Benefit,” a three ranks as “Average 1 Level o f Bene it

Benefit,” and five ranks “Essential Benefit.” 0. 10 20 30 40 50 60 Number of People Rankings of fives and threes stood out. It appears that it was more common to have people with “Essential Expertise” or “Average Expertise” than any other rank. Those who ranked low tended to have higher values in other areas such as political support or access to influential people.

Political support 5

This sub-section identifies people who provide political influence that garners further proj- 3 ect support to the respondent. The level of benefit is ranked from one to five in which a 2

one ranks as “No Benefit,” a three ranks as “Average Benefit,” and five ranks “Essential Level o f Bene it 1

Benefit.” 0. 10 20 30 40 50 60 Number of People Political support was not limited to people in political positions. Many people ranked at five were in non-profit and private sectors as well.

Social Network Analysis 29 Access to non-governmental decision makers and influential people within Inarajan 5

4 This sub-section identifies people who provide access to non-governmental decision makers 3 and influential people within Inarajan to the respondent. The level of benefit is ranked from 2 one to five in which a one ranks as “No Benefit,” a three ranks as “Average Benefit,” and 1 Level o f Bene it five ranks “Essential Benefit.” 0. 10 20 30 40 50 Number of People Judy Flores, Rick Meno, and Franklin Taitague were among those indicated multiple times at a level of five. It is possible that they hold a high rank because they personally maintain strong influence in the village. Those who ranked lower tend to be supporting members.

Creativity and new perspective when problem solving 5

4 This sub-section identifies people who provide creativity and new perspective when prob- 3 lem solving to the respondent. The level of benefit is ranked from one to five in which a 2 one ranks as “No Benefit,” a three ranks as “Average Benefit,” and five ranks “Essential 1 Level o f Bene it Benefit.” 0. 10 20 30 40 50 60 Number of People New perspective is not directly correlated to frequency of interaction or lack thereof. There appears to be some correlation between the level of creativity and new perspective to the quality of the relationship’s problem-solving attribute.

5 Career advice and developmental feedback to make me more effective at work

3 This sub-section identifies people who provide career advice and developmental feedback

2 to make the respondent more effective at work. The level of benefit is ranked from one to

1 five in which a one ranks as “No Benefit,” a three ranks as “Average Benefit,” and five Level o f Bene it 0. 10 20 30 40 50 60 ranks “Essential Benefit.” Number of People

30 Social Network Analysis Career advice and developmental feedback does not appear to correlate with the frequency of interaction. There does appear to be slight overlap between the effectiveness of career advice with the level of experience of the indicated person.

Personal support and motivation 5

4 This sub-section identifies people who provide personal support and an ear to let the 3 respondent vent and keep focused. The level of benefit is ranked from one to five in which 2 a one ranks as “No Benefit,” a three ranks as “Average Benefit,” and five ranks “Essential 1 Benefit.” Level o f Bene it 0. 10 20 30 40 50 Number of People Personal support does not appear to be a major factor in defining how cohesive the network is. The number of people indicated to offer levels of benefit that ranked between one and four was high and fairly distributed. Still, there is a high number of level fives so the many within the network do offer support from time to time.

Section 4: Scales and flow

This section is divided into four parts to determine weights of connections inside the social network.

Frequency of interaction 5 Every week This sub-section identifies how frequently the respondent currently interacts with indicated 4 1-2 times per month people on any project at work or at home. A one denotes that the indicated person is never 3 Every other month interacted with, a two denotes that the indicated person is interacted with a frequency 2 2-3 times per week of two to three times per year, a three denotes that the indicated person is interacted 1Level o f Bene it Never with a frequency of about every other month, a four denotes that the indicated person is 0. 10 20 30 40 interacted with a frequency of one to two times per month, and a five indicates that the Number of People

Social Network Analysis 31 indicated person is interacted with a frequency of every week.

Frequency of interaction is highly inconsistent amongst correspondents. Some never interact with those they indicated on the survey. This low level of interaction could be in part to disconnected groups or work purposes.

5 We work extremely well together Compatibility

4 I work better with him/her than others

3 I work with him/her about as well as with others This sub-section identifies the professional compatibility between a respondent and his/

2 I work with others better than him/her her indicated person. A one denotes that the respondent prefers not to work with the indi-

1 I prefer not to work with him/her cated person, a two denotes that the respondent considers himself/herself to work with 0. 20 40 60 80 100 others better than the indicated person, a three denotes that the respondent works with the Number of People indicated person as well as any other person, a four denotes that the respondent works better with the indicated person better than others, and a five indicates that the respondent considers himself/herself to work extremely well with the indicated person.

Most respondents indicated a high level of professional compatibility with the key stakeholders they listed on the survey. There are few people who appear to be integral to the process and difficult to work at the same time.

Information flow 5 I almost exclusively provide him/her with information 4 I primarily provide him/her with information This sub-section identifies the direction that day-to-day, ground-level information about 3 We provide each other with equal amounts of information Inarajan Village flows between the respondent and the indicated person. A one denotes 2 He/she primarily provides me with information that the indicated person almost exclusively provides the respondent with information, 1 He/she almost exclusively provides me with information whereas the respondent rarely provides any information; a two denotes that the indicated

0. 20 40 60 80 person primarily provides the respondent with information; a three denotes that the indi- Number of People cated person and the respondent provide each other with equivalent amounts of information; a four indicates that the respondent primarily provides the indicated person with infor-

32 Social Network Analysis mation; and a five indicates that the respondent almost exclusively provides the indicated person with information whereas the indicated person rarely provides any information.

The majority of respondents felt that they equally shared information with those that they indicated on their survey. This was one of the few results that formed an almost perfect bell curve. Information flow does not appear to correlate with the frequency of interaction.

Hierarchy 5 I almost exclusively provide him/her with instructions

This sub-section identifies the primary direction that instructions or directives flow between 4 I primarily provide him/her with instructions indicated persons and the respondent. A one denotes that the indicated person almost 3 We provide each other with equal amounts of instructions exclusively directs the respondent with instructions, whereas the respondent rarely directs 2 He/she primarily provides me with instructions the indicated person; a two denotes that the indicated person primarily directs the respon- 1 He/she almost exclusively provides me with instructions dent with instruction; a three denotes that the indicated person and the respondent provide 0. 20 40 60 80 100 Number of People each other with equivalent amounts of direction; a four indicates that the respondent primarily directs the indicated person with instructions; and a five indicates that the respondent almost exclusively directs the indicated person with instructions, whereas the indicated person rarely directs the respondent.

The majority of respondents felt that they were on equal level of instruction or directives flow with those they indicated on their survey. There are fewer people as you go further away from a level of three. It is rare for a respondent to indicate that they feel that they are of a much higher rank in this regard. Respondents indicate that they are at the fairly acces- sible level of four even If they do provide instructions. It is more common for respondents to be discrepant when they are receiving instructions.

Social Network Analysis 33 Findings a direct connection with the future development of Inarajan Village. Enough people were reached through the survey to hit a point in which poten- It is possible that those who did respond to tial respondents began replying to survey the interview do indeed have a personal requests with statements suggesting they stake in addition to merely a professional did not believe they were vital to Revital- one, but many do not make Inarajan their ization Plan. This result may also be due home. Instead it appears that it is the in part to humility or a lack of confidence personal ties that respondents have with in the potential respondent as was seen each other outside of their profession and in interviews conducted in the summer of the relatively laterally leveled nature of the 2012. This characteristic in conjunction network’s hierarchy and information flow with a belief that effective efforts are scarce that form the potential for the network to may lead to limited community feedback. succeed into the future.

Religious figures were scarcely identified amongst the respondents as integral to the long-term success of the Revitalization Plan despite St. Joseph’s Church being identified as a major point in pride for locals (Figure 10). Phone interviews with volunteers at the church also ended with a limited willing- ness to take on additional responsibility.

This network analysis found that residents were hardly indicated at all. Most people who were indicated to be key players in the Revitalization Plan were affiliated with a government or private organization with

34 Social Network Analysis Part III:

Conclusion the church were clearly identi- is integral to strengthening the fied through the survey despite networks with each respective numerous counts of vocal input village. In addition, seeing stating that the church was a other villages rally behind a vital part of the community. In shared goal would help further addition, organizations such garner local support to existing Conclusion and as the United States Small aspirations of the same suit. Business Association and the University of Guam’s business An in-depth analysis of a Recommendations development program were village network is beyond the only peripherally acknowl- scope of this project as it would edged in the network. Repre- require additional surveys and sentatives of those organiza- placemaking analysis for multi- tions felt that they had a minor ple villages. An overview of the role in the long-term success of potential of a village network A familiarity with the trends that are occurring throughout the island the Revitalization Plan of Inara- analysis can still be had with and their causes help identify the best means to support Inarajan jan. Showing these organiza- earlier information. into the future. Tourism is amongst the most fundamental industries tions how they fit into the Revi- of the island. Merely attempting to meet the needs of the visitor talization Plan will strengthen TripAdvisor identifies 46 desti- is not enough to provide a quality experience; the resident must the Revitalization Plan’s ability nation points throughout Guam become involved as well. The resident must be engaged in the to progress. (Figure 16). Walkable distances decision-making process and have his/her opinion acknowledged centered around each destina- if this is to happen. Future Steps: tion point can be mapped out Village Network as well (Figure 17). The points Improve the Revitalization Plan’s Network Analysis offer potential routing markers. The point in Inarajan is clearly This project’s social network analysis of the Revitalization Plan A clear understanding of how in line with points along to the displays the extent to which the public’s participation is limited. individual villages connect with west and east along the main No representatives of the church or volunteer groups affiliated with each other throughout the island road of Guam. Points are also

36 Conclusion and Recommendations ! Ritidian Point ! Coco Palm Garden Beach ! !

YIGO DEDEDO Tanguisson Beach Lost Pond ! ! Two Lovers Point ! ! South Pacific Memorial Park ! Fai Fai Beach ! ! ! !! Gun Beach ! ! Cetti Bay Overlook ! ! ! !!! !!! ! Cushing Zoo ! ! !! Fort Apugan Ypao Beach!! Park !! ! Tongan Resort !TAMUNING Alpat Island !! Guam Museum Bell Marine Diving ! HAGATNA BARRIGADA ! ! ! !!MONGMONG TOTO MAITE Piti Bomb Holes Preserve ! ! !! ! ! ! ! ! SINAJANA Fish Eye Marine Park ! AGANA HEIGHTS (PAASAN)

War in the Pacific National Historical Park ASAN MANGILAO Gab Gab Beach ! PITI CHALAN PAGO ORDOT ! ! ! Isla Center for the Arts ! ! ZORB ! Stell Newmann Visitor Center ! Leopalace Resort Country Club YONA SANTA RITA

! ! Hamamoto Tropical Fruit World

! ! Onward Talofofo Golf Club AGAT

TALOFOFO Mount Lamlam ! ! Talofofo Falls Park ! ! Magellan Monument UMATAC ! !! ! Fort Nuestra Senora INARAJAN Gef Pa'go Cultural Village de la Soledad ! ! ) MERIZO ) Miles Miles ¯ 0 1 2 4 ¯ 0 1 2 4 Cocos Island Resort ! ! Figure 16. TripAdvisor’s 46 Indicated Tourist Destinations Figure 17. 15-Minute Walk Radii around TripAdvisor’s 46 Indicated Tourist Destinations Source: (TripAdvisor, 2013) Source: (TripAdvisor, 2013)

Conclusion and Recommendations 37 evidently clustered near the central tourist advertisements every day (Committee on Target Market area of Guam. The benefit of being discon- Communications, 2006). Those in Japan nected from the main areas of tourists is the are likely to face a similar amount of adver- Most bus tours to the southern section of opportunity for Inarajan to stay true to its tisements each day as well. Guam have been cancelled as high gas character and the chance for the adventur- prices deemed them cost-ineffective to ous tourist to truly explore. It is impossible to offer everything to all visi- tour companies (Guam, 2012). Visitors tors. It is also unwise to extend resources will therefore likely travel to Inarajan on Inarajan should target Merizo and Umatac further than is replenishable. Potential visi- their own efforts via car rentals. However, as its first partners in route creation since tors can be broken down into smaller, more in order for visitors to travel on their own they together comprise the three southern uniform groups through market segmenta- accord, they must have an adventurous villages of Guam (Pacific Worlds and Asso- tion. Sending the right message to the right spirit and feel relatively safe on such an ciates, 2003). Multiple stories already exist group increases an advertisement’s cost-ef- undertaking. The level of courage and curi- within each village. Tying them together in fectiveness. Developing profiles of the main osity needed to pursue such a trip is more a manner that allows the adventuring tourist visitor types who are already visiting the common with repeat visitors to Guam who to discover them for himself/herself would village and combining them with an anal- have gained the necessary familiarity with create an experience that stands apart from ysis of local attractions and services can the island from their previous excursions. beaches and shopping. help identify additional market segments to Repeat visitors are generally characterized target (Messer, 2012, p. 88). as older, educated, and traveling without young children (QMark Research, 2012). Targeted Tourism, Examples of current market groups that can Specialization, and be further segmented include shopping and Market segments may further include car Market Segmentation sightseeing. Shopping was indicated to be renters and those partaking in certain tours. the most popular among Japanese tourists The 18 percent of tourists (QMark Research, Communities often think that everyone is as 57 percent partook in the activity. Sight- 2012, p. 36) who rent cars tend to desire a potential visitor when they begin using seeing ranked as the second most popular the freedom to explore the island on their tourism as an economic tool. A general- activity at a participation rate of 36 percent own. Tours that include Gef Pago, Cocos ized marketing strategy will not work in (QMark Research, 2012, p. 62). Island, or a Boonie Stomp offer businesses today’s market. Each person in the U.S. in and near Inarajan potential piggy-back is bombarded with over 3,000 targeted marketing opportunities. Free-time package

38 Conclusion and Recommendations History Trai (歴史巡り) tours comprise of 69 percent of travel plan- analysis can help identify how people and ning (QMark Research, 2012, p. 24) and • Introduce geo-caching and treasure groups are connected. These networks offer the participant more freedom in how hunting so travelers can experience a begin with individuals and organizations, they spend their time. safe form of adventure and exploration but must expand to fit the need of larger • Have treasure hunters find a location regional interests. Only when multiple Potential visitors can stem from both nonres- where they have to interact with a local levels of participants are involved will the idents and residents. Enticing residents to for a “prize” such as a stamp or an ice system function optimally. visit Inarajan may have a snowball effect cream. by making the village more appealing to • Clean up minimarts or at least give foreign visitors. For example, local cultural them recognizable signage for tourists. dance groups can be allowed to practice • Provide pamphlets at rental car and in view of visitors tour agent counters regarding routes and specific destinations Attract Specific Market • Connect with the University of Guam Segments and Small Business Association to create mentorships and training seminars Marketing techniques go beyond the for small businesses. scope of this project, but there are simple • Make local activities more visible by upgrades that Inarajan can implement to taking down walls around practice make the village more attractive. Many areas or providing incentives for groups of these options work better if the villages to practice openly. around Inarajan create a cohesive strategy that ties their strengths together. Closing

Possible strategies: The trends that affect the whole island also affect individual villages and the people • Stamps for routes or bucket list with within them. In order to positively react to accompanying GVB Passports such as the dips and rises to the market, villages Stamp Rallies (スタムプラリー) and need to work together. Social network

Conclusion and Recommendations 39 Appendix A:

Survey Introduction and Letter to Ask Consent for Participation in this Survey

Hello. My name is Yuki Cruz. I am a graduate student in the Master of Urban Planning Program at the University of Illinois in Urbana-Champaign.

I am conducting research to better understand how networks are formed, cultivated, and maintained in order to make planning processes more equitable, efficient, and well-rounded. I am focusing on the Revitalization Plan for Inarajan Village as a case study to determine plausible social and spatial network developments for the purpose of achieving that goal.

You have been identified as an important member of the social network needed for the Revitalization Plan to be successful. The following survey asks you to identify up to ten people you believe to also be in that network and how they are connected to you through relational questions. By completing this fifteen minute survey, you will help paint a picture of how key actors in the long-term success of Inarajan Village are connected to one another and potentially how to strengthen their ties within the network.

Your decision to participate or decline participation in all or part of this study is completely voluntary and you have the right to terminate your participation at any time. The information you provide will remain confidential and anonymous unless you provide explicit consent to release it. If you have questions about this project, you may contact me at 510-967-4386 or [email protected].

I will send you a copy of my final write-up in May. It will contain not only my findings and recommendations gathered from this social network analysis, but also my findings from the related spatial network analysis that I am conducting using geographic information system mapping.

Thank you so much for your time. Your contribution in this survey will help my research tremendously.

Best regards,

Yuki Cruz Master of Urban Planning Candidate, 2013 University of Illinois at Urbana-Champaign [email protected] | 510.967.4386

------Survey Outline 1. Your name, organization, and title 2. Key people of the Revitalization Plan of Inarajan Village (name, organization, and title) 3. Relationships to key people 3.1. Information that helps me solve problems or seize opportunities in Inarajan Village 3.2. Information specific to Inarajan Village 3.3. Political support 3.4. Access to non-governmental decision makers and influential people within Inarajan 3.5. Creativity and new perspective when problem solving 3.6. Career advice and developmental feedback to make me more effective at work 3.7. Personal support and an ear to let me vent to keep me focused 4. Scales and flow 4.1. Frequency of interaction 4.2. Compatibility 4.3. Information flow 4.4. Hierarchy 5. Conclusion Indication of Consent Before beginning this survey, please initial below to certify that you have read and understood the above consent form, are 18 years old or older, and are willing to voluntarily take part in the study.

Initial here: ______

Survey

Section 1: Your name, organization, and title This information will be used for research organizational purposes

1. What is your name? ______

2. What is the name of your organization? ______

3. What is your title/position in your organization? ______

Section 2: Key people of the Revitalization Plan of Inarajan Village Please identify up to 10 people who are important in your professional network and whom you believe to be vital in the long-term success of the Inarajan Village Revitalization Plan.

These can be people who provide you with information to do your work, help you think about complex problems in your work, or provide advice or personal support helpful in your career. These do not have to be people you communicate with regularly. These contacts will be used to better understand how communication is currently made and how it can be improved. The information here will not be shared publicly without your authorization.

1. Name: ______Title: ______

Organization: ______

2. Name: ______Title: ______

Organization: ______

3. Name: ______Title: ______

Organization: ______

4. Name: ______Title: ______

Organization: ______

5. Name: ______Title: ______

Organization: ______

6. Name: ______Title: ______

Organization: ______

7. Name: ______Title: ______

Organization: ______

8. Name: ______Title: ______

Organization: ______

9. Name: ______Title: ______

Organization: ______

10. Name: ______Title: ______

Organization: ______

Section 3: Relationships to key people This section is broken up into seven parts to identify the main type of professional connection between you and the indicated person.

3.1 Please indicate the expected level of benefit provided by each person to you on this project for:

“Information that helps me solve problems or seize opportunities in the Revitalization Plan for Inarajan Village”

Level of Benefit 1: None 3: Average 5: Essential      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5

3.2 Please indicate the expected level of benefit provided by each person to you on this project for:

“Information specific to Inarajan Village”

3.3 Please indicate the expected level of benefit provided by each person to you on this project for:

“Political influence that garners further project support”

3.4 Please indicate the expected level of benefit provided by each person to you on this project for:

“Access to non-governmental decision makers and influential people within Inarajan”

3.5 Please indicate the expected level of benefit provided by each person to you on this project for:

“Creativity and new perspective when problem solving”

3.6 Please indicate the expected level of benefit provided by each person to you on this project for:

“Career advice and developmental feedback to make me more effective at work”

3.7 Please indicate the expected level of benefit provided by each person to you on this project for:

“Personal support and an ear to let me vent to keep me focused”

Section 4: Scales and Flow This section is divided into four parts to determine weights of connections inside the social network.

4.1 Frequency of Interaction Please indicate how frequently you currently interact with the following people (on any project at work or at home).

Frequency scale 1. Never 2. 2-3 times per year 3. Every other month 4. 1-2 times per month 5. Every week

     1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5      1 2 3 4 5

4.2 Compatibility Please indicate how well you and each of the following people work together.

Professional compatibility scale 1. I prefer not to work with him/her 2. I work with others better than him/her 3. I work with him/her about as well as with others 4. I work better with him/her than others 5. We work extremely well together

4.3: Information flow Please indicate the direction that day-to-day, ground-level information about Inarajan Village flows between each of the following people and you.

Direction of information flow 1. He/she almost exclusively provides me with information, whereas I rarely provide any information 2. He/she primarily provides me with information 3. We provide each other with equivalent amounts of information 4. I primarily provide him/her with information 5. I almost exclusively provide him/her with information, whereas he/she rarely provides any information

       You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5        You 1 2 3 4 5

4.4 Hierarchy Please indicate the primary direction that instructions or directives flow between each of the following people and you.

Direction of instruction flow 1. He/she almost exclusively directs me with instructions, whereas I rarely direct 2. He/she primarily directs me with instructions 3. We provide each other with equivalent amounts of direction 4. I primarily direct him/her with instructions 5. I almost exclusively direct him/her with instructions, whereas he/she rarely direct

Section 5: Conclusion Thank you so much for helping my research by filling out this survey! If it is okay with you, I would like to further the depth of my research my contacting the people that you have provided in this survey. I would also like to let them know that you consider them an important part of the process of Inarajan’s Revitalization Plan by saying that you referred me to them. All other information that you provided in this survey describing your professional connection to them will remain confidential.

May I contact the people on this list to help me further my research analysis? Yes  No 

If yes, please either fill out the following sheet with their contact information or return this survey and allow me to send you a partially filled contact sheet to fill out later.

May I use your name when I contact the people you listed? Yes  No 

May I contact you at a later date with follow-up questions? Yes  No 

Is there anything that you would like to add or comment on?

Contact Information

1. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

2. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

3. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

4. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

5. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

6. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

7. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

8. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

9. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

10. Name: ______Title: ______Organization: ______E-mail: ______Phone number: ______

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