Development Perspective of Le Reve Resort Essay Example

from Davao City and half an hour from Kidapawan City, making it perfect for hosting retreats, seminars, and social events.

Le Reve is appealing to visitors due to its location in a cool and humid climate with frequent rainfall. The resort was established by Luisa B. Balagot, a former elementary teacher, and Antonio M. Balagot, a former professor at the University of Southern Mindanao and Provincial Agriculturist of Cotabato. Antonio's inspiration for inland resorts stemmed from his trip to France.

The origin of the resort's name, Le Reve, meaning "the dream", can be traced back to France. The couple who started the resort sold their house, lot property, and agricultural and educational supplies business in Kabacan to pursue a new life as businessmen in Kisante, Makilala. They purchased a 3-hectare land where they built the first swimming pool for adults and children. The resort was granted a license to operate in January 1985 and charged guests a P5 entrance fee. By 1987, another swimming pool was constructed.

By relying solely on word of mouth for promotion, they witnessed a positive response from the market. As a result, they were able to enlarge their lot by 1989 and construct the fourth pool, the multi-purpose hall, and implement other improvements. Additionally, Kisante is one of the 38 barangays in Makilala and is inhabited by indigenous people, according to the August 2007 census. Makilala is a second-class municipality in the province of Cotabato, with a total population of 71,543 people, 4,154 of whom reside in Kisante.

Makilala's economy centers around agriculture, specifically rubber production, corn, and banana crops. Coconut plantations cover 8.65% of the municipality's land while fruit trees are

also abundant in the region. In terms of healthcare facilities, Makilala has one private hospital with a capacity of 25 beds along with one rural health center and 45 day-care centers.

With a ratio of 1:11,923.83 doctors to people in the area and only six physicians available, it is concerning given the global issue of climate change and its impact on the environment. As numerous studies suggest that ecological conditions are deteriorating due to environmental catastrophes such as deforestation, there has been an increase in global warming. The Philippines, which heavily relies on agriculture and forest resources - both sensitive to changes in climate - is one of the countries most affected by climate change. Additionally, climate change is expected to have an impact on water resources.

Despite concerns about safe drinking water scarcity, the Philippines has ample water resources, with around 70% of the area being made up of watershed regions like lakes, springs, and streams. However, droughts or floods may become more common due to El Nino or La Nina events. While there is a sufficient supply of water available, only one-third of it is currently demanded.

The challenge is the quality and distribution of water, as both surface and ground water pollution remains a constant issue. Additionally, there is a wasteful use of resources, continued deforestation, and uneven human development improvements across income, geographical, and ethnic groupings. Economically, basic food commodity prices as well as energy costs are on the rise, leading to competition for arable land resources between food and energy production.

III. Understanding the Social and Economic Realities of the Resort's Customers (Demand Side) is crucial for Le Reve Resort, as its business

falls under the luxury segment of the recreation industry, where customers' expenditure on luxury goods increases as their income rises. Therefore, it is essential for the resort to be aware of the social and economic conditions of its customers. Table 1 displays the Socio-Economic Development Indicators in Regions XI and XII, including total population, annual per capita poverty threshold, magnitude of poor families, and incidence of poor families (%).

The poor population statistics, including magnitude and incidence percentages, for the years 2003 and 2006, are as follows: Magnitude - 52006:30, 62003:32, 12006:33, 8. Incidence (%) - 4/2003: 1,346,2692006, 1,450,5422003:1,319,5632006:1,482,130. 5/2003:34.72, 62006:36.

62003 38.42006 40.8 Gini coefficient 6/2003 0.4550 2006 0.4225 2003 0.4843 2006 0.

The unemployment rate decreased from 8.3% in 1999 to 7.3% in 2006, with a reduction from 6.3% to 7% throughout the period.

During the period 1997 to 2006, there was a notable increase in the Human Development Index (HDI) from 0.142003 to 0.5572, which corresponded with significant changes in average income and expenditure. In 1997, the average income amounted to 55721 and expenditure averaged at 4892; however, by 2003, this had risen significantly to an average income of114065 and an average expenditure of115000. By the year 2006, the average income had increased even more significantly to approximately135000 while corresponding reduction in average expenditure was observed at around96000.

Apart from these figures, it is crucial to consider two other metrics that include meeting annual per capita income requirement for basic needs such as nutrition currently set at114000 and poverty threshold where some families are still earning below this level annually.

3/ This measures the percentage of families with income below the poverty level out of all

families.

4/ This is the count of individuals in families whose per capita yearly income falls below the poverty line.

5/ It shows how many people live in poverty compared to the entire population.

6/ The Gini coefficient can range from 0 (complete equality) to 1 (complete inequality), even as income inequality increases over time.

According to the United Nations Development Programme (UNDP), the Human Development Index (HDI) uses three measures, including life expectancy at birth, education, and real per capita income, to evaluate advancements in people's quality of life. UNDP categorizes HDI as a composite index that considers a score of 0.800 or higher as high, between 0.500 and 0.790 as medium, and below 0 as low.

Table 1 displays the National Statistical Coordination Board's classification of a low value as 00. The table also indicates that there was a notable rise in impoverished households and people in regions XI (by 1.71%) and XII (by 2.41%) from 2003 to 2006.

In 2006, individuals in regions XI and XII required at least 14,942 and 14,225 respectively to meet the annual per capita poverty threshold for basic food and non-food needs. Region XI experienced a 31.08% increase in its poverty threshold while region XII saw a rise of 25.57%. Despite an increase in average incomes from 2003 to 2006, the income gap between rich and poor slightly decreased in both regions as indicated by the gini coefficients.

Despite a decrease in the unemployment rate from 8.9 in 1999 to 7.3 in 2006 in region XI, a rise was observed in region XII with an increase from 6.3 in 1999 to 7.

According to the HDI figures provided, the quality of

life in certain regions has shown improvement over the years, although at a slower pace. In Kisante, Makilala, Cotabato, the Rural Improvement Club (RIC) was established in April 27, 2001. The RIC is a community-led initiative that was created after the people of Kisante identified their needs and collectively worked towards resolving them.

Originally, a group of 15 rural women aimed to improve the lives of women in Kisante by pooling their resources to undertake various livelihood projects, which include growing ornamental and medicinal plants, raising poultry and swine, as well as establishing a sari-sari store. Members regularly attend trainings to enhance their knowledge and empowerment in microbusiness. Presently, the club has 35 active members who maintain these projects and meet at minimum once a week to discuss community issues, club activities and other concerns.

Kisante's RIC has a strong connection to Le Reve Resort due to its President, Luisa B. Balagot, also being the owner-manager of the resort. The community has a concern regarding the lack of sustainable livelihood for women. Fortunately, Kisante benefits from a favorable climate and is an inland province, which led Luisa to pursue flower gardening and selling as an additional source of income.

Luisa's idea came about due to the growing number of buyers interested in purchasing Le Reve's ornamental plants and trees. She saw an opportunity to expand the resort's flower business and share her knowledge with the community, particularly with the women. Thus, Kisante Flower Garden was created, which is owned by local people in the area. At the onset, Luisa worked with locals to identify ornamental plants that were marketable and provided training in doing business with them.

She encouraged women in Kisante to become entrepreneurs by growing and selling ornamental plants, which not only generates additional income for their families but also contributes to the tourism industry. This initiative has helped women in Kisante to transition from being mere housewives to becoming successful entrepreneurs.

The Kisante Rural Improvement Club's efforts have paid off and its members can attest to the power of community and collaboration. Although economic development has not yet been fully achieved, ongoing efforts and dialogue aim to explore other livelihood opportunities for the people of Kisante. V.

Le Reve Resort's development strategy is centered on merging development and management. According to the United Nations, development entails improving the quality of life for everyone while ensuring fundamental freedoms and human rights are enjoyed without discrimination. Conversely, management involves bringing individuals together to achieve objectives through planning, organizing, leading, and controlling an organization. Le Reve Resort aspires to be a sustainable enterprise that outperforms its contemporaries in three key sustainability targets for a shared future: providing all people with a decent standard of living (economic), preserving ecologically sound natural systems (environmental), and safeguarding social well-being and cultural diversity (social).

Ensuring equitable and significant social circumstances for every individual falls under the concept of SOCIAL sustainability. For Le Reve, Sustainable Development entails embracing and appreciating the natural resources available, such as water, while also assuming the obligation to preserve and prevent any harm to it within the resort.

According to Mahatma Gandhi, the earth has enough resources to fulfill everyone's needs but not their greed. To maintain Le Reve Resort sustainably, a set of questions has been created as a matrix that balances three sustainability

pillars: planet (environment), people (society), and profit (economy). Each stakeholder group has its own set of questions that must be answered. The owners should seek ways to maximize natural resources without harming the environment, build a good public image, and increase profitability. Employees' safety and well-being should be prioritized while providing satisfying employment opportunities that improve their standard of living. Visitors' needs must be met while ensuring protection for natural resources for future generations and delivering quality services at an affordable cost. Lastly, Makilala's community ought to work together in protecting their environment, increasing employment opportunities, and improving their condition in general.

Le Reve can establish collaborations with local governmental agencies and non-governmental organizations for sustainability initiatives while contributing towards Cotabato's overall economic growth since the Government is looking into ways where Le Reve can support tourism whilst safeguarding rural character and maintaining natural resources intact.It is suggested that any sustainable development initiatives for the Kisante community and Le Reve Resort should take into account their socio-economic situation, as well as the current and potential visitors. Additionally, it would be beneficial to consider global economic, social, and environmental trends. To tackle environmental issues, Le Reve could explore options such as: 1.

Le Reve can implement Payment for Environmental Services (PES), also known as 'Bayad Kalikasan', to address both social and economic issues. They should consider reducing the chlorine content in their swimming pools and controlling the discharge of pollutants into the environment. Additionally, Le Reve could explore utilizing a chlorine-free water treatment system for their pools. Wastewater treatment is also an option to consider.

Engage the community by employing skilled locals and promoting their cut flower sales. Form

partnerships with government entities, agencies, and non-profit groups to make positive social, economic, or environmental changes. Support agricultural extension initiatives.

The resort has put forth a sustainability plan that involves creating a Business Sustainability Policy, changing the business structure to a corporation, and establishing a Management Development Plan. In order to promote environmental conservation, the resort is implementing an initiative called "Bayad Kalikasan" or payment for Environmental Services. This scheme will allocate a percentage of swimming fees paid by customers towards protecting Mt. Apo and its forests. This innovative program known as PES ensures that those who benefit from environmental goods and services also contribute towards their preservation.

The services related to freshwater management such as drinking water extraction by local residents from the river, and the water supply to resorts and bottling companies from the upstream forest's freshwater, require payment to service providers responsible for their protection. This ensures that the benefits derived from these services extend beyond the current generation.

Le Reve's swimming business in an inland province has stayed afloat because they have free access to the water source at the foot of Mt. Apo. In appreciation for this, the owners of Le Reve should contribute to the preservation of water cleanliness. Irresponsible trekkers caused the accumulation of garbage in Mt. Apo, and indigenous peoples may not prioritize water conservation. It's crucial to note that conservation and protection activities like tree planting and reforestation offer significant environmental benefits, including water flow and quality protection, and carbon sequestration to regulate global climate.

The PES program enables Le Reve to offer assistance to individuals and groups engaged in environmental endeavors, including the promotion of awareness and the

organization of clean-up events. To reduce the potential risks associated with chlorine water treatments, Le Reve employs a system that does not use chlorine. Studies indicate that solutions containing chlorine can be detrimental to health and may not adequately eliminate bacteria even when combined with other sanitizing methods.

Avoiding chlorine-based water treatment methods is advised due to bacteria adapting to chlorine-rich environments. Fortunately, there are already chlorine-free alternatives available for purchase in the market. Source: http://cgi.ebay.

Visit co.uk/New-Chlorine-Free-Swimming-Pool-Water-Treatment System_W0QQitemZ230268641836QQcmdZViewItem? IMSfp=TL080707102a9744
to learn about our new chlorine-free swimming pool water treatment system.

Social and economic benefits can be achieved by providing jobs to local residents, particularly those in Kisante. Employing people from the community can foster loyalty and commitment, increasing word-of-mouth support and attracting more customers. Studies show that employees who live in proximity to their workplace tend to be more dedicated and loyal, leading to low turnover rates and improved business performance. Le Reve, the owner-managers of the Kisante Rural Improvement Club and Cotabato Floriculture, Inc., have expanded their flower business to meet the growing demand for their ornamental plants and pine trees. To further support the community, Le Reve encourages local women to take up flower planting as a means of livelihood.

One way to benefit the community is to have the resort refer some of its cut flower orders to locals. Additionally, Le Reve has been able to avoid bombings and other terroristic activities in neighboring areas due to the owner's involvement in community development and their positive relationship with locals. This demonstrates the advantages of having a good reputation within the area. Collaboration with government and non-government organizations for sustainability projects can make the "robin hood

approach" for community development a reality.

In order to achieve their goal of making the community a better place to live and work, Le Reve believes that partnering with organizations that share their corporate philosophy on important issues is essential. This partnership approach aligns with their belief in creating tipping points where a small group can cause substantial change. By working alongside these organizations, Le Reve can stay informed about issues they may not have been aware of if pursuing sustainable development alone, avoid unnecessary conflicts and hostility, and build connections with influential people in the community. Notably, in 2007, the mayors of Kidapawan City, Makilala, and Magpet in Cotabato signed a declaration of understanding aimed at protecting Mt.

According to the source located at http://www.encyclopedia.com/doc/1G1-169435271.html, Apo provides aid for agricultural extension programs. This effort is particularly valuable for the community of Kisante, where farming is a common occupation. The farmers in Kisante face daily challenges, including working long hours in the hot sun and uncertain futures.

Enhancing the daily earnings of these individuals would not only enhance their quality of life (i.e., the economic status of the community), but it would also positively impact resort profits (as greater income leads to increased luxury/recreational expenses). Crafting a "Business Sustainability Policy" will be a promising initiative to demonstrate the owners' dedication towards long-term environmental, social, and economic strategies.

The business structure is being changed from a sole proprietorship to a corporation in order to allow for outside stockholders. Legal requirements for the corporation include the creation of a board of directors, responsible for reviewing and creating business policies, procedures, and internal controls. The board of directors will

oversee the business and guide strategic and policy formation. Additionally, a Management Development Plan is being created to plan career paths and development programs for both family and non-family managers.

This includes the development of successor(s) and candidate(s) for succession. These initiatives align with the Resort's pledge to move away from being a purely profit-driven company to an accountable organization that tackles social, environmental, and economic concerns both locally and globally. There are 3 development strategies that will be utilized: The first strategy for agricultural extension programs will be normative reeducative. The second strategy, facilitative, can be implemented for Payment for Environmental Services.

By hiring people from the local community, referring flower orders to them, and partnering with both government and non-government organizations, Le Reve Resort sets an example for persuasive development strategies. To diffuse their perspective in Brgy.Kisante, they propose involving influential individuals and incorporating innovative decision-making based on authority.

It would not be difficult for the owner-manager of Le Reve resort, who is also the president of Kisante Rural Improvement Club and comes from a reputable family in the Makilala province, to persuade local government unit officials and private organizations to help develop a sustainable community in Kisante. Le Reve can also involve influential individuals from relevant sectors to join its board of directors while still maintaining its ability to generate increasing profits. The development initiative of Kisante Rural Improvement Club serves as an example of immanent change, where the recognition and implementation of change comes from within the social system of barangay Kisante.

Community development involves planned and positive change in economic, social, and environmental dimensions. Though genuine development may never be

fully attained, the people of Kisante strive to alleviate poverty on both individual and community levels. The owners of Le Reve Resort practice affluence reduction in uplifting those in poverty, choosing to share instead of control the benefits of natural resources. Currently, Barangay Kisante is characterized as ‘turtle’ due to slow development progress hindered by factors such as unstable peace and order, lack of capital, and resistance to change stemming from economic situations and laid-back culture.

BIBLIOGRAPHY 1. In his publication titled "Sustainable Enterprise: implications for international finance and investment," Andrews, R. N. explored the subject.

Undated working paper for a seminar series on International Finance and the Environment, hosted by the New America Foundation, authored anonymously. Presents 7 key components necessary for a sustainable enterprise.

In 2003, C. Laszlo authored "The Sustainable Company: How to Create a Lasting Value through Social and Environmental Performance."

The National Statistical Coordination Board (NSCB) published in Washington, D.C., USA in Island Press's book from pages 9 to 15 and 35 to 54.The Regional Statistical Yearbook for Region XI and XII was published by The World Bank in 2004. It focused on "Responsible Growth for the New Millennium: Integrating Society, Ecology, and the Economy" in Washington, D.C.

C. : The World Bank's International Bank for Rural Reconstruction and Development is referenced in pages 127-166.