Muntinlupa City CLUP Guide

CITY OF MUNTINLUPA
City Planning and Development Office
COMPREHENSIVE
LAND USE PLAN
(CLUP)
i
Comprehensive Land Use Plan
FOREWORD
The City of Muntinlupa is the first LGU in the National Capital Region to
have an approved Comprehensive Land Use Plan (CLUP) and Zoning Ordinance
in 1993. Thus, establishing the veracity that the city is indeed the forefront of
developmental planning in the Metropolitan Manila.
But due to a dramatic
change in land use utilization over the years, there is a strong need to update the
CLUP to make it more proactive to the present problems besetting the city.
The City Planning and Development Office act as the spearheading
committee in the amendment of CLUP as it performs tasks related to planning,
research, budgeting and implementation of development programs, projects and
activities of the LGU.
The comments and recommendations of all the
stakeholders generated during the strategic planning workshop and public

hearings conducted were considered in the formulation of CLUP.
The CLUP incorporates a framework that outlines sectoral goals and
objectives into priority projects and programs of the city. It is reflective of the
citys vision and mission as advocated by the present leadership. It shall be the
blueprint in setting the direction of the development of Muntinlupa towards the
realization of becoming the leading investment and business center in the
Philippines but still withstanding sustainable use of scarce resources ensuring a
better quality of life and an improve living environment.
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TABLE OF CONTENTS
CHAPTER
TITLE
PAGE
Spatial Development Framework Plan for

Muntinlupa
Social Development Plan
11
Economic Development Plan
34
Infrastructure Development Plan
43
Local Administration and Finance

Development Plan
58
Environmental Plan
64
Land Use Plan
69
ii
TABLE
TITLE
PAGE
Location Quotient of Muntinlupa with NCR and

Southern Tagalog Indicating the Economic Base
and Relative Role of the City for Points Above 1
Projected Population for year 2001-2011
26
Projected Health Requirements for year 20012011
27
Projected Protective Requirements for year

2001-2011
28
Projected Housing Requirements
29-30
Projected Play Field Requirement
31
Projected Enrollment for year 2001-2010
32
Projected Classroom and Teacher Requirements

for year 2001-2010
33
Road Requirement
55
10
Projected Garbage Generation
56
11
Communication Services
57
iii
TABLE
TITLE
PAGE
62
12
Projected Income and Expenditures
13
Projected Area Requirement
73
14
Land Use Allocation
74
FIGURE
TITLE
PAGE
Expenditure/Revenues
63
iv
Chapter 1
SPATIAL DEVELOPMENT FRAMEWORK

PLAN FOR MUNTINLUPA
1.1
INTRODUCTION
The Municipality of Muntinlupa was created in 1917, many events have

transpired in the locality and brought to its current level of progress. Muntinlupa is now
regarded as one of the fastest growing urban centers in the country. The transformation
of Muntinlupa from a Municipality to a first class city in 1995 is reflective of the rapid
development transpiring in the city. As the new millennium beckons, the City
Government of Muntinlupa is prepared to face new challenges with the same zeal and
dynamism that has led them to becoming a premier locality in Metro Manila.
The 2001-2011 Comprehensive Land Use Plan (CLUP) of the City of Muntinlupa
shall be the blue print in setting the direction of its development. In its effort to attain and
sustain the status of being a Premier City, the City shall give primary emphasis to the
provision of necessary services for its constituents that would in turn provide a better life
to the people. This framework shall serve as an outline of the priority programs and
projects of the City for the next five to ten years. It contains the sectoral goals and
objectives, which are reflective of the Citys vision and mission espoused by the Citys
incumbent MayorAtty. Jaime R. Fresnedi.
1.2
VISION
We envision Muntinlupa as a well-planned premier city of the 21st century, in

perfect harmony with nature, its people with a sense of pride and civic-mindedness,
highly educated and competent, enjoying a world class quality of life with an enlightened
and responsive community leadership drawing inspiration and guidance from God.
The CLUP promulgates the overarching objective of making the City Government
customer-friendly, which can be attained through a multi-stakeholder approach involving
a dynamic and world-class business sector, a vigilant and responsible civil society in an
efficient and less expensive government. The success of this partnership shall be
measured by its achievements in uplifting the quality of life of the Citys constituents,
reducing poverty, generating productive employment and giving priority to the needs of
the poor.
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In Line with this overarching vision, the City Governments policy shall be
directed towards the following priority areas of action.
1. Delivering basic social development services in health and nutrition,
education and training, housing and social welfare, and implementing human
capital investment programs;
2. Raising productivity and enhancing competitiveness of industry and services
towards sustaining growth in output and employment.
3. Strengthening the partnership between National and Local Government and
among other local governments, the business community, the civil society;
and
4. Maintaining peace and order in the city.
1.3
MISSION
Toward this end, Muntinlupa shall pursue an integrated and sustainable

development strategy, anchored on responsible stewardship, democratic institution, and
efficient and effective management that will provide world-class infrastructure and
support services in order to:
1. Promote a broad economic base
The harnessing of the comparative advantages of the city in terms of its
potential is necessary in achieving growth. The government shall continue to
attract sector to flourish as the true engine of city growth. Foreign capital and
technology shall also be encouraged to augment domestic resources and
improve the Citys economic base;
2. Create a business-friendly environment, which will attract environmentfriendly business.
The establishment of competitive, one-stop, career-development centers
offer skills assessment, information on jobs and business opportunities, and
access to education and training as well as market demands and
opportunities. The City Government shall continue market-oriented policies
that will motivate investments.
3.
Institutionalized community participation

Peoples participation in the development process will institutionalize
consensus-building mechanism and keeping faith with democratic processes.
The City Government shall encourage partnerships to improve public service.
Public hearings and consultations will always be a policy in eliciting ideas and
reactions from the people on various issues.
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4.
Provide quality social services.

Access to basic services and development opportunities shall be
the main concern of the City Government in giving preferential attention to
vulnerable groups. Focus will be given primarily basic services, such as
basic education, basic health care and immunization, which have greater
impact on alleviating the plight of the urban poor.
5. Ensure equity in the distribution of goods and services.

The primary consideration of the City Government is to enhance
government responsiveness to the poor by ensuring that policies on
poverty alleviation are supported by specific programs and projects. In
relation to this, there is a need to adopt and enforce standards of
efficiency and reliability in the distribution of the fruits of development.
1.4
GUIDING PRINCIPLES
In pursuit of its vision and mission, the City Government shall be guided by the
following principles:
1. Equity
All policies, strategies, programs, and projects must improve the quality of life
of the Citys constituents, particularly the poor, and must lead more equitable
distribution of income and opportunities. As development progresses, the various
stakeholders of society---government, business and civil societywill share the
burden of redistributing the fruits of development equally.
2. Effectiveness
The City Government shall focus on doing what it does best and let go of
activities that it should not be doing. It shall seek to deliver intended results with the
least unintended consequences. Under an effective leadership, the Government
shall steer the City by providing a clear and coherent policy framework. It will be
decisive and consistent in activities it will undertake.
3. Efficiency
This will be achieved through adherence to market competition and continued
integration with the national and global economies. City institutions and
establishments that have comparative advantages and are efficient shall deliver
economic services. The City Government shall adhere to fiscal discipline and shall
follow the principle of cost recovery in the provision of government services.
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Information technology shall be increasingly used to effect significant expansion in

productivity.
4. Environment and Ecological Sustainability
The policies to be pursued shall be in line with the objective of insuring the
optimal use of the citys resources. The scope of economic development programs
shall consider the carrying capacity of the environment.
5. Empowerment and Gender Equity in Development
The most vulnerable sectors of society shall be economically empowered by
expanding their capabilities and opportunities to generate sustainable sources of
income. All Policies shall be supportive of gender equity in the development process.
6. Accountability and Transparency
Decision-making by The government shall be subjected to full public
disclosure at every stage in order to restore and maintain public confidence in and
honesty of their leaders and the integrity of public policies and government
processes. Moreover, the government shall hold itself accountable to the people for
its actions and operations.
1.5
SPATIAL DEVELOPMENT FRAMEWORK
Among the 17 Cities and Municipalities that comprise Metropolitan Manila, The
City of Muntinlupa has been at the forefront of development planning. Reflective of this,
is the fact that Muntinlupa was the first LGU in The National Capital Region to have an
approved Comprehensive Land Use Plan (CLUP) and Zoning Ordinance. These
documents were approved in 1993.
Since then, however, numerous developments and changes have marked
significant changes in the present character of The City of Muntinlupa. Similar changes
are likewise observed in the land use pattern of The City. Through it generally adheres
to The CLUP of 1993, The proportions of land utilization has dramatically changed,
brought about by The rapid urbanization of settlements which in turn is brought by rapid
population growth in The locality. There is thus a need to update the CLUP and the
zoning ordinance to make them more proactive to the present problems besetting the
City.
In this document, spatial development pattern refers to the evolution of a system
of areas with potential linkages for the following purposes: (a) to facilitate the flow and
exchange of goods, information and services; (b) to rationalize the distribution of
population and economic activities; (c) to promote sound environmental management;
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(d) to provide accessible public utilities and services; (e) to reserve open spaces for
recreational and conservation purposes and (f) forge unity and cohesion among the
barangays.
1.5.1 SPATIAL DEVELOPMENTAL PATTERN

The spatial development pattern appropriate for the city of Muntinlupa for its
CLUP 2001-2011 is the linear corridor pattern. This form of urban growth and change is
developed based on the principle of linear extension along identified main lines of
communication with high intensity activities, such as commercial and industrial centers
and major institutional use like a university. The object is to create new strong activity
and/or employment center along the main communication axis, instead of continuous
suburbs or sprawl. Among the intended effects of the approach are: to minimize
journey-to-work trip of workers, encourage local civic consciousness and promote
orderly and economical urban expansion. In the case of the city, the omni-presence of
the South Luzon Expressway (SLEX), which straddles the whole city and cuts the city
into two halves, has played a significant role in the citys past and present development.
Future development will revolve around SLEXs presence and capacity to achieve the
intended effects and achieve the citys vision, mission, guiding principles and the
CLUPs goals and objectives.
In this pattern, the downtown center, in this case the Alabang area is encouraged
to continue its central function. The corridor, as the SLEX represent, is provided with
improved transport services and access from all the citys barangays. Future expansion
of the corridor centers follows a carefully guided scheme for utilizing their surroundings
open spaces. In the case of Muntinlupa business and commercial expansion will occur
in the downtown area of Alabang, around the Sucat Interchange area and around the
Susana Heights area. A big chunk of the Bilibid area will be retained as open spaces for
recreational use by the citys residents.
Consistent with the linear approach, existing pattern of specialization of activities
shall be reinforced such as in the Alabang area where the public market and business
centers are located (Madrigal Park, Filinvest, and Intersection of SLEX and the
Alabang-Zapote Road) to make them offer better and upscale service sector activities of
Cavite, Laguna, Batangas and Quezon. However, Alabang area could become too
congested (as experienced in the intersection area) that the development of limited
urban expansion area is deemed quite desirable in the Sucat and Susana HeightsBilibid/Poblacion areas. The objective here is to create an interrelated linear activity
centers with possibly unique identities. The advantage of the linear approach is that it
provides for more efficient use of existing local transport as the SLEX, makes the
movement and congestion problems of the Alabang area more capable of reasonable
solution, and it provides for a better balance of business and commercial activities in the
whole city. In view of these advantages, the linear approach fit well with the idea of
development following an ideal pattern as well as development focusing on areas with
the economic potentials in the city.
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1.5.2 SPATIAL PROFILE

In spatial development planning, parts of whole are assessed with respect to the
overall contributions of the sector to the total development of the city. Hence, the role
played by the various barangays in the total development of the City is primary to the
achievement of the goal of becoming the Premiere City of the 21st Century.
Barangay Tunasan being the southernmost area of the City, the barangay
links the locality to the Province of Laguna. It is home to numerous residential
establishments with sixty five percent (65%) of the total land area of the barangay being
used for residential purposes. The remaining area is devoted to mixed uses and
industrial activities. Preference for residential land use has been advocated so as to
safeguard the development of the locality.
Barangay Poblacion It is host to the countrys National Bilibid Prisons. The
NBP alone comprises 84.15 percent of the land in this barangay. As such, it is currently
considered as institutional zone. However, much speculation has cropped up as to the
development of the area. In anticipation of the impending development moves, the City
of Muntinlupa has proposed a Master Development Plan for the NBP area. The plan
proposes to contain the commercial area of District I, comparable in development to that
of the Alabang area in District II. The barangay is mostly zoned for residential use,
although few medium-to-low scale commercial activities can be noted along the national
road and some parts of the barangay where people converge.
Barangay Putatan It is home to the most number of subdivisions the sitios and
it is largely residential in use. Putatan comprises 14.44 percent of the total land area of
the city. It has been proposed in the past that the barangay shall be divided into four
smaller localities instead of just one. This proposal was brought about by the need to
effectively target public service and utilities to the areas residents.
Barangay Bayanan This is another area classified mainly as residential. Like
most of the barangays in District I, commercial activities/zones line the barangay area
along the national road is spanning the whole length of the district in Alabang.
Barangay Alabang- It is the most commercialized barangay in the City of
Muntinlupa. With Filinvest Corporate City inside it as well as the close proximity of the
Alabang Commercial Center and Madrigal Park, it is projected to be the backbone of the
city's economic development. It is projected fuel the city's development making it the
Premier City of the 21st Century. These developments have transformed this once,
fishing and agricultural village into a highly urbanized modern area characterized by
increasing commercial activities and dwindling residential uses. At present, even the
residential portion of the barangay along the old provincial road (Aplaya Rd.) is now
lined with commercial establishments, reflecting the fast-paced commercialization being
experienced by the locality.
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Barangay Ayala Alabang- In terms of land area, this is the third largest
barangay of the City. It is known to be the home of rich and well-known personalities in
the country who settle here for its distinct features. The area has widely planned land
uses, with the establishment of the first-class residential and commercial areas being
among its concerns. It is a self-contained community wherein development harmonizes
with nature.
Barangay Cupang- It is dubbed as the Most Blessed Barangay in the City of
Muntinlupa. The development activities that have occurred in this locality are enough to
warrant this reputation. From frugal activities such as fishing and farming, the barangay
is now the proud host to some 50 major industries of the City, not to mention 11 first
class subdivisions. Land use is mainly industrial with sporadic residential zones.
Barangay Buli- This is the smallest barangay in terms of land area. However, it
is characterized by a mixed land se of industrial the residential activities owing to the
spillover of these uses from Barangays Cupang the Sucat.
Barangay Sucat- this is home of the 600 megawatt power of the National Power
Corporation. There are about 27 major industries located in the locality plus five (5)
large subdivisions and vast open spaces targeted to absorb the commercial activities,
which are expected to spill over from Barangay Alabang.
1.5.3 OVER-ALL DEVELOPMENT STRATEGY

Spatial development shall be pursued on a strategy of effective networking of the
nine (9) barangays. This shall be accompanied by establishing linkages and optimal use
of resources.
1.5.4 SPATIAL DEVELOPMENT ROLES

Despite the varying strategic roles being played by the barangays, the City of
Muntinlupa aims to move forward into the new millennium on the basis of a common
vision of the future. This is the vision anchored on becoming a Premiere City by the next
century.
For practical development planning and management purposes, the City of
Muntinlupa shall be divided into two districts each of which have spatial factors
favorable to the needs of rational and sustainable approach, Muntinlupa City would be
able to maximize its potential both as premiere center of commerce and industry as it
retains its provincial ambiance.
With its strategic location as the gateway to the CALABARZON sub region
capturing most of its population, Muntinlupa shall emerge as the center for finance,
7
banking, insurance, recreation, trade, commerce the industry in the southern part of
Metro Manila to the CALABARZON area.
It shall be the service center that will provide particularly residential,
entertainment and financial services to the CALABARZON labor force. In relation to
Metro Manila, it will serve as the absorber of the light industrial and residential for
people looking for smooth interpersonal relationships and clean environment of rural
areas.
Based on the economic base studies of the city using location quotient analysis
(Table 1), the city has comparative advantages relative to NCR, Batangas, Cavite,
Laguna and Quezon in manufacturing especially in the following: 1) Textiles, Wearing
Apparel, Leather; 2) Basic Metal and Fabricated Metal Products; 3) Machinery; 4) Other
Manufacturing and 4) Electricity, Gas and Water. In services, the city has no advantage
over NCR but has advantages relative to Batangas, Cavite, Laguna and Quezon in
Restaurant and Hotels, Post and Communication, Financial Intermediation, Real Estate
and Renting and Domestic Services.
This comparative advantage shall be one of the bases of the spatial role and
definition of the citys barangays as stated below:
District I comprises of Barangays Tunasan, Poblacion, Putatan, and Bayanan
which shall remain as residential areas with Barangay Poblacion emerging as its center
of commerce and trade.
District II comprises Barangays Alabang, Cupang, Buli, Sucat and Ayala Alabang
shall serve as components of an industrial and commercial network with Alabang as the
primary growth center.
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Table 1
Location Quotient of Muntinlupa with NCR and Southern Tagalog Indicating the Economic Base
and the Relative Role of the City for Points Above 1
Major and Minor Industry Group
NCR
Agriculture, Hunting and Forestry

Palay Farming
Corn Farming
Coconut Farming
Banana Farming
Sugarcane Farming
Farming Of Animal
Other Agricultural Crops and Services
Hunting and Forestry
Fishing
Fishing
Mining and Quarrying
Metallic Ore Mining
Non-Metallic Mining and Quarrying
Manufacturing
Food and Beverage Manufacturing
Tobacco Manufacturing
Textiles, Wearing Apparel, Leather
Paper and Publishing and Printing
Petroleum, Chemicals, Rubbers and Plastic
Non-Metallic Mineral Products
Basic Metal and Fabricated Metal Products
Wood, Cork, Cane, Bamboo
Furniture Manufacturing and Repair
0.91
0.80
0.55
0.79
0.46
0.39
0.98
1.58
0.41
0.74
0.74
0.81
0.75
0.89
1.62
1.09
0.64
1.66
0.66
0.86
0.94
1.37
0.91
1.20
BATANG
AS
0.03
0.01
0.04
0.05
0.05
0.01
0.03
0.04
0.20
0.14
0.14
1.02
1.52
0.76
2.02
1.88
2.98
1.45
2.83
2.62
2.33
1.51
0.64
3.35
CAVITE
0.08
0.04
0.21
0.25
0.11
0.26
0.35
0.05
0.22
0.22
0.22
0.74
1.45
0.49
1.56
1.64
1.01
1.62
1.61
2.57
0.76
1.45
0.81
1.77
LAGUNA QUEZON
0.05
0.02
0.18
0.02
0.10
0.17
0.14
0.08
0.05
0.32
0.32
0.69
1.01
0.52
1.24
0.58
1.88
1.30
0.91
1.45
1.00
1.51
0.27
1.61
0.01
0.01
0.01
0.00
0.02
0.33
0.10
0.05
0.03
0.07
0.07
0.56
1.72
0.33
4.18
1.90
4.46
4.60
6.37
12.81
1.20
7.22
0.26
1.68
9
Machinery
Transport Equipment
Other Manufacturing
Electricity, Gas and Water
Electricity, Gas and Water Supply
Construction
Construction
Transport Equipment
Post and Communication
Financial Intermediation
Real Estate and Renting
Private Business
Government Services
Private Education, Health and Social Work
Other Community, Social and Personal Services Activities
Domestic Services
Not Stated
2.24
1.44
3.54
1.29
1.29
1.06
1.06
0.91
0.66
1.03
1.05
0.84
0.82
0.64
0.76
1.17
0.36
4.23
1.10
4.31
1.59
1.59
0.90
0.90
1.26
2.62
2.12
3.15
1.65
0.93
1.04
1.52
1.72
1.67
3.14
1.62
1.25
1.13
1.13
0.76
0.76
0.82
1.20
1.76
1.50
0.99
0.72
0.74
0.85
2.05
1.43
2.43
0.89
1.74
1.19
1.19
0.98
0.98
0.91
1.51
1.91
1.63
1.62
0.85
0.93
0.84
1.91
2.26
9.27
6.42
9.56
3.20
3.20
1.51
1.51
1.72
4.41
5.43
7.40
3.43
1.11
2.34
1.19
3.09
3.30
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Chapter 2
SOCIAL DEVELOPMENT PLAN

The goal for the social development of Muntinlupa is to enhance the quality of life
of its residents. The idea is to manage the population growth rate to prevent depletion of
limited government resources.
OBJECTIVES
1. To have sufficient basic social services for the Muntinlupa residents;
2. To increase the performance level of critical social indicators;
3. To provide for the future needs in the social services of Muntinlupa.
POLICIES AND STRATEGIES

1. A plan that would manage the rapid population growth.
2. Supplicate additional funding source for the socioeconomic development
programs.
3. A program between the development and private housing groups to
provide for a more affordable housing unit.
4. A guiding principle on the protection and well being of the women,
children, disabled and other less fortunate members of the city.
POPULATION
GOALS AND OBJECTIVES
1. To reduce population growth rate
2. To regulate the entry of illegal migrants.
3. To divert the number of people in high built-up areas to the other least dense
areas of the city.
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TARGETS
1. A reduced population growth rate that is lower than that of the regional rate of
3.54.
2. A reduction of in-migration to the city for 75 percent of population growth is
attributed to in-migration.
3. A spread of population from barangays Bayanan, Buli and Sucat to the less builtup areas of the city.
STRATEGIES
1. Strengthening of family planning programs of the city.
2. Recruitment of NGO and cause oriented groups that are involved in population
management.
3. Strengthening the task force that impede and monitor in a barangay level entry of
illegal dwellers.
4. Promote low density areas for socialized housing
POLICIES
1. Ratification of an ordinance penalizing on family planning and population control
that will indoctrinate knowledge that would lead to smaller family sizes.
2. To establish an effective family planning clinics specially in high-populated areas
that would educate married couples to the proper and effective way of family
planning.
3. Strengthening the Migration Monitoring Center
4. A program that will discourage the entry of illegal migrants specially squatters.
Like periodic anti-slum swelling drives that will clear vacant lots and banks of
rivers and creeks of illegal occupants.
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ISSUES
1. Averaged 7.5 percent growth rate annually, the highest in the National Capital
Region. The absence of a systematic population management programs for the
city may strain both financial and fiscal resources needed to sustain its future
development.
2. Doubling time of only nine years
3. High population density for barangays Bayanan, Buli and Sucat recorded at
45,400, 23,684, 19,268 persons/sq.km respectively.
4. Immigration is a serious concern since it contributes 75 percent of overall
population growth. Add to the fact that most in-migrants come from rural areas
and do not have the necessary skills in the urbanizing environment.
EDUCATION
1. to improve the educational services of the city to meet the demand for the
growing school population.
2. to increase the level of educational attainment.
3. to achieve the ideal standards for education in classrooms, teachers, books and
facilities.
4. to increase access of disadvantaged groups to all educational levels.
TARGETS
1. A teacher-student and classroom-student ratio of 1:40 in public schools.
2. to have a total number of 1362 classrooms and teachers by the year 2010 for the
primary level
3. A total of 745 classrooms and teachers for the secondary level by the year 2010.
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4. A total of 39 classrooms and teachers for the tertiary level by the year 2010.
5. A rehabilitation and enhancement of all educational materials and facilities.
6. to increase the participation rate in all levels particularly in the tertiary level.
STRATEGIES
1. Improvement of the quality and relevance of education training in the city
schools.
2. Unbiased access to education training and opportunities
3. Inculcation of proper values education beneficial to socio-economic development.
4. Institutionalization of functional linkages and collaboration between formal and
non-formal educational and training institutions.
5. Continuous education for teachers
6. Promotion of entrepreneurial education and training.
7. Increase in non-formal education.
8. Increase in budgetary allotment for education.
9. Execute a mechanism to support the schools through the help and assistance of
private sector/business establishments.
PROGRAMS AND PROJECTS

1. Curriculum development projects.
2. A project that would grant scholarship to ideal and deserving students.
3. Technical educational projects to introduce and campaign for more technical
vocational issues.
4. A program that would increase the number of teachers in all levels.
5. Add, repair and rehabilitate school buildings and their interior instructional
components.
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ISSUES
1. A declining educational attainment rate for elementary level for it registered at
25.52 percent lower than the regional average of 26.62 percent and 1990s
performance rate of 31.25 percent.
2. Muntinlupa registered an 11.19 percent for the educational attainment for the
college level. This figure is lower than the NCR average of 12.83 percent and
1990s attainment rate of 12.35 percent.
3. Muntinlupa recorded a 12.54 percent academic degree holder for the year 1995.
this figure is below the NCRs 15.41 percent.
4. for the academic year 1990-2000 the public elementary registered a ratio of 1:43
for the teacher ratio and 1:94 for the classroom ratio.
5. the public high School has a ratio of 1:29 for the teacher to student ratio 1:91
classroom to student ratio.
6. Desk ratio of 1:6 for the public elementary schools.
7. Textbook ratio of 1:2 for the public elementary schools.
8. A low participation rate of 3.5 percent for the tertiary level.
PROTECTIVE SERVICES
1. to sustain a peace and order condition that is favorable for socio-economic
development.
2. To safeguard the residents from dangers to life and property caused by fire and
other man-made calamities.
3. To augment and personnel, equipment and vehicle requirement of for local
protective personnel.
4. To perk up crime-solving capabilities of the Police Department.
5. To improve the response capability of the protective force to different kinds of
emergency.
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TARGETS
1. A total of 981 policemen serving the city compared to the current total of 244.
2. An additional of 900 fire fighting personnel.
3. A total of 10 fire trucks by the year 2010.
4. A total of 49 police outposts based on the standard of 1 outpost per 10,000.
STRATEGIES
1. Promote the active participation of the general public of Muntinlupa in anti-crime
efforts and fire prevention.
2. Look for additional funding for police and fighting personnel and equipments.
3. Develop a training program for protective services personnel to effectively
maintain peacefulness and tranquility in the city.
POLICIES
1. Enforcement of PD 1185 (Fire Code of the Philippines), provisions of laws
regarding Fire Safety.

1. An Information, Education and Communication campaign among the residents to
maintain peace and order.
2. A community-based
management.
training
program
on
disaster
preparedness
and
3. An agenda to increase the number of protective personnel of the city.

4. A training course to improve skills and response capability of the police
department.
5. Continuous conduct of intelligence operations.
6. Train additional SWAT personnel for special operations.
16
7. Continuous training and retaining of firemen for fire protection and suppression.
8. A petition for the acquisition of additional fire trucks, police cars, and other vital
protective equipments from national and international organization.
9. Construction of 3 permanent Fire sub-station at barangays Tunasan, Putatan and
Sucat.
ISSUES
1. A total of 231 effective police personnel was recorded for the year 1999 or a
current ratio of 1:1854.
2. The MCPS has a total of 10 service vehicles.
3. A total of 3 city police precincts located at Tunasan, Alabang and Sucat.
4. The MCPS has only 3 detention cells namely City hall, Tunasan and Sucat.
5. The MCPS has a total lot area of 972 sq.m. This is below the PNP standard of
2500 sq.m. Lot requirement for police station.
6. 173 traffic enforcers ensure the continuous flow of traffic within in the City.
7. A total fire power of 1,653 serviceable 9mm Berretta pistol, 10 high-powered M16
rifles, 5 12-gauge shotguns and 25 CZ m Pistols.
8. Increasing number of committed crimes every year (1,103 reported crimes the
year 1999) (704 for 1998) (685 for 1997 and (499 for 1996).
9. At present there are three (3) Fire Stations in the city namely Muntinlupa City
Central Fire Station located at Alabang-Zapote road, New Bilibid Prison (NBP)
fire sub-station located at NBP compound, Barangay Poblacion and Ayala
Alabang Fire sub-station located at STP compound, Ayala Alabang Village. The
MCFS has a total lot area of 600 square meter land.
10. The MCFS has a total number of 81 fire fighting personnel or a current ratio of
1:6543.
11. The city maintains a total of 8 fire trucks with different water capacity.
12. Lack of portable pumps, breathing apparatus and other fire fighting equipment.
13. MWSS fire hydrants are non-operational.
17
HOUSING
1. To increase the accessibility of home ownership to city's families especially those
in lower income house holds.
2. To encourage private sector investment in residential construction especially
mass housing.
3. To prevent squatting-related activities in the city.
4. To strengthen the awareness of the people of Muntinlupa of the needs to
increase savings through membership in a national provident funds for housing
that will increase residential improvements and expansions.
5. Upgrading of existing settlements especially in the depressed communities.
TARGETS
1. To provide for a decent house for every household in Muntinlupa.
2. An additional 81,248 housing units by the year 2010.
STRATEGIES
1. Obtain access to funds of the National Shelter Agencies.
2. Institutionalized the Muntinlupa City Housing Board.
3. Draft IRR for the Land Banking/Interim Financing of the city government for the
implementation of housing projects of the city government as mandated by
UPAO.
4. To provide incentives to the private sector to increase its participation in the
provision of housing facilities.
5. Identify possible areas for housing projects.
6. Secure separate funding for Housing Program Implementation.
18
POLICIES
1. To strictly implement R.A.7279 or the law that requires subdivisions to allocate
20 percent for socialized housing.
2. Draft a City Shelter Plan
3. Strengthen UPAO.
4. Allocate budget for the SHOPCOM inclusive of UPAO.
5. Utilized P10 million per year CDF allocation for Land Banking along side land
inventory, which will include PDA sites.
6. Institutionalized local CASSPS.
7. Establish Muntinlupa Task Force on Relocation and Resettlements.
8. Procure the equity of the Local Government on the national wealth.

1. Information campaign for the advantages of a legal, decent and orderly living.
2. Create a land inventory and acquisition database.
3. To relocate squatters from depressed areas like along the railroads tracks, banks
of the river systems, and the shorelines of Laguna De Bay.
4. To recommend land use areas suitable for Socialized Housing Programs through
the City Government Land Bank/Interim financing.
5. Shelter Finance Program that will focus on redirecting loans to lower income
groups in the city and formulating a self-sustained program through efficient cost
recovery and cross-subsidy schemes.
6. Encourage industrial firms to provide housing programs for their employees at
terms within their reach.
7. Convince property owners to dispose their squatted properties to its tenants
through the Community Housing Program.
19
8. A program that would increase compliance with the provisions of UDHA

regarding the 20 percent allocation of subdivisions projects to socialized housing
program.
9. A project that would increase livelihood and employment opportunities of families
living in depressed areas to widen their disposable income and thus enable them
to avail of low amortization housing programs.
ISSUES
1. 120 depressed areas with 29,799 households have been identified. This means
that 7 percent of the population needs affordable housing units.
2. 88 residential subdivisions or about 46 percent of the city's land are residential in
nature however there is still a shortage in housing because most those
subdivisions are for the high-income bracket.
3. The increasing housing backlog of the City Government.
4. Limited areas for socialized housing.
5. Lack of capability of urban poor leaders in handling organization and project
management.
6. Sites for socialized housing are tentative and are still under private ownership.
7. The continuing influx of immigrants.
HEALTH
1. To ensure the efficient delivery of health and sanitation services by
professionalizing government health workers and encouraging volunteerism and
the active participation of health professionals in the private sector.
2. To minimize the prevalence of communicable and non-communicable diseases
through health and sanitation programs.
3. To increase awareness and knowledge of our people in the families and
community on basic health and situation programs.
20
4. To identify target families and communities who need health and sanitation
support services the most.
TARGETS
1. An infant morality rate of 14.7 and child mortality rate of 0.61 comparable to that
of the regional rate.
2. A total of 98 Barangay Health Centers by the year 2010.
3. 25 Doctors by 2010.
4. 98 Midwives by 2010.
STRATEGIES
1. Focus on preventive and control aspects of health and sanitation programs.
2. To increase awareness and knowledge of people in the families and community
on basic health and sanitation programs.
3. To identify target families and communities who need health and sanitation
support services the most.
4. Mobilize NGOS to support and participate in programs related to health and
sanitation through organization linkages and the promotion of the spirit of
volunteerism.
5. Adopt a community-based approach encouraging families and communities to
participate in planning, implementing, monitoring, and evaluating of programs for
greater self-reliance.
6. Make a primary health care and sanitation more accessible and affordable
especially for those members of the community who are greatly at risk.

1. Family Health Programs
Comprehensive Maternal and Child Health

Nutrition Program
Dental Program
21
Under Five Program

Reproductive Health
2. Communicable Disease Control Program
Control of Acute Respiratory Illness

Control of Diarrhea Disease
Expanded Program on Immunization
National Tuberculosis Program
Rabies Leprosy Control Program
STD/HIV AIDS
Dengue Control Program
3. Non-communicable Disease Control Program
Cancer Control Program

Cardiovascular Disease Control Program
Diabetes Control and Prevention
Primary Eye Care
Mental Health Program
4. Environmental and Occupational Health Program
Dengue Control Program

Water and Food Sanitation
Market Sanitation
School Sanitation
Sanitary Toilet Facilities Provision
5. Health Promotion and Communication
Information, Education and Communication Campaigns

Social Mobilization
Household Teaching Study Groups
ISSUES
1. High cost of health services
2. Poor condition and lack of health centers.
3. Lack of health personnel.
22
SOCIAL SERVICES
1. To ensure sustained and total well being of individuals, families and communities
of the City of Muntinlupa specially to the poorest of the poor.
2. Enhancement of day care centers.
3. Protecting and upholding the right of the women, children, disadvantaged,
disabled and the elderly.
4. Tapping the help of the local residents, NGO and private companies in the
provisions of basic needs of the impoverished sector of the community.
5. Strengthen community structure for Crime Prevention and Disaster management.
POLICIES
1. An ordinance that will impose stiff fines for the violations of the rights of Women,
Children and the Elderly of Muntinlupa.
PROGRAMS ANDS PROJECTS

1. A Family and Community Welfare Program
2. A plan That would improve the womens Welfare
3. Child and Youth Welfare Program
4. Elderly and Disables Welfare Program
5. Anti-drug Abuse Programs
6. Emergency Assistance Program
7. An agenda that would promote community based livelihoods programs.
23
8. A program that would improve the social cultural and moral values of the
residents.
9. A plan that would improve the services of the Muntinlupa City Social
Development Workers.
SPORTS AND RECREATION SERVICES

1. To augment the sport and recreation facilities of the City
2. To intensify sports awareness among the people as a way of improving their
physical and mental conditions.
3. To raise cultural awareness among the people.
TARGETS
1. To have 24.5 hectares of play field by the year 2010.
STRATEGIES
1.Allot budgets sports, leisure and recreational projects.
2. Construction of more sports centers at strategic location in the city.
3. Strengthening of physical education and sports development program in schools.
4. Observation of cultural feasts and festivals.
5. Stress of Filipino cultures in school curricula.
POLICIES
1. Requiring subdivisions to allocate lands for sport facilities
2. Creation of a task force will enforce PD 957.

24
1. A program that will establish more sports, leisure and recreational facilities.
2. A program on sports and physical education promotion in schools and among
residents.
3. Projects that will implement sport competition between schools and barangays in
the City.
4. A project that would involve all residents in cultural activities
ISSUES
1. Inadequate number of sport facilities within the city.
25
Table 2
PROJECTED POPULATION FOR YEAR 2001-2011
Year
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Population
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
501,115
Based on Census 2000 results thru NSO

Projections are computed using Population Growth Rate with formula [(p1/p2)^1/10]
26
Table 3
PROJECTED HEALTH REQUIREMENTS
For year 2001 to 2011
Year
Population
Physician
Nurse
Sanitary
Insp.
Midwife
Dentist
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
501,115
20
20
21
21
22
22
23
23
24
25
25
20
20
21
21
22
22
23
23
24
25
25
20
20
21
21
22
22
23
23
24
25
25
79
81
83
86
88
90
92
94
96
98
100
20
20
21
21
22
22
23
23
24
25
25
Standards
Barangay station
Physician
Dentist
Nurse
Sanitary Inspector
Midwife
Barangay
Health
Station
79
81
83
86
88
90
92
94
96
98
100
1:5000
1:20000
1:20000
1:20000
1:20000
1:5000
27
Table 4
PROJECTED PROTECTIVE REQUIREMENTS FOR THE YEAR 2001-2011
Year
Population
Policemen
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
501,115
792
813
834
855
876
897
918
939
960
981
1002
Standards
Police
Fireman
Traffic Enforcer
Fire Truck
Outpost
Traffic
Enforcer
132
136
139
143
146
150
153
157
160
164
167
Firemen
Fire Truck
Outpost
792
813
834
855
876
897
918
939
960
981
1002
8
8
8
9
9
9
9
9
10
10
10
40
41
42
43
44
45
46
47
48
49
50
1:500
1:500
1:3000
1:50,000
1:10,000
28
Table 5
PROJECTED HOUSING REQUIREMENTS
Year
Household
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
4.33
4.26
4.19
4.12
4.05
3.98
3.92
3.86
3.8
3.74
Projected
Projected
Existing
Population
Household
Housing Units
DECLINING HOUSEHOLD SIZE
396,024
91,461
88,979
406,533
95,430
88,979
417,042
99,533
88,979
427,551
103,775
88,979
438,060
108,163
88,979
448,570
112,706
88,979
459, 079
117,112
88,979
469,588
121,647
88,979
480,097
126,341
88,979
490,606
131,178
88,979
Houses for
Replacement
Housing Gap
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
41,531
45,500
49,603
53,845
58,233
62,776
67,182
71,717
76,411
81,248
29
Year
Household
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
Projected
Projected
Existing
Population
Household
Housing Units
CONSTANT HOUSEHOLD SIZE
396,024
81,486
88,979
406,533
83,649
88,979
417,042
85,811
88,979
427,551
87,973
88,979
438,060
90,136
88,979
448,570
92,298
88,979
459, 079
94,461
88,979
469,588
96,617
88,979
480,097
98,785
88,979
490,606
100,948
88,979
Houses for
Replacement
Housing Gap
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
39,049
31,556
33,719
35,881
38,043
40,206
42,368
44,531
46,687
48,855
51,018
30
Table 6
PROJECTED PLAY FIELD REQUIREMENT
Year
Projected population
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
Projected Area For

Recreational Park in sq. m
198,012
230,267
208,521
213,776
219,030
224,285
229,540
234,794
240,049
245,303
In Hectares
19.80
20.32
20.85
21.38
21.90
22.43
22.95
23.48
24.00
24.53
31
Table 7
Projected Enrollment for 2001-2010
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Elementary
43,987
45,154
46,322
47,490
44,736
49,852
50,990
52,158
55,980
54,493
High School
24,040
24,677
25,316
25,954
26,592
27,106
27,868
28,506
29,143
29,782
College
1,256
1,289
1,320
1,356
1,389
1,438
1,456
1,489
1,523
1,556
Participation Rate
Elementary
97.6%
High School
77.4%
College
3.5%
32
Table 8
Projected Classroom and Teacher Requirements
For 2001-2010
Elementary
(50) students
880
903
926
950
895
997
1020
1043
1120
1090
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Standard
Classroom
Teachers
High School
(50) students
481
494
506
519
532
542
557
570
583
596
College
(50) students
25
26
26
27
28
29
29
30
30
31
Elementary
(40) students
1100
1129
118
1187
1118
1246
1275
1304
1400
1362
High School
(40) students
601
617
633
649
665
678
697
713
729
745
College
(40) students
31
32
33
34
35
36
36
37
38
39
1:40
1:40
33
Chapter 3
ECONOMIC DEVELOPMENT PLAN

The goal of the economic development plan of Muntinlupa is to increase an
economic base that will provide a sustainable source of income and employment for the
citys entrepreneurs/businessmen and residents, respectively. Constant with the
development vision and strategy of the city, the economic sector shall expand and
strengthen its service function (commerce, transport, banking, housing/hotels, high-end
retail actos like alls and restaurants). The city has the geographic, economic head start,
and infrastructure advantages over the rest of CALABARZON. Its rational to expect that
needs of CALABARZON for higher-order services will be sourced from the city. With
CALABARZON and its international networks as clients, the city shall create a cellularlike economy where activities in which it has comparative advantage (called basic
sector in theoretical pamance) shall be interlinked closely with activities that caters to
needs of local residents (e.g. retails) This will encourage more circulation of economic
activities in city and minimize leakages outside of the city in terms of income and
employment source.
OBJECTIVES
1. To increase the number of Commerce, Trade and Services establishments;
2. To maintain existing commercial areas as primary community-oriented shopping
and service focal points for the and nearby towns.
3. To encourage and creation of industry that are export-oriented.
STRATEGIES
1. Strengthening the local chamber of commerce and industry to protect the
interests of the local business;
2. Encouragement of outside investors through grant of tax incentives;
3. Improvement and increase of infrastructure facilities and services vital to
business operations like roads, garbage collection, power, water supply and
communications;
4. Promotion of export-oriented industries that will allow capital from the other parts
of metropolis to trickle down to the city economy;
34
5. To prioritize employment and livelihood programs responsive to increasing

demand for commerce and trade;
6. To encourage entrepreneurial endeavors among the populations.

1. Rebuilding and expansion of the market in Alabang and to provide more access
to it;
2. Fiscal incentive program to interested investors;
3. Enterprise development programs that will provide financial, technical and
managerial training for local entrepreneurs;
4. Continuing capability-building program for local labor.
5. ONE STOP BUSINESS CENTER
AGRICULTURE
1. To ensure the agricultural requirements of the city.
2. To increase the production of the remaining production lands especially in
National Bilibid Prison.
3. To improve the standard of living of the remaining farmers.
4. To effect a smooth transition of remaining crop activity to urban activity.
TARGETS
1. To be able to ensure the agriculture consumption requirements of the city for the
year 2010.
Cereal
Vegetable
Fish
Meat
53,574 metric tons

26,861 metric tons
15,042 metric tons
16,254 metric tons
35
STRATEGIES AND POLICIES

1. Enhancement to farming and fishing technologies.
2. Lowering the cost to farming and fishing inputs such as fertilizers, fingerlings and
seeds.
3. The city's farmers and fisher folks shall organize themselves into self-reliant,
empowered and dynamic groups, preferably cooperatives, so they could take
advantage of opportunities to better credit access, acquisition of productive
technologies, and capability building through livelihood training and education.
4. Promoting sustainable agriculture and aquaculture through proper management.
5. Approval of loans for agricultural purposes especially fishing.
6. Introduction of high yielding varieties and fingerlings.

1. Promotion of improved Crop, Animal and Fish production Technologies such as:
a. Soil Analysis/ Soil Resources Conservation- soils are analyzed in order to
determine the actual soil requirements and types of plants to be planted. After
harvest, the soil is gain analyzed to determine what kind of soil nutrients were
absorbed by the plants and how much nutrients leach out.
b. Quality Seeds Distribution- high quality vegetable seeds will be distributed to
the clientele in order to ensure good or high production.
c. Provision of Technical Assistance- the project will increase farm income and
crop productivity through the promotion of improved crop production technology
and the provision of technical supervision to the clientele such as farm planning,
budgeting, recording and improved farm management practices.
d. Provision of Technical Assistance- by enumerating animal inventory and
conducting preventive measures regarding pest, diseases, castrate. Deworm and
treatment of animals.
e. Provision of Technical Assistance- through planning and design of fish cages,
fish planning, budgeting, recording and other appropriate technology to ensure
better living.
f. Fish Seeds Distribution- high quality fingerlings will be distributed to the
clientele in order to ensure high production.
36
2. Selective community income generating projects/ Home food production for

families inn agriculture sector.
a. Members of the community will undertake continuous production/
planting of subsidiary crops and raising of swine and livestock on
backyard or home lot scale to increase the availability of highly
nutritious foods.
3. Entrepreneurship Developments and Management through Micro-Enterprise
Development Program and Entrepreneurial Growth and Development.
a. Financial assistance for micro enterprise: Activities sourcing of funds,
interview clients, assessment, recommendation for seminar/approval.
b. Establish an income generating projects.
c. Marketing assistance: There must be a product promotion/ advertisement
through clients to clients within the community. Product must be advertised
through inter-city/municipality; through cooperative movement. Establishments of
a selling center. Promotion through the use of mass media.
d. Product Development through generation of technology
e. Small & Medium Enterprise Management Training such as simplified
bookkeeping, financial, production, marketing, management, product planning,
costing and pricing, etc.
f. Tele-aralan wherein clients will be brought to audio-visual room for film
showing.
4. A program that will establish and strengthen cooperatives.
ISSUES
1. Low output production for agriculture sector
a. Rice
b. Vegetable
c. Fish
d. Meat
None
512.34 metric tons
10,869.84 metric tons
36.292
37
2. Low capita income for the farmers, fisher folks and livestock raisers
a. Livestock Raiser 3,120.00
b. Fishermen
3,000.00
c. Farmers
3,541.60
3. Absence of farming and fishing cooperatives.
4. High cost of farming and fishing inputs.
5. Passe kind of farming and fishing technologies.
INDUSTRY
1. To enlarge the number of light industries consistent with vision and development
strategy.
2. Diversify the type of light industry
3. Protect the health of the people of Muntinlupa form pollutive effect of existing
heavy industries.
4. Lessen the number of the unemployed population of Muntinlupa.
5. Encourage outside investors to invest in Muntinlupa.
TARGETS
1. by the year 2010, heavy industries will be phased out, and will be replaced
instead with light industries.
2. To improve the trade skills of Muntinlupa work force.
3. To improve the employment rate of Muntinlupa.
38
STRATEGIES
1. Local fiscal incentives for investors such as special rates for real property taxes
and business taxes.
2. Special Tax incentives for light industries.
3. Impose bigger fines and penalties for industries that are pollutive in nature.
4. To have a training program for trade skill development.
5. An agreement between the local government and industries that they should
prioritize the residents of Muntinlupa regarding employment.

1. Lobby with the SP for the activation of anti-pollution laws and to the need for
stricter monitoring.
2. A program that would enhance the trade skills of Muntinlupas work force.
3. A law requiring industries that 70 percent of their workers are residents of
Muntinlupa.
4. Advertisement campaign promoting the geographic location of Muntinlupa and
steady source of power, water, and skilled workers.
ISSUES
1. Declining employment rate.
2. 93% of the work force does not have a trade skill.
39
COMMERCE
OBJECTIVES
1. To make Muntinlupa City as the center of commerce, trade and services in
Southern Luzon.
2. To attract commerce, trade and services investors to invest in Muntinlupa.
3. Encourage Entrepreneurial spirit among the people of Muntinlupa.
TARGETS
1. To make Muntinlupa the center of commerce, trade and services in Southern
Luzon by the year 2010.
STRATEGIES
1. Special economic and spatial incentives for would-be investors.
2. Development of infrastructure facilities that are important for commerce operation
such as parking space, roads, garbage collection, power, water supply and
communication.
3. Strengthening the local chamber of commerce.
4. To conduct product fairs and exhibit to attract investors in the city.

1. Institutionalized ONE STOP SHOP SYSTEM
2. A program that will develop all the infrastructure and transportation requirements
of all the city of Muntinlupa.
3. Conduct Annual Trade Fair.
4. Create a Tax Campaign Task Force.
5. Full implementation of regulatory laws on taxes must be instituted.
40
6. Creation of Consumer Welfare Office.

7. To Hold Trade/tourism tour package.
ISSUES
1. Effective and efficient tax administration is needed to ensure optimum revenue
with which to finance operations and development.
2. Additional investors are needed to provide jobs for the city residents.
TOURISM
OBJECTIVES
1. To develop tourism into one of the magnets of growth for the city of Muntinlupa.
2. To preserve and promote the city's historical heritage as a tourist attraction.
3. Develop Muntinlupa as the Emerald City of the 21st century.
4. To develop the infrastructure and transportation facilities as a way of developing
tourism potential.
TARGETS
1. To employ the help of the Department of Tourism and private sector in
developing the tourism sector of the city.
2. To formulate a comprehensive tourism and cultural development plan.
3. To maximize the advocacy and of the strength of the City of Muntinlupa as a
viable and best location for corporate centers.
4. To strengthen the support systems such as power, telecommunications, water,
housing and transport.
5. To provide incentives and support for tourism related activities.
6. To promote the national Heritage Area of the City.
41
7. To make the people of Muntinlupa participate in tourism development.

8. To develop the natural resources of the City.

1. A program that would strengthen the partnership of the Department of Tourism
and private sector in developing the tourism capabilities of the city.
2. An Information and education campaign to promote the tourist attraction of the
city.
3. A citywide tourism activity that would invoke the help of all the residents of
Muntinlupa.
4. A program/project that would protect the five existing historical sites of the city.
5. A program that would develop a comprehensive tourism and development plan of
Muntinlupa.
6. A plan that would strengthen the infrastructures facilities of Muntinlupa.
7. Conservation and rehabilitation of the natural resources of the city.
8. Enactment of an ordinance that would institutionalize the historical areas of the
City.
ISSUES
1. The City of Muntinlupa lacks the natural resources that are usually associated
with tourism such as beaches and forest resources.
2. The absence of a comprehensive tourism and cultural development plan for
Muntinlupa.
3. The Lack of interest of the general population towards culture and tourism.
42
Chapter 4
INFRASTRUCTURE DEVELOPMENT PLAN

The goal of the Infrastructure Development Plan of Muntinlupa is to make the
City an ideal place for investment, pleasant urban living and equitable access. The idea
is to provide for the entire infrastructure requirements of the city, thus maximizing the
potential of the city to become the service center for CALABARZON.
GOAL AND OBJECTIVES

1. To build additional and rehabilitate existing infrastructure and utilities to
support the overall physical/development strategy of linear corridor pattern.
2. To construct and maintain infrastructure and utilities that will address demand
of a growing population for adequate physical amenities.
3. Set up infrastructure that will enhance economic activities in the city.
TRANSPORTATION
OBJECTIVES
1. To improve the circulation of existing transport system to address the growing
traffic demand within and outside of the city;
2. To construct additional roads and bridges to heighten the efficiency and increase
the traffic volume capacity of the transport system.
3. To prepare a plan for the transport sector covering new land routes, vehicular
traffic management and road project packaging;
4. To accelerate the movement of people, goods and services to expedite trade and
commerce within the City;
5. To ease prevailing traffic situation to hasten the mobility in the locality; and
6. To minimize the occurrence of road mishaps to reduce damages to life and
property.
43
TARGETS
1. To construct an additional 769 kms. Of road within the City by the year 2010.
2. 100 pavements of all existing roads.
3. To have a road widening.
4. Construction of inter-city and inter-modal terminal.
5. To construct bridges that will link villages.
STRATEGIES
1. Assessment of existing transport situation to determine the possibility for road
construction, improvement and widening.
2. Establishments and improvement of the drainage system of Muntinlupa.
3. Encourage subdivisions to support the traffic improvement program through the
use of their roads during peak as part of the secondary road network.
4. Creation of lobby group and using it to lobby for funds from Congressman, DOTC
and DPWH.
POLICIES
1. Strict implementation of traffic rules and regulations and other traffic related
ordinances i.e. ordinance on road set-back requirement;
2. Enforce existing laws pertaining to parking requirements for the construction of
buildings, as well as parking of vehicles along roads.
44
1. Construction of East Kabulusan Road consisting of 700 linear meter access from
the East Service toward PPTA Road in Barangay Cupang (with drainage);
2. Construction of Concepcion St. access road from East Service Road towards
PPTA Road, Buli. This involves construction of approximately 100 linear meters
of road together with the corresponding expropriation of lot to be affected;
3. Construction of Soldiers Hills main entrance road of around 800 linear meters
long and 12 linear meters width, which will benefit Camella 2d Subdivision,
Mutual Homes, Soldiers Hills Q other subdivisions;
4. Road concreting and expansion of Rizal St. extension leading to the entrance of
New Bilibid Prison (NBP) which will benefit Katarungan Village, NBP and
Muntinlupa Polytechnic College.
5. Interconnection of the Daang Hari Road, a previous project of the Urban Road
Project Office of the DPWH with the main road of Katarungan Village and the
arterial road of Victoria Homes; and
6. Opening of Subdivision Roads.
ISSUES
1. Inadequate road network, there is a need for road widening in the major
thoroughfares in the city;
2. Non-compliance with the National Bilibid Code of 1979, provision on the setback
requirement;
45
3. Lack of parking spaces located within Muntinlupa;

4. Traffic congestion; and
5. Longer travel time.
DRAINAGE
OBJECTIVE
1. To come up with a flood control and drainage master plan for Muntinlupa.
2. To minimize the effect of flooding on lives and property.
3. To develop a systematic approach to waste management to ensure that the
waterways are free from waste so as to impede the free flow of water runoffs.
TARGETS
1. To have a drainage and sewerage master plan by the end of 2003.
2. To make Muntinlupa a flood free City.
STRATEGIES
1. Formulation of an overall flood control and drainage master plan.
2. Acquire additional drainage right-of-way (ROW) for future flood-control purposes.
3. Use of mitigating measures that are corresponding to engineering measures.
4. Encourage peoples participation in cleaning and protecting the rivers, especially
industrial companies and business establishments and those living near floodprone areas.
46
POLICIES
1. Enforcement of at least three to five meter easement along riverbanks.
2. Enactment of ordinances that would impose stiff penalties against dumping of
waste into rivers, creeks, and canals.

1. An in-dept study on the cause of flooding in the city.
2. Formulation of a drainage master plan.
3. Installation of new drainage pipes as well as repair of old ones.
4. A citywide program of constructing parks-cum-embankments along banks of
Rivers.
5. Dredging or desilting projects that will deepen rivers and creeks.
6. Education campaign on proper waste disposal among the people of Muntinlupa
especially those living near rivers and creeks.
ISSUES
1. Absence of a drainage master plan.
2. Flooding on the eastern parts of the City.
COMMUNICATIONS
OBJECTIVES
1. To set up an efficient telecommunication system that will enhance its rate as a
service center of CALABARZON and as attractive residential sites for middle
income to high-income residents.
47
2. To further expand the coverage of the present telecommunication facilities and

network in the city to address the future commercial and industrial demands of
Muntinlupa; and
3. To Improve non-digital communication systems such as postal services and
telegraphs for faster and more efficient deliveries of these telecommunication
services.
TARGETS
1. To attain 98 letters carriers by the year 2010.
2. To install 102,210 telecommunication lines by the end of the 10-year planning
period.
STRATEGIES
1. Upgrading of all telecommunication facilities to meet the current and future
demands of urban development and increase commercialization of the city;
2. Promoting private participation in the provision of telecommunication facilities to
enhance local telecommunication coverage;
3. Requesting
from
DOTC
and
other
government
agencies
to
require
telecommunication companies to comply with their investment plans to install

additional lines.

1. A program to increase postal and telegraph personnel and equipment; and
2. A program to increase the number of telephone landlines in the city.
ISSUES
1. The total of 5 letter carriers is inadequate to meet the growing demand of the city.
48
WATER SUPPLY
OBJECTIVES
1. To enlarge the coverage of the Water System of Maynilad.
2. To meet the water requirements of the residential, commercial, industrial and
institutional sector of the city for the next ten years.
3. To implement a medium term program to avert a city-wide acute water shortage
and to meet with the demands of infrastructure growth in the area; and
4. To limit the extraction of ground water for commercial activities especially in the
eastern part of Muntinlupa.
TARGETS
1. To tap additional water supply
2. To identify potential site for the withdrawal of ground water which will not
aggravate land subsidence.
3. To hire a consultant that will prepare a study for another possible source of
water.
STRATEGIES
1. To prioritize policies that address the inadequacy of potable water at the barrage
level;
2. Improved water coverage especially residents in depressed areas through a
government subsidized program, Libreng Patubig, in depressed areas;
3. A city ordinance that regulates the extraction of ground water for commercial
purposes;
4. Preservation of Laguna Lake as a potential domestic water source for
Muntinlupa;
49
5. Survey the possibility of private sector participation In providing water supply

through BOT related schemes; and
6. Seek financial and technical assistance from local and international agencies for
the upgrading the quantity and quality of water supply in the area.
POLICIES
1. Joint City Government and Barangay Units (BUs) and Sub-Barangay Units
(SBUs) efforts on active coordination and monitoring.
2. Effective maintenance and generation of water appurtances and fair schedule of
potable water deliveries joint and collectively by an Ad Hoc Office (under the
Office of the Mayor) and BUs and SBUs of which accomplishment reports shall
be submitted regularly to the Mayor.
3. Amending of RA 1634 through exempting or excluding the City of Muntinlupa
from the service area of MWSS so that the City Council, through interplay of
intellect and reason, may arrive at a homogeneous solution to the city water
supply problem.
4. To resolve and recommend the commissioning or assistance of the Local Water
Utilities Administration (LWUA) in a feasibility study for a water sourcing,
treatment and distribution system in the city.
5. Seek for local and international funding for the development of the water supply
lines in the City.

1. Short-listing of Qualified Area Beneficiaries.
2. Construction of additional public faucet and deep wells to augment the water
supply of water deficient areas.
50
3. Checking and upgrading existing water lines to minimize losses resulting from
leaks.
ISSUES AND CONCERNS

1. Due to the large coverage area of sMaynilad it could not effectively manage the
water distribution;
2. Lack of potable water and inadequate water supply for commercial and industrial
use; and
3. Presence of industrial estates that require huge volumes of water in their
operation.
POWER SUPPLY
OBJECTIVES
1. To enhance the development of Muntinlupa through the provision of an adequate
and efficient power system;
2. To limit the reloading of transformers in depressed areas in the locality;
3. To construct additional lamp posts in streets and alleys that need lighting for the
convenience and safety of residents, and to lessen criminal activities in the
locality;
4. To remove squatter near power transmission lines for their welfare as well as to
prevent power interruptions.
TARGETS
1. To construct 300 additional street lights in various locations of the city.
STRATEGIES
1. Conduct an extensive power connection inspection of various areas within the
city to determine;
2. Installation of additional street lights to encourage criminal activities;d
51
3. Conduct of study to determine the possible relocation of squatters near

transmission lines;
POLICIES
1. A Task force that will monitor all illegal power connection in the City.
2. An ordinance that would make use of high-pressure sodium bulbs as a way of
improving visibility at night.
ISSUES
1. Persistence illegal power connections along depressed areas of the Muntinlupa
that result to the overloading of transformers;
2. Location of transmission lines are illegally occupied by squatters despite
apparent hazard the area present to these illegal occupants;
3. Faulty electrical wirings that may cause power interruptions or the outbreak of
fire; and
4. Inadequate lighting of alleys and streets within the area.
SOLID WASTE
OBJECTIVES
1. To lessen the volume of waste generated by the City specifically in the domestic
level.
2. To identify a potential controlled dumpsite or landfill that would cater to the nontoxic residual solid waste of the City.
3. To compel industries to have their own solid waste disposal system.
4. To promote an environmental solid waste management system like segregation,
composting and recycling.
5. Encourage partnership between the City Government and peoples participation
in the waste reduction programs.
52
6. Rehabilitate the river systems in Muntinlupa.
TARGETS
1. A total of 75 garbage trucks by the year 2010.
2. Identification of a dedicated landfill.
3. To recover at least 50 percent of the recyclables.
STRATEGIES
1. Information, Education, Campaign that would educate the residents of
Muntinlupa to the proper waste disposal practices.
2. Equipped the working team (Eco-Waste Management Board) with information
relative to waste management and environmental protection by means of
Lakbay Aral wherein trips are made in different places to have first hand
information and demo presentation about waste management planning.
3. Acquisition of lots for sanitary landfill use and garbage dump trucks for garbage
collection in coordination with the Mayors and Members of the Council and other
sectors.
4. Passing of a resolution/ordinance of the City Council to establish a Solid Waste
Management Program of the city.
5. Joining the Clean and Green contest.
POLICIES
1. A City Ordinance that will impose penalties for the violation of environment
protection and other activities that will result in pollution or ecological imbalance.
2. Enforce in the form of incentives, awards and merits and in the form of strict
implementation of guidelines pertaining to waste management reduction scheme.
53

1. An extensive Information Dissemination Campaign to inform people of the
importance of environmental solid waste management system.
2. A program will put up and material recovery facilities in the whole city.
3. Establishment of an Eco-Center that will process the biodegradable materials
thru composting and sell recyclables to factories and junkshop.
4. A petition to National and International agencies for acquisition of funds for
additional garbage trucks.
5. Enhance linkages with recycling factories to maximize the type and volume of
recoverable waste and with other factories through Waste Exchange Program
6. An ordinance that would impose stiff fines for improper waste disposal practices.
7. Enforcement of MMDA regulations and city ordinances.
8. A Clean and Green Contest that would involve the participation for all
Muntinlupa residence.
9. Establishment of six sites for Material Recovery Facility.
ISSUES
1. The city generates 832.12 cu.m. Of solid waste every day.
2. The city is projected to generate 1,373.70 cubic meter of garbage everyday for
the year 2010.
3. The city makes use of 28 drivers and 125 paleros and garbage crew to collect
the garbage.
4. 25 units (18.0 cu.m) 10 wheeler dump trucks and 2 units (12.8 cu.m) compactors
are being utilized by the city in garbage collection.
5. The city is only able to collect 86.58 percent of the total waste generated.
6. MMDA have designated the Las Pias transfer station for the temporary transfer
of garbage, but is limited up to 5 truck trips per LGU, while the least required
number of trips/day for the City of Muntinlupa is 60 truck trips.
7. The sub-contractor with legitimate disposal site can only collect a maximum of 10
truckloads of garbage per day. No other trucks are permitted to dump garbage at
the sub-contractor disposal site.
8. Lack of a sanitary landfill.
54
Table 9
Road Requirement
Year
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Projected Population
385,515
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
501,115
Existing (km)
408,196
408,196
408,196
408,196
408,196
408,196
408,196
408,196
408,196
408,196
408,196
408,196
Requirement
925
950
976
1,001
1,026
1,051
1,077
1,102
1,127
1,152
1,177
1,203
Net Requirement
517
542
567
593
618
643
668
694
719
744
769
794
55
Table 10
Projected Garbage Generation
Year
Population
Waste Generated (cu.m.)
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
396,024
406,533
417,042
427,551
438,060
448,570
459, 079
469,588
480,097
490,606
1,108.87
1,138.29
1,167.72
1,197.14
1,226.57
1,256.00
1,285.42
1,314.76
1,344.27
1,373.70
Trucks Needed daily

(18 cu.m)
62
63
65
67
68
70
71
73
75
76
56
Table 11
Communication Services
Year
H.H. size
Population
HH Population
Letter carrier
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
4.86
396,024
406,533
417,042
427,551
438,060
448,570
459,079
469,558
480,097
490,606
81,486
83,649
85,811
87,973
90,136
92,298
94,461
96,617
98,785
100,948
79
81
83
86
88
90
92
94
96
98
Telephone Land Line

Requirement
81,486
83,649
85,811
87,973
90,136
92,298
94,461
96,617
98,785
100,948
57
Chapter 5
Local Administration And Finance

Development Plan
The goal for the Local administration Development Plan of Muntinlupa is to be
able to enhance and improve governance and fiscal management. Thus ensuring the
delivery of various development projects and basic services. The plans are to
professionalize the Local government staff and make Muntinlupa financially selfsufficient.
OBJECTIVE
1. To be able to professionalize the Local government staff to ensure the effective
and proper delivery of development programs in the city.
2. To make the City of Muntinlupa financially self-sufficient by maximizing income
potentials.
STRATEGIES
1. To conduct seminars, trainings and sponsorships of further studies for
government personnel.
2. To create new income generating projects.
3. To enlarge the revenue base of Muntinlupa.
PUBLIC ADMINISTRATION
1. To effectively manage and administer development plans, programs and policies.
2. To fill up important positions in the local government as provided for in the Local
Government Code.
3. Professionalization for the Local Government personnel.
58
4. To make the officials responsive and proactive.

5. Institutionalized the local planning process.
STRATEGIES
1. A Training-Workshop on capability development for local government employees.
2. Attend seminar-workshop that focuses on investments planning and evaluation of
projects and programs.
3. A monthly performance report for all local government staff.
4. Development of a corps of employees committed to public service; a public office
being a public trust.
5. Ensuring the success of development programs through coordination, monitoring
and improvement of development and implementation capability.
6. Institutionalize merit and fitness indicators in the hiring of personnel.
7. Design and implement a workable career development plan for all employees.

1. Set up Employee Development Program.
2. Sustain manpower planning activities implementation of an approved merit
promotion.
3. Training, Seminars, and workshops on skills enactment as well as on
values/work attitude.
4. Capability Building Program.
ISSUES
1. Need to strengthen the career service;
2. Difficulty in the implementation of merit and fitness principles and the persistence
of job mismatch and qualifications;
3. Insufficient benefits programs for the employees;
4. Lack of comprehensive development plans.
59
PUBLIC FINANCE
1. To increase the local revenue collection of the City of Muntinlupa.
2. To minimize the expenditures of the City incurred yearly.
3. To strengthen the ability of Local Government Unit in allotting funds for various
expenditures.
TARGETS
1. An annual growth in city income of by 47 percent is comparable to the current
rate of increase of the city expenditures.
2. A reduction of the city expenditures from a high of 47 percent to 34 percent
growth rate every year.
STRATEGIES
1. Create more revenue-generating enterprisers and facilities.
2. Choosing of a more appropriate city revenue mobilization tools from the local
government code of 1992.
3. Increase efficiency in tax collection through tax mapping and updated tax
database of real estate properties and establishments.
4. Exploration of other funding sources for prioritized programs and projects.
5. Improvement of real property, business and community assessment to reflect
more relevant market prices.
6. Develop a Collection System that would fast track and prevent any spillage of
collectable fees and charges.
POLICIES
1. An ordinance that would impose higher penalties for delinquent taxpayers.
60
2. A decree that would freeze the hiring of non-essential personnel.

1. Continues operation of the Business One-Stop Shop that would expedite tax
collection.
2. A program that would continue the use of the computerize tax collection system.
3. Implementation of the Revised Revenue Code for 2000.
4. Tax Mapping scheme that would improve the real property and business tax
collection.
5. A more sensible procurement practices.
6. Include a separate and continuing page-column in the Lingod Bayan entitled
Where Your Taxes Go. This column shall feature, among others, completed,
on-going and future projects and service programs of the City. The City
government may publish a Business News Magazine aimed at enhancing
Business sector participation in city development.
ISSUES
1. Irresponsible taxpayers.
2. 51.86 percent or 0.8 billion is attributed to personal services.
3. A budget deficit of 2,994,734 by the year 2010.
4. There was an increase of 394% on expenditures in 1999 compared to the 1998.
61
Table 12
Projected Income & Expenditure
Year
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Expenditures
2,583,452
2,921,042
3,258,632
3,596,222
3,933,812
4,271,402
4,608,992
4,946,582
5,284,172
5,621,762
5,959,352
Revenues
1,157,150
1,338,132
1,528,496
1,637,516
1,826,722
1,989,162
2,144,092
2,300,049
2,472,238
2,627,028
2,787,678
Deficit
(1,426,302)
(1582,910)
(1,730,136)
(1,958,706)
(2,107,090)
(2,282,240)
(2,464,900)
(2,646,533)
(2,811,934)
(2,994,734)
(3,171,674)
62
63
Chapter 6
Environmental Plan
The goal of Environmental Plan is to come up with viable strategies to minimize
environmental risk/degradation and maximize efforts that will enhance environmental
conditions of the city.
FAULTING
OBJECTIVES
1. To save lives and to prevent needless sufferings.
2. To protect and to minimize damages during disaster and calamities.
3. To adopt measures to protect the inhabitants of the city from the harmful effects
of natural disasters.
4. To promote safety and provide guidance to the constituents of the city.
TARGETS
1. To effectively identify, zone and delineate the existing faults in the City.
2. To identify and secure the 5-meter danger zone width from and perpendicular to
the outer line of each side of the fault and extending the full length up to the
additional 5 meters on both ends.
STRATEGIES
1. To have a close coordination with PHILVOCS about the exact location of the
West Marikina Valley Fault (WMVF).
2. To propose a resolution regarding the regulation of ground water withdrawal.
64
POLICIES
1. Strict implementation of a City Ordinance relative to the prohibition of human
activity and use of property on the identified seismic hazard zones.
2. Effect the condemnation or demotion policy in accordance with the National
Building Code of the Philippines in case of unlawful refusal of occupants or
property owners to voluntarily vacate within the grace period.

1. Disaster Management Programs
Collated efforts of the City Government through Muntinlupa Disaster

Coordinating Council and other agencies/institutions including National
Government, NGOs/Pos and Homeowners.
Conduct of regular trainings/seminars, lectures and workshops as

preventive measures in the occurrence of earthquakes.
2. Fault-Watch Monitoring Council
Create a responsible council/committee that will maintain/monitor the

presence of fault lines to different areas.
Monitor any development/changes pertaining to areas affected by the fault

line.
Promote self-awareness and self-consciousness to residents/individuals

affected by it.
Implement strict guidelines and rules to owners of house/building and lots

exhibiting prohibit acts that might stimulate occurrence of earthquake thru
the identified fault lines.
ISSUES
1. Land subsidence is result of ground water withdrawal.
2. Is 5.0-meter easement from the center of the fault is enough.
65
POLLUTION
1. To ensure sustainability of environment and natural resources through
appropriate planning and implementation of relevant laws and ordinances as well
as programs.
2. to protect and preserve the environment for the future.
3. to inform the constituents that a clean and healthy environment is for the good of
all and should therefore be the concern of all.
TARGETS
1. Testing of 2,500 smoke belching vehicles yearly.
2. Lessen the number of apprehended vehicles due to anti-smoke belching by 50%.
3. Easement along river banks to become tree-planting site.
STRATEGIES
1. Strengthen the tie-up system of the Land Transportation Office (LTO) and the
City Government.
2. Establish anti-smoke belching framework between LTO, MMDA and the Local
Government of Muntinlupa.
3. Encourage public participation in the prevention of air pollution.
4. Massive information campaign in all sectors of the society about the Clean Air
Act.
5. Non patronage of environmentally harmful products
6. Encourage people participation in community-based organization devoted to
sustaining the environment.
66
POLICIES
1. Formulate the Environmental Code for the City to ensure the environmental
goals, policies, standards and management, and to regulate the industrial sector
as well.
2. Encourage
cooperation
and
self-regulation
among
non-government
organizations, peoples organizations and private enterprises in the furtherance

of the objectives of the Code.
3. Passing a City Ordinance requiring the conversion of all tricycles plying their
routes in the City to 4-stroke engines.

1. Planting of more trees to clean noxious air.
2. Acquire machine for roadside testing.
3. Conversion of tricycle from 2-stroke engines for purpose of reducing the emission
of pollutants into the already abused atmosphere.
4. Coordinate with the Department of Environment and Natural Resources (DENR)
for technical assistance and capability building.
5. Setting up of a financial guarantee mechanism to finance the needs for clean-up
and environmental rehabilitation and compensation for personal damages.
6. Requirement for a Permit or Authority to construct before construction or
modification activities take place to all proposed or planned construction that has
the potential to emit pollutants.
ISSUES
1. the increasing volume of motor vehicles, which is the main cause of pollutants.
2. Non-establishment of motor vehicle inspection system.
3. Traffic congestion.
4. No air quality data for public information.
5. Absence of a monitoring system for plant or industry constructions to check for
compliance or non-compliance of requirements.
67
6. Lack of public information and education campaign.

7. No funds available for public awareness program.
FLOODING
GOAL
1. to make Muntinlupa a flood free city
POLICIES
1. Incorporation of easement standards in the zoning ordinance as a way of
preventing and discouraging settlements and squatting along river banks./
2. Institution and installation of a flood control program.
PROGRAMS
1. A program clearing the river banks from settlers and squatters and the
establishment of a monitoring system to effect this project.
2. Installation of flood proofing structures and storm drainage pipes to eliminate
flooding.
68
Chapter 7
LAND USE PLAN

This chapter presents the land use plan and discusses its components such as
situational analysis, rational for the land use plan formulation , goal, objectives and
policies and strategies.
SITUATIONAL ANALYSIS
Land Use Trend
1. Decline of industries and increase of density of coverage of residential
subdivision in Barangay Tunasan.
2. Concentration of high density and mixed residential-business housing in
Barangay Alabang.
3. development of commercial establishment along Buencamino ST., BF homes
Subdivision in Barangay Cupang.
4. Availability of land for the expansion of light industry and commercial uses on the
east and west side of South Super Highway from Sucat to Alabang.
Rationale
1. Need for environmental conformance such as regulation of the design of
structures to be built in areas with land subsidence, under high-tension wires, or
areas vulnerable to natural forces such as the bayside area.
2. Focus on sustainable development of the city wherein economic growth is
harmonized with ecological balance and social development.
3. Change in economic structure for the city from industry oriented to service
oriented as manifested by the increase in demand for commercial areas due to
the emergence of new business districts and increasing role of the city as service
and transport system.
69
4. Rapid increase in city population that necessitates new areas for housing and
support services.
5. Change in trend of the Citys land use pattern largely due to the need to have
uses that will generate employment such as industry and commerce.
OBJECTIVES
1. to attain sustainable development for the city.
2. to prevent/ minimize the occurrence of blight.
3. to transform Muntinlupa into a Premier Emerald City
4. to ensure that there would be enough lands for all various types of uses required
by the city.
STRATEGIES
1. Strengthen local capabilities in managing urban growth and development.
2. Encourage private sector and low-income residents to participate in land and
housing development.
3. Improve the quality of the urban environment.
4. Enhance local capabilities in addressing infrastructure and services given
financial and physical constraints and ensure that national and local
infrastructure initiatives are coordinated and synchronized.
POLICIES
1. Increase the supply of urban land through the identification of land available for
urban expansion, including idle and unneeded development lands.
2. Local Housing policy for the urban poor should focus on community led, self-help
housing.
3. Develop institutional capacity to monitor and enforce environmental standards
and regulations.
70
4. City Government should identify additional measures and incentives to

encourage private sector participation.
5. City Government should enter into partnership/arrangement with other
entities/urban units and or the private sector for joint urban development
scheme/project.

1. to update the Muntinlupa Zoning Ordinance 1992 to 2002 as approved on this
plan.
2. to activate the Local Zoning board of Adjustment and Appeals (LZBAA)
3. Data base programming.
4. Tax mapping/Cadastral
5. Planting of trees around industrial areas to serve as buffer zones from pollution.
6. provision of a definite parking spaces or terminal for tricycle and public utility jeep
to decongest traffic.
7. Formulation of guidelines for provision of easement along major and minor
tributaries.
8. Open subdivision roads as alternate routes to solve traffic congestion and
promote cohesion among residents.
9. Promote educational campaign for all sectors of the community in the total
development of the city.
ISSUES
1. Lack of buffer strips between residential and industrial areas.
2. Longer travel time for motor vehicles from poblacion to Alabang and vice versa
as well as the large concentration of Pedestrian.
3. Under development of Prime Urban Lands
Non-use of NBP reservation area for urban purposes.
Non-allocation of urban space for community amenities, parks and

playground.
71
4. Natural/environmental Hazards
Seasonal flooding on some parts of the City due to lack of effective drainage
system.
Flash flooding along Laguna Lake.
Pollution on creeks and the Laguna Lake.
Land Subsidence and existence of fault lines.
72
Table 13
PROJECTED AREA REQUIREMENTS
YEAR
PROJECTED
POPULATION
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
396,024
406,533
417,042
427,551
438,060
448,570
459,079
469,588
480,097
490,606
ADDITIONAL AREA NEEDED (HAS.)

RESIDENTIAL COMMERCIAL INFRASTRUCTURE INSTITUTIONAL
1,029.65
396.02
752.43
118.80
1,056.97
406.53
772.40
121.96
1,084.25
417.02
792.35
125.11
1,111.63
427.55
812.34
128.26
1,138.95
438.06
832.34
131.41
1,166.28
448.57
852.28
134.57
1,193.58
459.07
872.23
137.72
1,220.90
469.58
892.20
140.87
1,248.23
480.09
912.17
144.02
1,275.56
490.60
932.14
147.18
INDUSTRIAL
316.81
325.22
333.61
342.04
350.45
358.85
367.25
375.66
384.07
392.48
PARKS
19.80
20.33
20.85
21.37
21.90
22.43
22.95
23.47
24.00
24.53
73
TABLE 14
Land Use Allocation
LAND USE CLASSIFICATIONS
Residential
Commercial
Industrial
Institution
Parks and Recreation
Utilities
Open Spaces
Urban Corridor
Tourism Zone
Socialized Housing Site
Special Use Permit
Cemetery
TOTAL
AREA IN HAS.
2,631.96
1,051.42
68.76
114.90
147.25
65.52
51.33
263.59
109.34
111.81
0.11
54.03
4,670.02
PERCENT
56.3588
22.5143
1.4725
2.4603
3.1530
1.4029
1.0991
5.6443
2.3413
2.3941
0.0024
1.1569
100%
74
75
76
77
78
79

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CITY OF MUNTINLUPA

City Planning and Development Office

But due to a dramatic

The comments and recommendations of all the

stakeholders generated during the strategic planning workshop and public

Spatial Development Framework Plan for

Social Development Plan

Economic Development Plan

Infrastructure Development Plan

Local Administration and Finance

Land Use Plan

Location Quotient of Muntinlupa with NCR and

Projected Population for year 2001-2011

Projected Health Requirements for year 20012011

Projected Protective Requirements for year

Projected Housing Requirements

Projected Play Field Requirement

Projected Enrollment for year 2001-2010

Projected Classroom and Teacher Requirements

Projected Garbage Generation

Projected Income and Expenditures

Projected Area Requirement

Land Use Allocation

SPATIAL DEVELOPMENT FRAMEWORK

The Municipality of Muntinlupa was created in 1917, many events have

We envision Muntinlupa as a well-planned premier city of the 21st century, in

Toward this end, Muntinlupa shall pursue an integrated and sustainable

Institutionalized community participation

Comprehensive Land Use Plan

Provide quality social services.

5. Ensure equity in the distribution of goods and services.

Information technology shall be increasingly used to effect significant expansion in

SPATIAL DEVELOPMENT FRAMEWORK

1.5.1 SPATIAL DEVELOPMENTAL PATTERN

1.5.2 SPATIAL PROFILE

1.5.3 OVER-ALL DEVELOPMENT STRATEGY

1.5.4 SPATIAL DEVELOPMENT ROLES

Agriculture, Hunting and Forestry

Comprehensive Land Use Plan

SOCIAL DEVELOPMENT PLAN

POLICIES AND STRATEGIES

PROGRAMS AND PROJECTS

PROGRAMS AND PROJECTS

3. An agenda to increase the number of protective personnel of the city.

PROGRAMS AND PROJECTS

8. A program that would increase compliance with the provisions of UDHA

PROGRAMS AND PROJECTS

Comprehensive Maternal and Child Health

Comprehensive Land Use Plan

Under Five Program

2. Communicable Disease Control Program

Control of Acute Respiratory Illness

3. Non-communicable Disease Control Program

Cancer Control Program

4. Environmental and Occupational Health Program

Dengue Control Program

5. Health Promotion and Communication

Information, Education and Communication Campaigns

PROGRAMS ANDS PROJECTS

SPORTS AND RECREATION SERVICES

PROGRAMS AND PROJECTS

Based on Census 2000 results thru NSO