Professional Documents
Culture Documents
Calinan Public Market Complex
Calinan Public Market Complex
Calinan Public Market Complex
___________________
A Thesis
Presented to the
College of Architecture and Fine Arts
University of Mindanao
Davao City
___________________
In Partial Fulfillment
of the Requirements for the Degree of
Bachelor of Science in Architecture
___________________
PANEL OF EXAMINERS
APPROVED by the Committee on Oral Examination with a grade of
PASSED.
Member
Member
October 2015
ACKNOWLEDGEMENTS
LMV
ABSTRACT
TABLE OF CONTENTS
Page
TITLE PAGE
I
APPROVAL SHEET
II
ACKNOWLEDGEMENT
III
ABSTRACT
IV
TABLE OF CONTENTS
V
LIST OF TABLES
XII
LIST OF FIGURES
XIV
Chapters
1
INTRODUCTION
Background of the Study
Client
Architectural project
GOALS
Function
Mission
Maximum Number
Individual Identity
Interaction/Privacy
Heirarchy of Values
Prime Activities
Security
Progression
Segregation
Encounters
Transportation/Parking
Efficiency
Priority of Relationships
10
Form
11
11
Environmental Response
11
11
Community Relations
12
Community Improvements
12
Physical Comfort
12
Life Safety
12
Social/Psychological Environment
13
Individuality
13
Wayfinding
13
Projected Image
14
Client Expectation
14
Economy
15
Extent of Funds
15
Cost Effectiveness
15
Maximum Return
15
Return on Investment
15
16
16
16
Sustainability
16
Time
17
Historic Preservation
17
Static/Dynamic Activities
17
Change
17
Growth
18
Occupancy Date
18
Availability of Funds
18
FACTS
Function
19
Statistical Data
19
Area Parameters
29
Personnel Forecast
29
User Characteristics
31
Community Characteristics
33
Organizational Structure
35
37
Time-Motion Studies
38
Traffic Analysis
39
Behavioral Patterns
42
Space Adequacy
42
Type/Intensity
43
43
Form
44
Site Analysis
44
Soil Analysis
46
51
Climate Analysis
51
52
Psychological Implications
53
Point of Reference/Entry
54
54
54
Economy
55
55
Market Analysis
55
55
55
Economic Data
56
57
Time
58
Significance
58
58
CONCEPTS
Function
59
Service Grouping
59
People Grouping
60
Activity Grouping
60
Priority
61
Heirarchy
62
Security Controls
62
Sequential Flow
63
Separated Flow
65
Functional Relationships
65
Communications
68
Form
69
Enhancements
69
Special Foundations
69
70
Safety
71
Neighbors
71
Homebase/Office Concepts
72
72
72
Economy
73
Cost-Control
73
Efficient Allocation
73
Multi-Function Versatility
73
73
Recycling
74
Time
75
Adaptability
75
Expansibility
75
Linear/Concurrent Scheduling
75
NEEDS
Function
76
Area Requirements
76
Parking Requirements
80
81
Form
83
83
Building Costs/SM
83
Economy
85
85
85
Operating Costs
87
Time
89
Escalation
89
Time Schedule
89
91
Form
93
Economy
94
Time
94
BIBLIOGRAPHY
APPENDICES
CURRICULUM VITAE
LIST OF FIGURES
Figure
1
Page
Bar Graph of the Results From Satisfactory Survey
33
34
36
37
39
40
41
41
44
10
45
11
45
12
New Site
46
13
49
14
50
15
52
16
53
17
56
18
63
19
Matrix, Market
63
20
Matrix, Bagsakan
63
21
Matrix, Slaughterhouse
64
22
64
23
Matrix, Inn
64
24
65
25
65
26
66
27
66
28
67
29
67
30
67
31
68
32
The Site
70
LIST OF TABLES
Table
Page
20
21
21
22
25
25
26
10
29
11
76
12
77
13
78
14
78
15
79
16
89
17
80
18
81
19
82
26
27
20
Fixed Cost
83
21
84
22
84
23
Summary of Wages
86
24
87
25
88
26
89
27
90
Chapter I
INTRODUCTION
for few specific places a terminal has also been anticipated. A lot of people
still come and go in this place either to market their products or to purchase.
Palengke or the public market in the Philippines being the heart of
every town has some issues being considered as the corresponding reflection
of poverty. Nevertheless, public markets in the Philippines have been running
still though some issues of sanitation and health still emerged. The current
problems regarding public market in the Philippines tend to make the latter
dying and dying more due to the rise of malls and supermarkets (Pabicko,
2002).
As to Calinan, a third district locale of Davao City, a public market has
been put up and has stood for several years already. The public market in
Calinan has been the center of market or the bagsakan of all local agriculture
products coming from nearby barangays and districts like Marilog and Baguio.
It also has been a tourists food destination for the fresh products like durian,
rambutan, lanzones, and pineapples being delivered directly from farms. The
Public market in Calinan, has been catering a lot of vendors and customers
for decades already however there were no further improvements has been
done especially to its sanitation and its system consideration to the traffic
congestion to its nearby streets.
The Calinan Public Market has the huge potential being one of the best
markets in Davao that does not only promote the local fresh products but so
as tourism. Not only can the public market contribute tourism and
entrepreneurship to Calinan but so to Davao City as a whole. Aside from
tourism and entrepreneurship, it may also draw employment and may
contribute to the economic status of the local. The redevelopment of Calinan
Client
The redevelopment of Calinan Public Market is a huge project that
needs a client that would be capable enough to establish and realize the
project. However, redevelopment and state voluntary cleanup programs like
these have evolved under the umbrella of existing public planning
organizations (Russ, 2000). Therefore, by that case, the City Government of
Davao City has the capacity to regard this development that in the near future
would benefit its local residents and its surrounding environment.
The City Government of Davao, being the highest local authority in
Davao, has the authority of regarding all institutional structures and alike for
the welfare and further improvement of the city. With its mission to become a
major growth pole in the international market by
engaging
the
its five performance dimension. Meaning, vitality is the degree to which the
form of places supports the functions, biological requirements and capabilities
of human being. Calinan Public Market Complex will house these following
spaces, the main public market sectioned into wet and dry market,
commercial building, food terminal, slaughter house, the City Economic
Office, terminal for PUJs, motorcycles, vans, and tricycles, and inn for
travellers all in accordance to the needs and activities of the users and
occupants. These spaces shall be parallel to the dimension of vitality as Lynch
implicates. In order for the dimension Lynch has described be followed, the
formation of the structures shall conform based on the needs. With this at
hand, the architectural project will eventually help the minimization of the
expenses.
Chapter II
GOALS
Function
The matters that blur out the possibility of Calinan Public Market of
becoming major contributors of the districts rise in economic status have
opened the doors of one of the ideas to redevelop and find solution to the
problem. The awareness of the current situation reveals some important
values to regard in fulfilling the goals; it also offers the space of improvement
and the possibility of the planned changes of the current market.
Mission. The redevelopment of Calinan Public Market seeks to
become one of the best markets that caters entrepreneurship and promotion
of its local products to the country and to the world with its sustainability,
resiliency and awareness to its environment bringing with it the concern of
public health and safety and in return help the economic status of the area.
Maximum Number. As a whole, the Calinan Public Market Complex
should become interactive for the costumers and to the vendors; it should
understand the needs and therefore realize these needs; it should be open
and inviting at the same time. However, the redevelopment shall reconsider
the number or people that would come into the market. As projected, the
market shall cater over a hundred of customers everyday and shall also host
the possibility of additional number of people would come on peak seasons
and holidays.
Individual Identity. According to the Senate Bill 1319 also known as
National Market Code of the Philippines, a Public Market shall be understood
10
design moderates the use of energy systems which includes daylighting and
ventilation.
Priority of Relationships. Calinan Public Market Complex should be a
place where people can be comfortable either to trade or just hang out to
explore the industry of food and others. However, on the other side, public
markets usually prohibit chain stores and franchises. They focus on
businesses that are locally owned and operated which highlight the best of
local foods, crafts, music, heritage and culture (Zaretsky, 2012). Being
chained by this fact, the redevelopment should have extents and limits
towards franchising industry; it should focus in promoting local farmers and
entrepreneurs capability to showcase local fresh products.
Form
In order to be acknowledged more by the extended communities and
nearby cities, the Calinan Public Market should be at its best. Achieving the
11
best means, it should draw people by its architectural features, flexibility and
adaptation to its culture aside from its showcased products.
Bias on Site Elements. The proposed Calinan Public Market Complex
is a redevelopment of the current Calinan Public Market. The current public
market has the usual spaces intended for the market production. Space like
slaughterhouse and bagsakan have been provided, however the case of
sanitation has been a real problem, the redevelopment shall maintain these
spaces that has been designated already.
Environmental Response. The concept of good architecture has
shifted to encompass the notion of a building that is sensitive to its
environment one that will adequately protect the environment from the
potential pollution and degradation caused by human habitation (Williamson,
Radford, & Bennetts, 2002). Since the proposed Calinan Public Market
Complex is one of the communitys centres, therefore, it should be in parallel
to the protection and development of its environment as stated. It shall seek to
become an advocate of protecting the environment through advancing
sustainable design.
Efficient Land Use. The Calinan Public Market located along the
Davao-Bukidnon Road has the real potential to be known. Its site is in the
corner of a crossing which implies a good edge in marketing and is qualified
as citys minor commercial zone (C-1). With the sites entire marketing asset,
the redevelopment shall efficiently use the site making it more productive at
the same time adapting still the sustainable design concept.
12
13
larger the number of customers may come and stop by in the market. For
example, according to survey data, 98% of the adults living within a 30 mile
radius of Seattles Pike Place Market had visited at least twice during the
preceding year. Pike Place Market enjoys roughly 14,500,000 customer visits
annually (Zaretsky, 2012). With this concern, the redevelopment of the
Calinan Public Market shall respond with the kind of demand that would arise
in the near future. The response should be in parallel and justifiable when it
comes to spaces and in correspondence to function.
Individuality. In promoting the individuality without intending to take
away the diverse and united attitude or ambiance of the market, it shall then
be proper to categorize the vendors into different stall sizes that fit to their
range. These stalls shall then be categorized again depending upon their
products. With this, there will be further organization in the market that soon
will benefit not only the vendors so as the customers.
Wayfinding. The site also has a good wayfinding and could be one of
the reference points. However, the current development causes traffic
congestion since there were no proper parking spaces anticipated. The
planned redevelopment should implement sound planning that concern the
pedestrian and automobile mobility and parking within and around the site
without risking the sense of orientation. Furthermore, it should cast priorities
also for differently abled persons.
Projected Image. Calinan Public Market Complex will be a
modernized public market. Its design shall be modern yet caught up still by
the idea of being Filipino. It shall stick to the essence of an open and freed
marketing and trading incorporated by the promotion of local products yet
14
Economy
Extent of Funds. Public Markets are complex, multi-million projects
that need substantial grant funding (Zaretsky, 2012). These funding needs, in
order to realize the project, will be catered by the client which is the City
15
Government of Davao. All the maintenance services will be funded under the
umbrella of the government.
Cost Effectiveness. The Calinan Public Market Complex cost
effectiveness shall be proved through efficiency on energy consumption and
the continuity of the run of the businesses within the market. It shall also
project its cost effectiveness through attractive design features and adequacy
of its designated spaces.
Maximum Return. Most of the money will be vested upon the
redevelopment of the market and the additional structures in the site. Through
the market and the additional structures such as the inn and commercial
buildings the money vested shall be returned duly.
Return on Investment. For a government funded project, the Calinan
Public Market Complex need not to investigate furthermore for the return of
investment since the market itself will be the service that rendered by the
government for the betterment of the community. Nevertheless, the
investment shall be expected returned in duly purposeful amount of time. The
Calinan Public Market Complex shall gain its profit from stall rentals and inns
income. With this, after the investment is returned, the redeveloped Calinan
Public Market shall activate to the peak of its full potential while maintaining
and minimizing operating cost.
Minimizing of Operating Cost. As a government funded project, the
Calinan Public Market should showcase efficiency through sustainable and
resilient design. Part of its financial attributes from its profit shall support the
16
Time
Historic Preservation. The current market is declining its appeal each
year as observed. Due to lack of maintenance, the face of the public market
17
has been the reflection of unorganized and unmaintained public place. The
client wants to make the redevelopment one of the reference points of the
community. With that, the redevelopment shall preserve its design and
sanitation quality through time.
Static/Dynamic Activities. The trading industry in the Calinan Public
Market Complex will be major. This industry shall remain as static as possible.
The development will be drawing attention however the goal to make the
trading industry static it shall also adapt to changes. It shall then also be
dynamic when it comes to trading industry through design features and ideas.
Change. Globalization can affect welfare through the workings of the
labor market (Villamil & Hernandez, 2003). With this, the redevelopment shall
be globally competitive especially the ASEAN integration has come. Though
the ASEAN Political-Security Community and the ASEAN Socio-Cultural
Community do not receive as much attention, but they serve as foundations
for the economic pillar of the integration exercise in Southeast Asia (Federico
M. Macaranas, 2013). The Calinan Public Market shall seek to adapt its halls
with various types of vendors small or large it may with this sudden change in
the country; it shall be in due time be the hive of food products and other
commercial industries interacting and competing internationally. As time goes
by, the redevelopment seeks to be inclined to the latest trend and shall remain
the intensity of being one of the best spots for food trips and other activities
alike.
Growth. The change of Calinan Public Market being a complex shall
achieve the very goal to satisfy its customers and farmers through the
promotion of modern trading industry and design. For example, according to
18
survey data, 98% of the adults living within a 30 mile radius of Seattles Pike
Place Market had visited at least twice during the preceding year. Pike Place
Market enjoys roughly 14,500,000 customer visits annually (Zaretsky, 2012).
The example, projects the possibility of the rise of customers especially now it
is developed. Therefore, the redevelopment shall be adaptive to the growth on
population and the possibility or potential to be on eof the food hives in
Davao.
Occupancy Date. The Calinan Public Market Complex will be
occupied even if the construction is still going on. Since, the client doesnt
want to disrupt the trading because it may kill many entrepreneurs business
for months. But, the redeveloped Calinan Public Market will be projected to
operate completely by 2016.
Availability of Funds. The availability of funds of the Calinan Public
Market will be from the rentals of the stalls and the income from the inn and
terminal fees. All other funds that will lead to the maintenance and operating
cost will be funded by the government in additional to the markets income.
Chapter III
FACTS
Function
19
20
Zone (TU), Conservation Zone (CZ), Water Zone, Planned Unit Development
(PUD), Protected Zones.
Table 1
Demographic Characteristics of Davao City by Age and Sex Distribution
Age Group
Both Sexes
Male
Total
1,443,890
721,353
Under 1
32,345
16,823
1-4 yo
128,467
66,597
5-9 yo
149,404
77,182
10-14 yo
143,470
73,167
15-19 yo
152,126
72,551
20-24 yo
146,700
71,610
25-29 yo
127,156
63,466
30-34 yo
114,094
58,025
35-39 yo
98,139
50,173
40-44 yo
84,617
42,578
45-49 yo
71,051
35,264
50-54 yo
61,484
30,189
55-59 yo
48,125
23,759
60-64 yo
33,720
16,462
65-69 yo
21,206
9,979
70-74 yo
15,119
6,799
75-79 yo
8,721
3,676
80 and over
7,946
3,053
Source: National Statistical Coordination Board
Female
Sex Ratio
722,537
15,522
61,870
72,222
70,303
79,575
75,090
63,690
56,069
47,966
42,039
35,787
31,295
24,366
17,258
11,227
8,320
5,045
4,893
99.8
108.4
107.6
106.9
104.1
91.2
95.4
99.6
103.5
104.6
101.3
98.5
96.5
97.5
95.4
88.9
81.7
72.9
62.4
Table 2
Number of Households, Household Population, and Average Household
Size in Davao City, 2010 and 2000
Census
Year
Household
Population
Number of
Households
Average
Household Size
21
2010
2000
1,443,890
1,145,033
334,473
240,057
4.3
4.8
The lands of Davao ranked sixth of the most visited cities in the
Philippines. It garnered about 0.68 million tourists accommodated as of 2010
due to its festivities and natural attracting features (as shown in Table 3).
These tourists are also very much attracted to the ever famous Durian fruit
especially during its seasons. With the production of Durian and other
agricultural productions, public markets in Davao like Calinan Public Market
suddenly came to life. The bulk of tourists in Davao annually will be a
consideration since some of these tourists will eventually visit commercial
establishments like public market.
Table 3
Visitors Counted By the Department of Tourism (DOT) From
Accommodation Establishments in 2010
1
2
3
4
5
6
City
Cam Sur
Metro Manila
Cebu
Boracay Island
Baguio City
Davao
Number of Visitors
2.33 million
2.30 million
1.77 million
0.78 million
0.74 million
0.68 million
There are about 9 public markets in Davao and one of them is situated
in Calinan. These markets have been running for years due to the continuous
agricultural production. In Table 4, the statistics shows Davaos agricultural
production, which then implicates the largest productions are bananas and
coconuts among commodities. In tables 5 and 6 depicts Davao Citys
22
production
in
livestocks
and
fisheries.
As
shown
in
table
largest productions are the poultry and hogs. All the productions are generally
seen and bought in public markets.
Table 4
Agricultural Production in Davao City, 2006-2010 (in Metric Tons)
Commodity
2006
2007
2008
2009
2010
54,258
34,452
27,404
30,104
28,396
37,548
48,328
53,768
47,842
41,760
191,749
205,333.21
217,238.76
223,597.41
227,651.51
856.3
763.94
637.4
619.91
530.55
19,358
24,895.40
21,495.40
26,457.85
36,822.26
567
917.26
735.45
676.53
820.25
1,874
1,486.63
1,241.45
1,218.60
1,004.74
10,109
9,492.08
8,118.98
8,325.01
8,047.81
107.72
138.84
96.1
93.5
179.15
4,346
3,636.93
3,591
3,502.05
3,484.35
17,994
21,088.90
20,963.82
21,153.77
21,591.30
358
434.19
362.74
357.93
396.14
PALAY
Production (mt.)
CORN
Production (mt.)
Fruit Crops
BANANA
Production (mt.)
CALAMANSI
Production (mt.)
DURIAN
Production (mt.)
LANZONES
Production (mt.)
MANDARIN
Production (mt.)
MANGO
Production (mt.)
MANGOSTEEN
Production (mt.)
PAPAYA
Production (mt.)
PINEAPPLE
Production (mt.)
RAMBUTAN
Production (mt.)
WATERMELON
23
Production (mt.)
335
348.62
372.48
380.06
316.7
21.65
22.08
21.99
21.99
22.43
1,376
1,164.92
1,143.71
1,142.97
1,162.41
1.89
1.79
1.91
1.88
1.32
885
836.94
832.22
850.05
836.39
2.07
1.98
2.09
2.06
1.7
220,817
212,438.14
219,066.10
239,083.93
237,383.47
8,288
4,793.68
4,487.97
4,080.95
3,625.31
741.28
739.43
683.92
673.97
677.79
130.21
126.27
137.77
137.72
136.86
1,934.08
1,523.24
1,692.20
1,613.53
1,618.14
1,433.48
1,420.53
1,411.29
1,384.26
1,387.33
139.81
121.2
128.55
119.68
116.22
811.91
814.12
844.39
847.7
846.3
263.75
266.48
277.19
278.84
278.5
Non-Food
ABACA
Production (mt.)
RUBBER
Production (mt.)
TOBACCO
Production (mt.)
Industrial and
Commercial Crops
CACAO
Production (mt.)
CASHEW
Production (mt.)
COCONUT
Production (mt.)
COFFEE
Production (mt.)
Vegetables, Roots
and Tubers
AMPALAYA
Production (mt.)
BELL PEPPER
Production (mt.)
CABBAGE
Production (mt.)
CAMOTE
Production (mt.)
CARROTS
Production (mt.)
CASSAVA
Production (mt.)
CHAYOTE
Production (mt.)
EGGPLANT
24
Production (mt.)
4,361.91
3,821.07
3,596.75
3,657.88
3,323.13
116.68
120.04
118.39
117.98
124.86
375.28
375.45
353.72
355.08
355.15
52.08
53.28
51.77
51.11
51.79
108.93
105.73
102.79
98.07
99.33
96.75
98.73
107.19
108.89
110.06
353.11
354.79
335.72
325.14
297.38
733.14
725.59
656.09
647.12
658.87
96.5
97.01
100.84
96.32
96.38
19.52
20.68
18.99
18.23
14.13
GABI
Production (mt.)
GOURD
Production (mt.)
HABITCHUELAS
Production (mt.)
MONGO
Production (mt.)
OKRA
Production (mt.)
PEANUT
Production (mt.)
TOMATO
Production (mt.)
UBE
Production (mt.)
WHITE POTATO
Production (mt.)
Table 5
Livestock and Poultry Production Inventory of Livestock and Poultry
Production, in heads, 2006-2010
Type (in
heads)
Swine /
Hogs
Cattle
Goat
Carabao
Ducks
Poultry
2006
2007
2008
2009
2010
234,830
230,960
236,120
239,330
238,904
42,653
55,488
50,236
65,997
3,009,562
45,392
52,537
42,247
59,417
3,926,938
46,001
51,337
40,158
58,918
3,902,338
44,336
53,051
38,456
54,424
3,648,917
44,162
52,196
39,586
47,675
3,405,752
25
Table 6
Fish Production in metric tons, 2006-2010
Type (in metric tons)
Municipal Inland /
Marine
Commercial Deep
Sea
Aquaculture
Fishponds
Total
2006
1,270
2007
1,492
2008
1,300
2009
1,235.70
2010
1,124.70
6,127
6,538
4,525
3,770.20
4,163.75
1,453
1,372
1,429
1,248.82
1,431.18
8,850
9,402
7,254
6,254.72
6,719.63
Area
(Hectares)
49.99
249.99
116.66
416.65
833.29
Percentage
6%
30%
14%
50%
100%
26
Table 8
Demographic Characteristics of Calinan by Household Distribution
Purok/Sitio
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
Number
135
82
63
61
45
280
205
91
208
116
181
72
105
129
275
77
147
148
188
251
53
110
206
120
420
83
39
112
24
42
70
60
66
107
107
119
110
171
Population
779
378
270
327
157
2200
1071
362
1300
478
1311
280
547
780
630
349
627
605
570
1186
237
1050
911
1000
2000
384
179
367
130
197
283
400
280
320
476
571
855
825
27
TOTAL
4878
24672
Table 9
Demographic Characteristics of Calinan by Sex Distribution
Purok/Sitio
Male
Female
Total
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
388
187
135
146
82
1070
552
161
633
235
647
123
258
384
307
175
288
299
276
582
116
512
461
534
969
183
90
187
63
91
135
191
137
157
240
391
191
135
181
75
1130
519
201
667
243
664
157
289
396
323
174
339
306
294
604
121
538
450
466
1031
201
89
180
67
106
148
209
143
163
236
779
378
270
327
157
2200
1071
362
1300
478
1311
280
547
780
630
349
627
605
570
1186
237
1050
911
1000
2000
384
179
367
130
197
283
400
280
320
476
28
36
37
38
TOTAL
279
403
391
12067
292
452
434
12605
571
855
825
24672
Table 10
Agricultural Production in Calinan
Purok/S
itio
1
2
3
11
12
14
15
17
22
TOTAL
A/P
30
20
20
50
20
50
30
5
225
Palay
Product
ion
72,000
48,000
48,000
120,000
48,000
120,000
72,000
12,000
Major Crop/Commodity
Banana
Durian
A/P Product A/P Product
ion
ion
540,000
5
5
136,500
136,500
5
5
40,000
40,000
Pomelo
A/P Product
ion
10
225,000
10
20
176,500
401,500
29
30
receiving and computing datas directly from other offices or from the market
itself. The substantial inspecting is job done by the two Inspectors. Inspectors
are the ones who will inspect the market; they are generally tasked to inspect
the stalls and bagsakan. The supervision of the entire premises is being done
by the market supervisors. There were about 429 market stalls plus 142 make
shift stall (sprawled stalls) summing up into total of 571 stall in the market.
These market stalls have approximately 1-5 members including helpers and
kargadors.
deployment of security guards divided into three teams shifted every eight
hours. Each team is lead by the team leader who will also be the desk officer
during the shift. Under the leaders were the security guards assigned to
secure the entire premises and the slaughter house. Moreover, the slaughter
house management is job done by the slaughterhouse officer.
All personnel under the City Economic Enterprise of Davao envision
being a model government office that contributes to the development of
Davao City through professional, honest and efficient public service. With the
drive to be a contribution to the community, the office stands to do its mission
to be a corps of competent civil servants managing viable economic
undertakings, a result-oriented government office delivering professional,
honest and efficient public service, and a responsible employer who makes
employment a worthwhile and satisfying experience.
User
Characteristics.
The
Calinan
Public
Market
is
mainly
31
away
from
Davaos
Metro,
Calinan
residents
still
spontaneously
Cebuano,
has
to
been
live
32
4
3.5
3
2.5
2
Rating
1.5
1
0.5
0
Q1
Q2
Q3
Q4
Q5
33
For the over-all rating for the Calinan Public Market, it was only rated
by the respondents with just an average performance for its organization,
sanitation, security systems, commodities sold, and vendor manners.
Since the redevelopment will be an extension also for nearby communities,
the results may represent also the perceptions of people resided in Marilog,
Baguio, Tugbok, Suawan, Lamanan, Tamugan, and Wangan area.
Community Characteristics. Calinan is a thriving community. It was
originated several years ago and developed through the years. The
development of the community started as a sprawl which then continued
through time. Eventually, the growth of the said community has shown
through gradual developments. These gradual developments are mostly
commercial establishments, housing developments and road concreting
projects. Now, it has proven itself as a diverse community of being the home
of about 24,672 of mixed ethnicity population.
Currently, Calinan belongs to the third congressional district of Davao
City. It is composed of 38 purok/sitios that are designated to either from North
barangay Dacudao, South barangay Wangan, East and West barangay
Talomo River. Its reach of about 27.13 kilometers away from the City Hall
located in downtown area makes the community dependent on automobiles
like trucks, jeepneys, vans and motorcycles for transportation matters.
Figure 2
Calinan Barangay Zoning by Purok
34
Calinan has a total area of 833.29 Hectares. It was divided into parcels
of institutional, residential, commercial and agricultural land use. 50% of the
area is dominated by the agricultural land use which then depicts the very
good soil for agricultural commodity production. The production of agriculture
is the bread and butter most of the residents making most of them selfemployed.
Organizational Structure. The City Economic Enterprise Office units
are administered by the office manager. These units include 9 public markets,
1 overland transport terminal, main (Ma-a) and 3 satellite slaughterhouses
(Calinan, Mintal, Toril), 1 sea port (Sta. Ana), 1 park (Magsaysay), 10
cemeteries and 1 recreation center (Almendras Gym). These units were put
up in different years but put under one management when the City Economic
Enterprise Office was created upon reorganization of the city's bureaucracy in
1996. Currently, it has an eight year-old organizational goal which was
developed in December 2, 2004 by management and all the supervisors. For
calendar year 2009, Economic Enterprise implemented 7 programs namely;
Operation of nine (9) city-owned public markets.
35
36
Calinan Public Market on the other hand, has the supervisor as the
head of the office. Under the supervisor are the office staffs, inspectors,
market sweeper, slaughterhouse officer, and the market supervisors. In
knowing these staffs, the redevelopment will know the proper gross floor area.
Figure 4
Organizational Chart of City Economic Enterprise, Calinan Division
Officer in Charge
Inspector
Office
Market
Staf
SupervisorMarket Sweeper Slaughterhouse
Team Leader
Team
1 Leader 2
Team Leader 3
37
38
for the nearby residents, Calinan Public Market is just a walk reach taking 5
minutes or less regardless for those in much further areas.
Figure 5
The Site Location
Source: Google Maps
39
40
Figure 7
Honesto Garcia Street
Figure 8
Market Road 1 During Night Time.
41
42
43
shall provide ramps and other convenient facilities related to make the market
functional and have well-rounded activities. For example, regular stairways
shall complement the market systems and activities. Along with the stairways
are the facilities like toilets intended for the physically challenged people.
Form
Site Analysis. Calinan Public Market is located 711'26"N 12527'16"E
Davao City. It is currently standing in a 14,280 sq. m lot (shown in figure 9)
surrounded by the roads Davao-Bukidnon Highway, Honesto Garcia St. and
the ends of the Villafuerte St. Since the area is too small, the redevelopment
will be extended towards North-West filling up the whole block making the site
a total of 28, 331 sq. m (Shown in figure 12). The markets site is quite an
irregular shape. It is surrounded by commercial establishments also like
NCCC supermarket just across the market, One Network Bank and Mercury
Drug.
Figure 9
The Current Site
44
Figure 10
The Site. Birds Eye View
Figure 11
The Site. Mans Eye View (scene from Honesto Garcia St.). Market
Building 2
45
Figure 12
The New Site
Fluvial landforms
b.
c.
d.
e.
Karst landform
46
Fluvial landforms. The fluvial landforms define the Davao River and
tributaries active channel and floodplains.
Lower Talomo volcanic foot slope. This area defines the broad and
elevated flatlands covering the Calinan area. It is chiefly underlain by gently
dipping volcaniclastics.
Dedudational landform in volcanic rocks. Intercalated andesitic lava
flows and pyroclastic rock with dominant denudational processes made up
this landform. It occupies the southwestern part of Calinan quadrangle.
Denudational landform in sedimentary rocks. A greater part of the
quadrangle is occupied by the sedimentary hills and slopes. Several Sub-units
can still be delineated within this landform based on relief and specific origin,
however, due to the reconnaissance nature of activity, further delineation of
sub-units was not attempted to this time. It is interesting to note that a lot of
mass movement were mapped within this landform.
Karst landform. Karst landform develops mainly on areas underlain by
limestone especially if excess rainfall is available. Karst landform can be
recognized within Malabog area wherein positive and negative landforms can
be identified.The section of the property with relatively steeper slopes defines
the southeast boundary. The area is generally underlain by intercalated and
compacted
an overlain by relatively thin blanket of surficial deposits. The basalticandesitic volcanic rocks in the property are most probably derived from the
Sibulan-Talomo-Apo volcanic complex, which is responsible for the most
widespread lithology in the area, effectively blanketing a substantial portion of
Catalunan Pequeno and other adjacent barangays.
47
48
Figure 13
Flood Susceptibility Map of Davao
49
Figure 14
Landslide Susceptibility Map of Davao
50
FAR & GAC. According to P.D. No. 1096, THE 1977 NATIONAL
BUILDING CODE OF THE PHILIPPINES (NBCP) the percentage of site
occupancy by a building/ structures shall be taken at the ground level and
shall be exclusive of courts, yards and light wells. Courts, yards and light wells
shall be measured clear of all projections from the walls enclosing such wells
or yards with the exception of roof leaders, wall copings, sills or steel fire
escapes not exceeding one point two meters (1.2 m) in width.
Climate Analysis. In Philippines, there are only two seasons the wet
and dry. The country is located above the equator and is included in tropical
zone. Annually, Philippines is hit by typhoons. Typhoons have a great
influence on the climate and weather conditions of the Philippines. Philippines
has the average temperature of 25.5 degree celcius. A great portion of the
rainfall, humidity and cloudiness are due to the influence of typhoons. Due to
high temperature and the surrounding bodies of water, the Philippines has a
high relative humidity. The average monthly relative humidty varies between
71 percent in March and 85 percent in September. The combination of warm
temperature and high relative and absolute humidities give rise to high
sensible
temperature
throughout
the
archipelago.
It
is
especially
51
Figure 15
Sun and Wind Path
52
53
Survey Results
16
14
12
10
8
Public Market
Supermarket
6
4
2
0
Question1
Question2
Question 3
Question 4
Question 5
Question 6
54
and
Equipment
Costs.
For
government
funded
development Calinan should have justifiable costs for the said project. Since it
is a redevelopment it will really make a huge change for the market. There
would be additional facilities to which therefore sums up estimated 25,000PhP
gross per area. When multiplied to the total area it will sum up over
24,475,000PhP.
Economy
Cost Parameters and Maximum Budget. Cost per square meters will
be defined 25,000PhP. The latter then is multiplied to area unit per 429 stall
owners, 25 office workers, and average customers daily is approximately 700
55
56
57
Time
Significance. Since most of the neighbouring establishments are
commercial spaces, there is no need for consideration of historical
preservation. However, the development shall take consider the nearby park
which resided a few meters away from the market. Parks are very significant
58
especially for a community; therefore the redevelopment shall take note its
functional impact towards the park.
Activities and Projections. In due time, the seasonal fruits and crops
may affect the public markets performance. This will be a constant change
that the market should take regard. Eventually, when the market is
redeveloped, theres a huge possibility of increase of customers. These
customers could come from nearby districts and communities.
When it says the near future, the redevelopment shall be projected to be a
hive of many consumers and customers. The said projection needs sufficient
spaces and shall be flexible for additions.
Chapter IV
CONCEPTS
Function
59
Service
Grouping.
Public
Market
generally
classified
along
60
61
62
63
2. Market
3. Bagsakan
4. Slaughterhouse
64
5. Transport Terminal
6. Inn
7. Commercial Building
65
2. Market
66
3. Bagsakan
4. Slaughterhouse
5. Terminal
67
6. Inn
7. Commercial Stalls
68
Form
Enhancements. The project is redevelopment of the current Public
Market. Since the area will be extended filling up the whole block. The
redevelopment will make a huge change for the area. Though there are areas
that will be preserved but it would be just minimal since there are problems,
huge problems that currently needing curing. One problem if the
redevelopment takes place is the congestion of traffic. In order to solve the
problem of congestion, the plan should be reorganized.
69
70
71
by
commercial
establishments.
Only
that,
when
the
redevelopment will take up to two storeys and up, it may catch up the view of
surrounding mountains. When the sun rises up the smallest side of the
parameter may see it perfectly. However, it may be utilized to be seen if
theres a proper design that will view it.
72
73
effective for all the users. The structure shall be versatile for any changes over
time.
Energy Conservation & Cost Reduction. Conserving energy is vital
in the current location. The dependency of Davaos electricity to the hydroelectric power of Maria Cristina Falls may not be sufficient especially during
summer months. In order to establish a fill to the problem, the redevelopment
shall be designed to accommodate sunlight without intending to warm the
inside facilities. Daylighting could be a solution to the lighting of the whole
structure allowing energy conservation. Parallel to the conservation when it
comes to power is the water consumption. The redevelopment shall be
efficient in using water. In order to establish efficiency in water, it will be
having a rainwater harvesting system which will be used for cleaning and
washing.
Recycling. Recycling water may be impossible but as of the current
generation there are several ways to recycle things like water. The biofiltration
system, that has developed just years ago, is a factor that can be considered
especially water is very important in running most of the facilities. The system
is conceptualized to reuse water in order to use for washing and other nonpotable stuff. It would be very efficient for the redevelopment and sustainable
at the same time.
74
Time
Adaptability. The project is redevelopment, though it has no
implication of historic preservation, it seeks to preserve the face of being the
public market, the market of the masses and the local. The changes like the
modernization and implementation of new technological systems may shift the
Public market from old dingy place to a very well established and planned
design. However, the redevelopment shall adapt to its environment that still
wants a traditional, open, patriotic and vibrant market.
Expansibility. The possibility of expansion of the development may
occur especially when the community is growing. If the area is fully occupied,
there is no other way to expand is to go up higher. Having additional storey
may not be bad especially when the foundations are properly done that allows
also for additional load.
Linear/Concurrent Scheduling. Since the market vendors are already
present, when redeveloping the market, the market shall still run. There
should be an allocation for the vendors to continue their business. The
development is for the improvement and does not seek to choke the
75
Chapter V
NEEDS
Function
Area Requirements. Table 11 shows that the overall floor area of the
market per square meter is 2,628 square meters. Abattoir or slaughterhouse
needs 1,035.6sqm; Bagsakan needs 1,902sqm; Commercial building requires
1,726 sqm; Inn requires 1,041.9 sqm; terminal needs 1,002.8sq m, and food
cove requires 1,000sqm. For a total area requirement of 8,527 sq meters, the
site would be enough however parkings and walkways are not yet included.
Therefore, by that case theres no other way to maximize the space is to build
it up vertically.
Table 11
Summary of Total Load
Space/Building
Market
Abattoir
76
Bagsakan
Commercial Building
Terminal
Inn
TOTAL
403
1,726
1,003
1,042
7,838
Table 12
Market Building Occupancy Load
Space
Number of
Units
Minimum
Area (Sq.
m)/Unit
Entrance
600
600
Information Area
Fish Section
40
3.1
124
Seafood Section
40
3.1
124
Meat Section
45
3.1
139.5
Poultry
40
3.1
124
Entrails
35
3.1
108.5
Vegetable Division
40
3.1
124
Fruit Division
40
3.1
124
40
3.1
124
40
3.1
124
Flowers Section
30
3.1
93
Handicrafts Division
30
3.1
93
25
3.1
77.5
Dry Goods
25
3.1
77.5
Wet Market
Dry Market
77
Aisles
500
0.9
450
Storage
28
56
Utility Room
28
28
Maintenance Room
28
28
TOTAL
2,628
Table 13
Transport Terminal Occupancy Load
Number
of Units
Space
Cashier
Minimu
m Area
(sq.
m)/Unit
Total Floor
Area (sq.m)
9.3
27.9
Waiting Area
300
1.4
420
Utility Room
27
27
Parking
40
12.5
500
Office/Information Desk
9.3
27.9
TOTAL
1002.8
Table 14
Inn Occupancy Load
Space
Number of
Units
Minimum
Area(sq.m)/Unit
Total Floor
Area (sq.m)
Lobby
100
100
Reception
50
50
Lounge
50
50
Office
9.3
27.9
78
Bedroom
25
18.6
465
Storage
27
81
Kitchen
32
64
Utility Room
27
54
Atrium
150
150
TOTAL
1041.9
Table 15
Commercial Building Occupancy Load
Space
Number of Units
Gadgets Division
8
Foods Division
8
Clothing Division
10
Accessories Division
7
Utility Room
2
City Economic
Enterprise
Chief's Office
5
Staff's Office
20
Conference Room
1
Lounge
1
Storage
2
Kitchenette
1
Utility Room
2
TOTAL
Minimum
Area
(sq.m)/Unit
Table 16
Bagsakan Occupancy Load
32
32
32
32
27
28
9.3
100
50
27
32
27
Total Floor
Area (sq. m)
256
256
320
224
54
140
186
100
50
54
32
54
1726
79
Space
Meat Section
Fish Section
Vegetables
Section
Fruit Section
TOTAL
Number
of Units
30
30
Minimum
Area
(sq.m)/Uni
t
3.1
3.1
Total
Floor
Area (sq.
m)
93
93
35
35
3.1
3.1
108.5
108.5
403
Table 17
Slaughterhouse Occupancy Load
Space
Number
of Units
Minimum
Area/Unit
Total Floor
Area (sq. m)
10
50
500
Slaughter Area
10
32
320
Dressing Section
9.3
46.5
9.3
46.5
Storage/Refigeration
27
54
Waste Disposal
50
50
Office
9.3
18.6
TOTAL
1035.6
80
Table 18
Summary of Total Parking Slots
Space
Gross
Floor Area
(sq.m)
Market
2,628
125
21
Abattoir
1,036
5.5
1000
Bagsakan
1,092
5.5
1000
643
3.3
1000
Food Cove
1,154
0.3
70
Commercial Building
1,110
1000
Terminal
1,003
5.5
1000
Inn
1,042
1.5
125
13
City Economic
Enterprise Office
Total No.of
Slot/GFA Parking
Slots
Slot
TOTAL
Outdoor
62
Space
Requirements.
Outdoor
requirement
include
landscaping and all the details and facilities for further development and
improvement of the site or the project. Since there are redevelopments, the
roads may be altered. Due to alteration most of the outdoor requirement are
new and therefore has new costing. Table 21 shows the summary of the
outdoor land requirements
81
Table 19
Outdoor Space Requirements
Space
Road
Number of
Units
Minimum
Area
(sq.m)/Uni
t
Total
Floor
Area
(sq.m)
600
1,200
100
18
1,800
Perimeter Fence
1,491
1,491
Landscapes
1,500
1,500
Guardhouse
27
100
300
TOTAL
6,318
82
Form
Site Development Costs. Site Development Cost consists of all the
overall fixed cost of the development. It includes the land requisition, land
development of site and the cost of the building. The total estimated cost of
the redevelopment will be 202,504,300.00 PhP.
Table 20
Fixed Cost
Development
Land Acquisition
Land Development of
Site
Cost of Building
TOTAL
Cost (PhP)
3,265,300.00
26,803,000.00
172,436,000.0
0
202,504,300.0
0
83
Table 21
Total Building Costs
Space/Building
Area in
sq.m
Total Cost
(PhP)
2,628
1,036
403
22,000.00
22,000.00
22,000.00
57,816,000.00
22,792,000.00
8,866,000.00
1,726
1,003
1,042
22,000.00
22,000.00
22,000.00
37,972,000.00
22,066,000.00
22,924,000.00
Market
Abattoir
Bagsakan
Commercial
Building
Terminal
Inn
TOTAL
172,436,000.00
Table 22
Costs of Land Development of Site
Development
Total Area
(sq.m)
Cost/Area
Total Cost
(PhP)
Road
1,200
3,000.00
3,600,000.00
1,800
3,000.00
5,400,000.00
800
3,200.00
2,560,000.00
Landscapes
1,500
9,000.00
13,500,000.00
Guardhouse
27
9,000.00
243,000.00
300
5,000.00
1,500,000.00
Perimeter Fence
TOTAL
26,803,000.00
84
Economy
Budget Estimate Analysis. The redevelopment will need a lot of
financial support since it needs a lot of alteration towards the building and the
site development. The total net income of the development is:
Total net Income = Income (Salaries + Operating Cost)
Total net Income = 41,628,000 (4,272,000 + 4,205,153.40)
Total net Income = 33,150,846.60
Since it is a government funded development the return of investment
may be disregarded in analysis of finances. Furthermore, the goal of the client
in having the development is to help the people in Calinan to rise up in
economic status and therefore not seek to return of all the investment no
matter how large it may be. However, in order to give justification to the goal
of efficiency, within 6.1 years the investment will be returned. The total net
income of the development will thus be returned to the government for
another purposeful usage.
Cash Flow Analysis. Table 23 shows the summary of the total wages
needed annually depending upon the profession or work of the employee.
Table also shows the monthly wage. In Table 24, it shows the annual income
of the market due to the stalls for lease and the room for rent in the inn and
the terminal.
85
Table 23
Summary of Wages
Profession
Market Administrator
Market Master
Personnel Manager
Asst. Personnel
Manager
Food Cove Manager
Building Administrator
Asst. Building
Administrator
Architect
Receiving Officer
Asst. Receiving Officer
Receptionist
Executive Secretary
Accountant
Check Master
Maintenance Engineer
Plumber
Electrician
Aircon Technician
Carpenter
Painter
Security Guard
Veterenarian
Landscaper
TOTAL
No. of
Personn
el
1
1
1
Monthly Wage
(PhP)
20,000.00
16,000.00
13,000.00
Total
Wages
Total Wage
Php
Php(Annuall
(Monthly) y)
20,000.00
240,000.00
16,000.00
192,000.00
13,000.00
156,000.00
1
1
1
12,000.00
13,000.00
14,000.00
12,000.00
13,000.00
14,000.00
144,000.00
156,000.00
168,000.00
1
1
1
1
3
1
1
1
1
2
2
2
2
2
6
1
1
13,000.00
18,000.00
12,000.00
10,000.00
10,000.00
10,000.00
13,000.00
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
10,000.00
8,000.00
13,000.00
18,000.00
12,000.00
10,000.00
30,000.00
10,000.00
13,000.00
8,000.00
8,000.00
16,000.00
16,000.00
16,000.00
16,000.00
16,000.00
48,000.00
10,000.00
8,000.00
356,000.0
0
156,000.00
216,000.00
144,000.00
120,000.00
360,000.00
120,000.00
156,000.00
96,000.00
96,000.00
192,000.00
192,000.00
192,000.00
192,000.00
192,000.00
576,000.00
120,000.00
96,000.00
4,272,000.00
86
Table 24
Summary of Total Income Annually
Number
of Stall
or
Bedroo
m
Income/St
all or
Bedroom
(Php)
Total Cost
(Php)
Monthly
Market
470
1,200.00
564,000.00
Inn
Commercial
Building
Food Cove
30
10,000.00
300,000.00
35
10
10,000.00
5,000.00
Abattoir
Terminal
71
5
30,000.00
15,000.00
350,000.00
50,000.00
2,130,000.
00
75,000.00
Building/space
TOTAL
Total
Income
(Php)
annually
6,768,000.0
0
3,600,000.0
0
4,200,000.0
0
600,000.00
25,560,000.
00
900,000.00
41,628,000.
00
87
Table 25
Summary of Operating Costs Annually
Commodity
Monthly
Consumption
Cost (Php)
Annual Cost
(Php)
Water
31,733.33
380,799.96
Electricity
298,696.12
3,584,353.44
Telephone
10,000.00
120,000.00
Internet
10,000.00
120,000.00
TOTAL
4,205,153.40
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Time
Escalation. The construction of the redevelopment as estimated will
run in almost 2 years. In that case, 2 years may choke the businesses of the
locals. In order to solve the problem, the redevelopment shall relocate the
entrepreneurs temporarily on a certain area still along the redevelopment site.
Since, the redevelopment is gradual for each building; other businesses may
still occupy the available and safe areas within the site.
Time Schedule. Table 28 shows the first year schedule of works over
months while Table 29 shows the second year schedule of works over
months. In total, the estimated finished development will be in 2 years.
However, 2 years may be shortened depending upon the work of performance
and the contractors facilities and management.
Table 26
First Year Construction Schedule
Month
First Year Activity
1
0
11 12
89
Table 27
Second Year Construction Schedule
Month
Second Year
1
0
11 12
90
Chapter VI
PROBLEM
Function
Calinan Public Market is fourth out of nine highest grossing markets in
Davao along with Bankerohan, Agdao and Toril. However, there is still a huge
possibility that it will perform more if it is redeveloped.
Calinan is the center of the suburban area. It is where travellers stop
and people from uptowns like Lamanan, Marilog, Baguio, Suawan, Sirib, and
others to purchase and exchange goods. Commonly, the Public Market is the
stop among establishments. It is where goods are exchanged and settled to
be travelled to downtown area. One of the interviewed vendor said that most
of the goods or commodity are travelled towards downtown because they
earn much there instead in the Calinan Public Market. They travel hours and
paid for that cost just to export their goods. Looking through the situation that
many of the customers here in Calinan still go to downtown to buy goods, it
only implies how simply ironic it would be. Seems like that the community of
Calinan and nearby sitios and towns are very dependent on the downtown
area.
The mind setting of the customers why they prefer to go downtown and
purchase goods in supermarket rather than settling and patronize what is near
is understood because of the survey done. The common problem of the site
as surveyed is the sanitation and the security matters. Although there are
garbage bins around, it seems like it wouldnt be enough due to the large
91
volume of waste the market is producing. Sanitation is a factor also that the
customers much prefer supermarkets over public markets. With this, the
public market will be dying more. Aside from sanitation, the security is really
not felt by most of the customers since stealing is still rampant. Though there
are roving officers and a police post is just across the highway street, the
customers still think that the market is not safe. Furthermore, sanitation and
security are not only the concern but so as the traffic congestion especially in
peak seasons or hours. Knowing the entire current problem in the site, it shall
then be solved for the improvement of the market.
Being in the center, the public market is always a stop for travellers
especially towards nearby towns and districts like Bukidnon and Baguio. The
activity is an opportunity for business like residential, and food corners. This
activity may elevate more the potentiality of the Public Market.
92
Form
Public Market is a place that is widely known by everyone. Here in
Philippines it is locally known as palengke. Usually, public markets are face of
how poverty works and exchange. The common perception of the public
market hadnt change even in Calinan Public Market.
Calinan Public Market is situated in Calinan, Davao City. It is a
suburban area and is very rich in agriculture. The area is approximately 27
kilometers from the downtown area and takes about an hour to travel. The
location is very good especially for business. It is usually the stop and the
current public market even with its flaws it is still patronized by many since it is
the only public market located in the suburban. Knowing that the location is
perfect, the redevelopment has the plus to be pursued especially that maybe
in the near future, Calinan may arise economically just like Toril.
The Calinan is obviously improving with all the developments that are
currently constructing. The Public Market on the other hand will be competing
this commercial establishments to which are very much preferred by most of
customers. In order to compete, the Calinan Public Market redevelopment will
be complex. Within the parameter of the site, the public market will not only
public market. It will thus include commercial establishments, food corners
and inn.
In order for the redevelopment be successful, it shall cope up with
latest trend without neglecting sustainability and resiliency.
Since there are problems when it comes to power or electrical energy
in Mindanao, the redevelopment shall take this into account when designing.
93
and
rainwater
harvesting.
These
systems
may
reduce
94
BIBLIOGRAPHY
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APPENDICES
98
CURRICULUM VITAE
PERSONAL DATA
Name: Lanie Mae Fernandez Villareal
Date of Birth: May 15, 1995
Place of Birth: Calinan, Davao City
Current Address: Purok 6, Feria St. Calinan, Davao City
Email Address: laniemaev@gmail.com
Fathers Name: Leilan P. Villareal
Mothers Name: Emily F. Villareal
EDUCATIONAL BACKGROUND
Elementary Education: Calinan Central Elementary School
Secondary Education: Holy Cross College of Calinan
Tertiary Education: University of Mindanao
99