DOCSLIB.ORG

Country Paper for the Workshop on Preservation of Cultural Heritage

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Country Paper for the Workshop on Preservation of Cultural Heritage RESTORATION OF HERITAGE STRUCTURES: A CONTRIBUTION IN SOCIAL UNITY THROUGH CULTURE, ARTS AND HISTORY 7TH ASIAN NATIONAL MUSEUMS ASSOCIATION MEETING & CONFERENCE 29-31 October 2019 NATIONAL MUSEUM OF THE PHILIPPINES RESTORATION OF HERITAGE STRUCTURES: A CONTRIBUTON IN SOCIAL UNITY THROUGH CULTURE, ARTS AND HISTORY IS THE 1 | P a g e Ana Maria Theresa P. Labrador, Ph.D. Deputy Director - General Engr. Jainab Aimee Tahil-Altillero Chief Administrative Officer – Officer in Charge Facilities Management Division Research, Collections and Conservation Management Division National Museum of the Philippines RESTORATION OF HERITAGE STRUCTURES: A CONTRIBUTON IN SOCIAL UNITY THROUGH CULTURE, ARTS AND HISTORY Ana Maria Theresa P. Labrador, Ph.D. Jainab Aimee Tahil-Altillero ABSTRACT INTRODUCTION: The 7th Asian National Museum Association meeting and conference this 29th – 31st October in Kuala Lumpur, Malaysia is an occasion for the Asian museum members to gather and share its individual museums’ best practices and standards. This will encourage the other members to replicate the systems in all museums. National Museum of the Philippines is mandated to establish, manage and develop museums. As such, restoration of heritage structures is an important aspect of preserving the Filipino culture, arts and history. It is important to note that the success achieved in all efforts to socially unify through culture, arts and history, the challenges comes alongside its process. Challenges comes in many forms starting from the availability of funds and extends to many factors depending on the government’s priority. In the case of the National Museum of the Philippines, it took a big leap of restoring the heritage structures and the rest followed like improvement of repositories for preservation of collections, improvement of exhibitions, research endeavors, museum services and others. Restoration of heritage structures not only considers architectural and engineering concerns but also involves culture, art and history. These structures form part of Philippines’ history which shapes its culture through artistic designs. The physical assets of the National Museum of the Philippines are the heritage buildings where most of its collections are housed in the central museums in 2 | P a g e Manila. There are also regional museums that were restored and rehabilitated to house and adopt to the diverse collections of the museum. A big leap to unify culture among the diverse Filipino background is through restoration of heritage structure. Bigger step means greater challenges. NMP became bold in its dream to showcase Filipino heritage where it encountered hurdles during the course of implementing the projects. Excerpts from the Philippines’ Country Report presented in the Asian National Museum Association 2019 convention stated that ”Restoration of the heritage structures was a huge challenge for the NMP to improve the conditions of its facilities, starting in the planning stage in 2015. Beginning with how it will be funded, implemented and operated given the limited technical personnel support, number and conditions of the collections during restoration, temporary storage to house the collections and how to duplicate the ideal storage condition while in restoration progress because it is a significant requirement for conservation and preservation and many other issues to resolve. The next move was to improve the storage facilities to give ideal spaces for the collections and develop laboratories for conservation. Then reorganize its human resource structure for additional personnel to handle and manage the growing collections in the museum. Implementation of restoration projects is one of the major challenges the NMP faces given that there are many other concerns that need to be considered such as collections, exhibitions, conservations, museum services, etc. It is a no turning back decision for the management because of the huge step it has to take. The aggressive move of the NMP for restoration signaled the public’s awareness that the national government is serious to showcase rich Filipino heritage. METHODS: Labrador is the Deputy Director – General for Museums of the National Museum of the Philippines where she heads the curatorial divisions. She directs and manage the museum operations conforming to the mandate of the institution. Altillero belong to the Facilities Management Division in charge of the maintenance of its heritage structures while sits as Officer-in-Charge of the Research, Collections and Conservation Management Division where she is in charge in preventive maintenance of moveable and immovable cultural properties under the watch of Labrador. RESULTS: To date, the 4 heritage structures in the central museum complex are already restored and operational. These are the National Museum of Fine Arts, the National Museum of Anthropology, the National Museum of Natural History and the National Planetarium. Simultaneously, regional museums were restored and rehabilitated including the facilities to conform to the international standards. 3 | P a g e CONCLUSION: The National Museum of the Philippines reorganized in September 13, 2016 and in July 23, 2018 Republic Act 11333 was enacted strengthening the National Museum of the Philippines. These legislative courses fueled more chances for the government to be more active in preservation of heritage structures. It unified the Filipinos in acknowledging that we have rich culture in spite of diverse backgrounds. Keywords: National Museum of the Philippines, challenges, restoration, preservation OBJECTIVE This paper aims to present the challenges that the National Museum of the Philippines’ (NMP) experienced in reaching out to the Filipino general public through its programs focusing on the restoration of heritage structures. INTRODUCTION In the Philippines, the NMP is a Trust of the Government, is an educational, scientific and cultural institution that acquires, documents, preserves, exhibits, and fosters scholarly study and public appreciation of works of arts, specimens, and cultural and historical artifacts representative of our unique to the cultural heritage of the Filipino people and the natural history of the Philippines. It is mandated to establish, manage and develop museums comprising the National Museum Complex and the National Planetarium in Manila, as well as regional museums in key locations around the country1. This guided the management to pursue, develop and restore the heritage infrastructures under its administration for a long-term cultural preservation. Relatively, all cultural heritage under its care including its collections are continuously being preserved through improvement of repositories, database systems, conservation and education to public2. Part of the physical assets of the National Museum of the Philippines are the heritage buildings where most of its collections are in the central museums in Manila. There are also regional museums that were restored and rehabilitated to house and adopt to the diverse collections of the museum. Implementation of restoration projects is one of the major challenges the NMP faces given that there are many other concerns that need to be considered such as collections, 1 National Museum of the Philippines website 2 Country Report of the National Museum of the Philippines in Asia National Museum Association Convention 2019 4 | P a g e exhibitions, conservations, museum services, etc. It is a no turning back decision for the management because of the huge step it has to take. RESTORATION OF HERITAGE STRUCTURES A big leap to unify culture among the diverse Filipino background is through restoration of heritage structure. Bigger step means greater challenges. NMP became bold in its dream to showcase Filipino heritage where it encountered hurdles during the course of implementing the projects. Excerpts from the Philippines’ Country Report presented in the Asian National Museum Association 2019 convention stated that ”Restoration of the heritage structures was a huge challenge for the NMP to improve the conditions of its facilities, starting in the planning stage in 2015. Beginning with how it will be funded, implemented and operated given the limited technical personnel support, number and conditions of the collections during restoration, temporary storage to house the collections and how to duplicate the ideal storage condition while in restoration progress because it is a significant requirement for conservation and preservation and many other issues to resolve. The next move was to improve the storage facilities to give ideal spaces for the collections and develop laboratories for conservation. Then reorganize its human resource structure for additional personnel to handle and manage the growing collections in the museum. It was in 2016 that NMP aggressively implemented the restoration projects of the 4 central museum structures in Manila. Simultaneously, with the funding assistance from the local government units (LGU), regional museums were also rehabilitated. It was only in September 13, 2016 that the NMP reorganization was approved giving a chance for additional personnel to implement projects and help in the improvement of spaces for the collections. However, the management confronted difficulties in terms of personnel affected by the improvement because of overwhelming changes and modernization. Later, they were convinced in the development because they saw the tremendous public appreciation of what was going on. These developments
Load more

Recommended publications
  • Tourism Enterprise Zone Presentation
    TIEZA Background Tourism Enterprise Zone (TEZ) Fiscal and Non-Fiscal Incentives Incentives for Enterprises Outside TEZs Designated Private TEZs Flagship TEZs Lead agency in tourism infrastructure which was created by virtue of the Tourism Act of 2009 Infrastructure and Investment Arm of the DOT Mandate Jurisdiction • To develop, manage and supervise tourism • Shall have sole and exclusive jurisdiction in the infrastructure projects nationwide establishment and designation of TEZs as well as • To designate, regulate, and supervise TEZs registration of Tourism Enterprises (RTEs) • To grant and administer fiscal and non-fiscal • Shall issue all permits and licenses to TEZs incentives Operators and RTEs • Shall administer and grant incentives Tourism Enterprise Zone (TEZ) Is one contiguous territory Has historical and cultural significance, environmental beauty, or existing or potential integrated leisure facilities Has, or it may have, strategic access through transportation infrastructure, and connection with utilities infrastructure systems Must be sufficient in size (5 hectares for Private and 50 hectares for Flagship TEZ) *** minimum investment Is in a strategic location requirement of $ 5M Classification of TEZs Cultural Heritage Tourism Zone Health and Wellness Tourism Zone Ecotourism Zone General Leisure Tourism Zone Mixed Use Tourism Zone Who may apply for designation as TEZs? Private entity created under Corporation Code Local Government Unit or any instrumentality of government in pursuit of its mandate Joint Venture between
    [Show full text]
  • '17 JUL31 All
    SEVENTEENTH CONGRESS OF THE ) REPUBLIC OF THE PHILIPPINES ) 'W e ' C'ffitf pfliir :r-;-,-;rlnry Second Regular Session ) SENATE '17 JUL 31 All '33 Senate Bill No. 1529 RECE iVI D £':■ (In substitution of Senate Bill Nos. 420, 556, 608, 671, 915, 1081 and 1T74)- Prepared jointly by the Committees on Education, Arts and Culture, Ways and Means and Finance, with Senators Legarda, Binay, Trilianes IV, Aquino IV, Ejercito and Escudero as authors AN ACT STRENGTHENING THE NATIONAL MUSEUM OF THE PHILIPPINES, REPEALING FOR THE PURPOSE REPUBLIC ACT NO. 8492, OTHERWISE KNOWN AS THE NATIONAL MUSEUM ACT OF 1998, AND APPROPRIATING FUNDS THEREFOR Be it enacted by the Senate and House of Representatives of the Philippines in Congress assembled: 1 SECTION 1. Short Title. - This Act shall be known as the ‘‘National Museum of the 2 Philippines Act”. 3 4 SEC. 2. Declaration of Policy. - It is the policy of the State to pursue and support the cultural 5 development of the Filipino people, through the preservation, enrichment and dynamic evolution of 6 Filipino national culture, based on the principle of unity in diversity in a climate of free artistic and 7 intellectual expression. 8 9 SEC. 3. Name of the Agency. - The National Museum is hereby renamed as the “National 10 Museum of the Philippines”, or, alternatively in Filipino, “Pambansang Museo ng Pilipinas'\ 11 12 The shortened name “National Museum” or “Pambansang Museo" shall be understood as 13 exclusively referring to the same, and its use in any manner or part of any name with respect to any 14 institution within the Philippines shall be reserved exclusively to the same.
    [Show full text]
  • St. Louis Review Center, Inc-Davao Tel. No. (082) 224-2515 Or 222-8732 1 Types of Perspective:  One Point – a Representation of Distance by Means of Converging Lines
    Music, Arts, Physical Education and Health (MAPEH) Focus: The Visual Arts Competencies: 1. Distinguish and analyze the different elements, principles, and mediums of different visual arts 2. Identify and classify the different themes of visual arts in the Philippines 3. Appreciate and be proud of Philippine visual art masterpiece as part of cultural enrichment PART I – CONTENT UPODATE I. Definition of terms: 1. Painting – refers to the application of color, pigment, or paint to a surface or support. These surfaces may include paper, wood, canvas, metal or walls. Paint is made of pigment mixed in a binder. 2. Sculpture – a three dimensional artwork which may be through different processes, such as carving, modeling, assembling or casting. It may be executed as a free- standing object, in relief, or in environments, and a variety of media may be used. 3. Architecture – the art and science of designing and constructing buildings (structures), and other environmental features. II. The elements of Visual Arts 1. Line – the most basic of all elements. A line is an identifiable path traced by a moving point. Lines vary in types. They can be horizontal, vertical, diagonal, straight or curved thick or thin. Different lines are used to signify, different feelings. For example: Horizontal line – suggests a feeling of rest, serenity, or perfect stability Vertical line – dominance, height, power Diagonal line – uncertainty, unrest, movement or action Curved line – flow, softness, flexibility, grace 2. Shape – shapes and forms are figures which define object s in space. A shape is a two- dimensional figure. Circles, triangles, and squares are common examples of shapes.
    [Show full text]
  • A Comprehensive Programme on Child Protection, 2006-2010 Building a Protective and Caring Environment for Filipino Children
    PROTECTING FILIPINO CHILDREN FROM ABUSE, EXPLOITATION AND VIOLENCE A Comprehensive Programme on Child Protection, 2006-2010 Building a Protective and Caring Environment for Filipino Children SPECIAL COMMITTEE FOR THE PROTECTION OF CHILDREN c/o Department of Justice, Padre Faura, Manila December 2006 TABLE OF CONTENTS FOREWORD 4 ACKNOWLEDGEMENT 6 CHAPTER 1 - INTRODUCTION . 7 ¡Background/Rationale . 7 ¡Legal and Policy Framework 8 ¡Conceptual Framework . 10 CHAPTER 2 - PRIORITY CHILD PROTECTION ISSUES 13 ¡Child Labour . 13 ¡Commercial Sexual Exploitation of Children . 14 ¡Physical and Sexual Abuse . 16 ¡Children in Conflict with the Law . 16 ¡Street Children . 17 ¡Children Affected by Armed Conflict & Displacement . 18 ¡Children and Drugs . 18 ¡Children with Disabilities . 19 ¡Children of Minorities and Indigenous Peoples . 19 ¡Other Children in Need of Special Protection . 20 ¡Priority Child Protection Issues by Islands . 20 ¡Summary of Major Issues and Problems to be Addressed . 21 CHAPTER 3 - CHILD PROTECTION GOALS, TARGETS AND INDICATORS 23 ¡Goals and Targets . 23 ¡Key Results Expected for 2006-2010 . 24 ¡Key Protection Indicators . 25 ¡Developing a Child Protection Index . 27 CHAPTER 4 - MAJOR STRATEGIES AND CORE INTERVENTIONS 28 ¡Cross-Cutting Strategies and Interventions . 28 ¡Preventive Actions and Early Interventions . 28 ¡Rescue, Recovery, Healing and Reintegration . 33 ¡Legal and Judicial Protection Measures . 38 CHAPTER 5 - CHILD PARTICIPATION IN CHILD PROTECTION 43 ¡Defining Children's Participation . 43 ¡Significance of Children's Participation . 44 ¡Building Resiliency and Self-Esteem . 44 ¡Organizing Children for Participation and Protection . 45 ¡Children and the BCPC . 47 CHAPTER 6 - MECHANISMS FOR ACTION, COORDINATION AND NETWORKING 49 ¡Role of the Family . 49 ¡Role of the School System .
    [Show full text]
  • The Philippines and the ASEAN Economic Community
    Moving Across Borders: The Philippines and the ASEAN Economic Community 2016 Investment Guide by KPMG in the Philippines In this issue: Is the Philippines ready for the AEC? The challenges of the AEC Strengthening the ASEAN integration What role will the Philippines play in the AEC? © 2015 R.G. Manabat & Co. This publication is copyrighted. No part of this publication may be reproduced by any process or means without the prior written permission of R.G. Manabat & Co. All rights reserved. R.G. Manabat & Co. is a Philippine partnership and a member firm of the KPMG network of independent firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. The KPMG name and logo are registered trademarks or trademarks of KPMG International. The information contained in this publication is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although R.G. Manabat & Co. endeavored to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice and after thoroughly considering the circumstances of a particular situation. R.G. Manabat & Co., KPMG International, KPMG member firms and the authors expressly disclaim all liability to any person in respect of consequences of anything done or omitted to be done wholly or partly in reliance upon the whole or any part of the contents of this publication.
    [Show full text]
  • A Mola Ve of His Country
    A MOLA VE OF HIS COUNTRY Souvenir book in commemoration of the centenary of the birth of a man who in the first decade of this century proved the capacity of the Filipino for leadership and integrity in public finance and the administration of justice, and thereby laid down the foundation of the nation's capacity for self-government and independence. 19 April 1 8 6 9 -1 9 April 1969 Los caracteres se forman PARRAFOS DEL DISCURSO PRONUNCIADO POR EL HON GREGORIO ARANETA, SECRETARIO DE HACIENDA Y JUSTICIA EN LA SOLEMNE INVESTIDURA EN LA IGLESIA DE STO. DOMINGO, CON OCASION DEL TRICENTENARIO DE LA UNIVERSIDAD DE STO. TOMAS . Los caracteres se forman con el yunque del trabajo y de la constancia, crecen en la lucha y con los sacrificios, se fortalecen con el dominio de la propia voluntad y las privaciones de los placeres de la vida, y se purifican con el crisol de la emulación ante el espejo dé vir­ tuosos actos; y la vida escolar universitaria suministra tales medios de perfeccionamiento del carácter. Y bien sabéis, señores, lo que vale el carácter en los hombres. Los problemas que afectan á la humanidad no se resuelven por medio solo de axiomas filosóficos ni de sabias legisla­ ciones; es factor esencial el carácter de las personas llamadas á resol­ verlos . Nadie puede negar que la religión cristiana es la base de la verdadera civilización. Ella representa una renovación de la vida entera de la humanidad. Ella dignificó al hombre; quebró las cadenas del esclavo; combatió la tiranía; predicó la igualdad ante Dios y ante la ley, la sumisión
    [Show full text]
  • Infrastructure In-Depth: Philippines
    Infrastructure In-depth: Philippines 2015 Investment Guide by KPMG in the Philippines In this issue: Philippine Economy and Good Governance Infrastructure Development Plan Insights and Perspectives The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice and after thoroughly considering the circumstances of a particular situation. The views and opinions The articles do not purport to give advice on any particular issue or situation but are meant to be a general guide to the reader who expressed herein are those of the authors and interviewees and do not necessarily represent the views and opinions of R.G. should seek the advice of qualified professionals on issues specific to his situations. Although we endeavor to provide accurate and Manabat & Co., KPMG International or KPMG member firms. timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. © 2015 R.G. Manabat & Co., a Philippine partnership and a member firm of the KPMG network of independent firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. KPMG International provides no client services. No member © 2014 R.G. Manabat & Co., a Philippine partnership and a member firm of the KPMG network of independent firms affiliated with firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG KPMG International Cooperative ("KPMG International"), a Swiss entity.
    [Show full text]
  • Nationalist China in the Postcolonial Philippines: Diasporic Anticommunism, Shared Sovereignty, and Ideological Chineseness, 1945-1970S
    Nationalist China in the Postcolonial Philippines: Diasporic Anticommunism, Shared Sovereignty, and Ideological Chineseness, 1945-1970s Chien Wen Kung Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the Graduate School of Arts and Sciences COLUMBIA UNIVERSITY 2018 © 2018 Chien Wen Kung All rights reserved ABSTRACT Nationalist China in the Postcolonial Philippines: Diasporic Anticommunism, Shared Sovereignty, and Ideological Chineseness, 1945-1970s Chien Wen Kung This dissertation explains how the Republic of China (ROC), overseas Chinese (huaqiao), and the Philippines, sometimes but not always working with each other, produced and opposed the threat of Chinese communism from the end of World War II to the mid-1970s. It is not a history of US- led anticommunist efforts with respect to the Chinese diaspora, but rather an intra-Asian social and cultural history of anticommunism and nation-building that liberates two close US allies from US- centric historiographies and juxtaposes them with each other and the huaqiao community that they claimed. Three principal arguments flow from this focus on intra-Asian anticommunism. First, I challenge narrowly territorialized understandings of Chinese nationalism by arguing that Taiwan engaged in diasporic nation-building in the Philippines. Whether by helping the Philippine military identify Chinese communists or by mobilizing Philippine huaqiao in support of Taiwan, the ROC carved out a semi-sovereign sphere of influence for itself within a foreign country. It did so through institutions such as schools, the Kuomintang (KMT), and the Philippine-Chinese Anti-Communist League, which functioned transnationally and locally to embed the ROC into Chinese society and connect huaqiao to Taiwan.
    [Show full text]
  • MEMORANDUM for DMCI PROJECT DEVELOPERS, INC. to Love One’S City, and Have a Part in Its Advancement and Improvement, Is the Highest Privilege and Duty of a Citizen
    REPUBLIC OF THE PHILIPPINES SUPREME COURT MANILA En Banc G.R. No. 213948 KNIGHTS OF RIZAL Petitioner - versus - DMCI HOMES, INC. ET AL. Respondents MEMORANDUM FOR DMCI PROJECT DEVELOPERS, INC. To love one’s city, and have a part in its advancement and improvement, is the highest privilege and duty of a citizen. – Daniel H. Burnham, architect and master planner of Manila REPUBLIC OF THE PHILIPPINES SUPREME COURT MANILA En Banc KNIGHTS OF RIZAL, Petitioner, - versus - G.R. No. 213948 DMCI HOMES, INC. ET AL., Respondents. MEMORANDUM Private respondent DMCI Project Developers, Inc. (“DMCI-PDI”), by counsel, respectfully states: Prefatory In December 1913, the Jose Rizal National Monument (“Rizal Monument”) was erected on the Luneta as a tomb and a memorial to Jose Rizal. Since its creation in 1907 as the model entitled Motto Stella up to the present, more than a century hence, it has been mired in controversy. The stat- ue of Rizal was criticized as a poor depiction of the national hero, dressed like a European in an ill-fitting overcoat, while the monument itself, according to the Official Gazette web- site, “shies away from magnificence. It does not tower, there are no ornate details, no grandiose aesthetic claims.”1 For decades after its installation until 1961, it stood alone in an empty field. Then the Knights of Rizal, petitioner in this case (“petitioner”), successfully lobbied for the building of a Rizal Memorial Cultural Center at the back of the monument, which was never built. But a towering steel shaft that reached more than 30 meters was installed on the monument, until it was removed two years later after widespread censure.
    [Show full text]
  • World Bank Document
    International Bank for Reconstruction and Development International Development Association FOR OFFICIAL USE ONLY Public Disclosure Authorized SecM87-87 FROM: Vice President and Secretary January 29, 1987 Public Disclosure Authorized MONTHLY OPERATIONAL SUMMARY OF BANK AND IDA PROPOSED PROJECTS (As of December 31, 1986) Public Disclosure Authorized Distribution: Executive Directors and Alternates President Senior Vice Presidents Senior Management Council Public Disclosure Authorized Vice Presidents, IFC Directors and Department Heads, Bank and IFC This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. TABLE OF CONTENTS SECTION REGION PAGES I. EASTERN AND SOUTHERN AFRICA 1 11 Botswana 1 Burundi 1 Comoros . 2 Djibouti 2 Ethiopia 2 Kenya 3 Lesotho 3 Madagascar 4. Malawi 5 Mauritius 5 Mozambique 6 Rwanda 6 The Seychelles 7 Somalia 7 Sudan 7 Tanzania 8 Uganda . 8 Zaire 9 Zambia 10 Zimbabwe 11 Regional 11 II. WESTERN.AFRICA 12 26 Benin 12 Burkina Faso . 12 Cameroon . 13 Cape Verde 14 Central African Republic 14 Chad 14 Congo, People's Republic of the 15 Cote d'Ivoire 15 Equatorial Guinea 16 The Gambia 16 Ghana 17 Guinea 18 _Guinea-Bissau 19 Liberia 20 Mali 20 Mauritania . 21 Niger 21 Nigeria 22 Sao Tome and Principe 24 Senegal 24 Sierra Leone .. 25 Togo 26 - ii - SECTION REGION PAGES III. EAST ASIA AND PACIFIC 27 - 38 China 27 Fiji 29 Indonesia. 29 Korea 32 Lao People's Democratic Republic 32 Malaysia 33 Papua New Guinea 34 Philippines 35 Thailand 37 Vanuatu 38 Western Samoa 38 IV.
    [Show full text]
  • Table of Contents
    TABLE OF CONTENTS I. THE NATIONAL GOVERNMENT A. EXECUTIVE BRANCH Office of the President ................................................................. 3 Office of the Vice-President........................................................ 5 Presidential Communications Operations Office .................... 6 Other Executive Offices ............................................................... 7 Department of Agrarian Reform ................................................ 10 Department of Agriculture .......................................................... 12 Department of Budget and Management ............................... 15 Department of Education ............................................................ 20 Department of Energy .................................................................. 22 Department of Environment and Natural Resources .............. 23 Department of Finance ................................................................ 25 Department of Foreign Affairs ..................................................... 27 Department of Health ................................................................... 33 Department of the Interior and Local Government ............... 37 Department of Justice .................................................................. 40 Department of Labor and Employment..................................... 42 Department of National Defense ............................................... 45 Department of Public Works and Highways ............................. 47 Department of
    [Show full text]
  • Anda,Bolinao, Bani, Alaminos) Creation of BASBASAN Creation of BASBASAN Impact on the South China Sea Side of Pangasinan
    EAS Congress/WP/2007/05 Proceedings of the Workshop on Achieving the MDGs through Enhancing Local Capacities for Integrated Coastal Resources Management: Evidences and Lessons Learned 12 December 2006 Haikou City, Hainan Province, PR China Global Environment United Nations Development International Maritime Partnerships in UNDP Capacity 2015 Facility Programme Organization Environmental Management for the Seas of East Asia PROCEEDINGS OF THE WORKSHOP ON ACHIEVING THE MDGS THROUGH ENHANCING LOCAL CAPACITIES FOR INTEGRATED COASTAL RESOURCES MANAGEMENT: EVIDENCES AND LESSONS LEARNED UNDP Capacity 2015, UNDP Manila and GEF/UNDP/IMO Regional Programme on Building Partnerships in Environmental Management for the Seas of East Asia (PEMSEA) RAS/98/G33/A/IG/19 East Asian Seas Congress 2006 Haikou City, Hainan Province, PR China 12 December 2006 TABLE OF CONTENTS 1. BACKGROUND……………………………………………………………………..1 2. STRATEGY AND OBJECTIVES……………………….. ……….……………….2 2.1. Workshop during the EAS Congress….………………………..…………..2 2.2. Case Study Selection .………………………………………………………2 2.3. Support to Case Study Presenters and Panelists ………………………..3 3. WORKSHOP PROPER ……………………………………………………….……4 3.1. Case Study Presentations ..…………………………………………………4 3.2. Discussion by Panelists ……………………………………………………..7 3.3. Open Forum …………………………………………………………………..8 4. EMERGING CHALLENGES..……………………………………………………. 9 ANNEX 1. Abstracts of Selected Case Studies……………………………….....11 ANNEX 2. List of Speakers and Resource Persons ……………………………25 ANNEX 3. Workshop Program ……………………………………………………..30 ANNEX 4.
    [Show full text]