CSJDM Vol1 CLUP Jun2016 PDF

City of San Jose Del Monte
Bulacan
COMPREHENSIVE
LAND USE PLAN
Volume 1
(REVISED FINAL DRAFT)
June 2016
EnPraxis
environmental planning theory + practice
Comprehensive Land Use Plan
Volume 1
VOLUME 1 – CLUP
Volume 1
FOREWORD
ii
Volume 1
ACKNOWLEDGEMENT
iii
Volume 1
EXECUTIVE SUMMARY
Over recent years, CSJDM has emerged as a major development node, mainly for Bulacan but
also for central Luzon and Metro Manila. Key national and local development projects are
currently being implemented or are in the pipeline. Metro Rail Transit Line 7, which will
provide a direct link between the Malolos-Meycauayan Urban Core and the Norzagaray-San Jose
Del Monte Growth Corridor; the proposed North Luzon Expressway East Alignment (NLEE); and
the proposed east-west connector from Balagtas to the CSJDM.
Meanwhile, private sector-led development has rooted itself in the city. Investments,
particularly in real estate have heightened economic activity and concentrated urbanization in
key areas, including already congested barangays. This highlighted the need to improve service
delivery for a population that is projected to balloon to 749,839 by 2024.
Through a highly participatory process, a broad base of stakeholders including sectoral and
barangay representatives, the local government unit and concerned government agencies, have
collectively crafted the city’s Comprehensive Land Use Plan (CLUP),
The CLUP addresses development issues in a complex setting, including deficiencies in land use
allocation for institutional, commercial, and light industrial zones. It also balances the surplus
of residential areas with the maintenance of productive agricultural land.
The CLUP is encapsulated in its Vision Statement: A People-centered City with renewed hope
and transformation towards a vibrant and inclusive economy. This Vision is elaborated in
the objectives and indicators, and expressed further through the selected spatial strategy.
The spatial strategy proposes three major Growth Hubs for the City: (a) New Government
Center and Light Industrial Hub; (b) New Commercial and Transport Hub, and
(c) Agri-Innovation Hub.
The New Government Center and Light Industrial Hub includes the following: (a)
location of the New Local Government Center of the City to cater various offices for a
more centralized and efficient governance; (b) location of identified New Light
Industrial Hub that aims to provide employment opportunities for the relocatees within,
nearby and adjacent barangays; and (c) preservation of remaining SAFDZ areas
especially in Brgy. Dulong Bayan that serves the needs of farmers.
The New Commercial and Transport Hub is projected to host the largest commercial
developments within the city. With its strategic location, and with main
transportation links to connect the city to the province and the region, this Hub will
become the new “face” of the City as well as the main transit point that will serve
residents, visitors, and neighboring cities and municiplaities.
The Agri-Innovation Hub is the agricultural and food security backbone of the City,
providing income for farmers and other beneficiaries, and will create agriculture-
oriented jobs to address the employment shortage. Aside from the economic gains, it
also supports the overall development of the City, with the provision of adequate
drainage, irrigation, open spaces and areas for expansion. The Hub will also promote
integrated farm development.
Satellite Hubs were also identified to serve as supports to the main Growth Hubs of the City:
a. Sapang Palay Commercial (Sampol Market) and Transport Satellite Hub provides
transportation linkage and service support to the planned New Government and Light
Industrial Hub;
b. Muzon Commercial and Transport Satellite Hub provides transportation linkage and
service support to the planned New Commercial and Transport Hub; and
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c. Ecotourism Satellite Hub enhances the role of the Agri-Innovation Hub. It addresses
the needs of the Dumagat, emphasizing the preservation, conservation and enrichment
of their culture through the creation of a cultural center that can showcase local values
and traditions.
The spatial strategy and its related sectoral and cross-sectoral proposals collectively aim for a
more equitable, culture-centered and values-based urban development. The resulting plan
addressed the needs of various sectors while ensuring that urban growth is inclusive and
sustainable. It does so by uplifting the local community and placing them at the heart of the
City’s social, environmental and economic movement.
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TABLE OF CONTENTS
Title Page…………………………………………………………………….……………………………………………… i
Foreword……………………………………………………………………………………………………………………… ii
Acknowledgement………………………………………………………………………………………………………. iii
Executive Summary……………………………………………………………………………………………………. iv
Table of Contents………………………………………………………………………………………………………. vi
List of Maps…………………………………………………………………………………………………………………. viii
List of Figures……………………………………………………………………………………………………………… ix
List of Tables………………………………………………………………………………………………………………. xi
List of Acronyms…………………………………………………………………………………………………………. xii
List of Appendices………………………………………………………………………………………………………. xv
1 INTRODUCTION………………………………………………………………. 1
1.1 Rationale for Updating the CLUP of the City of San Jose Del Monte…………. 2
1.2 Mandates for Planning…………………………………….…………………………………………… 2
1.2.1 1987 Constitution……………………………………………………………………………………. 2
1.2.2 Republic Act 7160 (Local Government Code of 1991)…………………………… 2
1.2.3 Republic Act 7279 (Urban Development and Housing Act)……………………. 3
1.2.4 Additional Legal Bases……………………………………………………………………………. 3
1.3 Plan Integration……………………………………………………………………………………………. 4
1.3.1 Philippine Agenda 21……………………………………………………………………………… 4
1.3.2 National Framework for Physical Planning, 2010–2030…………………………. 4
1.3.3 National Framework Strategy on Climate Change, 2010-2022……………… 4
1.3.4 NEDA Dream Plan (JICA Dream Plan)……………………………………………………… 5
1.3.5 DRR-CCA Enhanced Provincial Physical Framework Plan 2010 – 2030…… 7
1.4 The Planning Principles………………………………………………………………………………… 13
2 BRIEF PROFILE OF THE CITY…………………………………………. 14

2.1 Brief History………………..………………………………………………………………………………. 15
2.2 Demographic Profile……………………………………………………………………………………. 16
2.2.1 Population Projection……………………………………………………………………………. 15
2.2.2 Density and Distribution…………………………………………………………………………. 17
2.2.3 Labor Force……………………………………………………………………………………………… 19
2.3 Geographic Location……………………………………………………………………………………. 18
2.3.1 Territorial Jurisdiction…………………………………………………………………………… 21
2.3.2 Barangays of CSJDM………………………………………………………………………………… 21
2.4 Physical Features and Environmental Condition…………………………………………. 24
2.4.1 Slope………………………………………………………………………………………………………. 24
2.4.2 Land Cover……………………………………………………………………………………………… 24
2.4.3 Soils…………………………………………………………………………………………………………. 26
2.4.4 Ground Water…………………………………………………………………………………………. 26
2.4.5 Fault System…………………………………………………………………………………………… 26
2.5 Existing Land Use and Land Use Trends………………………………………………………. 27
2.6 Sectoral and Subsectoral Analyses………………………………………………………………. 37
2.7 Sectoral Network Analysis for CSJDM…………………………………………………………. 45
2.8 Goals-Objectives Reality Gap Analysis………………………………………………………… 47
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3 THE COMPREHENSIVE LAND USE PLAN 52

3.1 Vision, Development Goals and Objectives………………………………………………… 53
3.2 Land Use Goals, Objectives and Strategies………………………………………………… 57
3.3 Alternative Spatial Strategies……………………………………………………………………… 58
3.4 Proposed Land Use Plan………………………………………………………………………………. 62
3.4.1 Selected Spatial Strategy………………………………………………………………………. 62
3.4.2 CSJDM Proposed Growth Hubs……………………………………………………………….. 65
3.4.3 CSJDM Proposed Satellite Hubs……………………………………………………………… 78
3.4.4 Land Use Accounting………………………………………………………………………………. 81
3.4.5 CSJDM Existing Land Use and Proposed Zoning Map……………………………… 87
3.4.6 Innovative Street Design………………………………………………………………………… 99
3.4.7 CSJDM Land Use Policy Directions…………………………………………………………. 100
4 CLUP AND ZO IMPLEMENTATION STRATEGY 110

4.1 The Zoning Ordinance…………………………………………………………………………………. 111
4.2 Public Investment Programming…………………………………………………………………. 112
4.2.1 Principles of Public Investment Programming………………………………………. 113
4.2.2 Guided Private Investment……………………………………………………………………… 114
4.3 Institutional Preparation of the City Government……………………………………… 114
4.3.1 Upgrading Capacity for Continuous Planning Programming…………………… 114
4.3.2 Enhancing Capability in Development Regulation…………………………………. 120
4.3.3 Improving Capability in Program and Project Management…………………. 123
4.3.4 Enhancing Capability in Resource Generation………………………………………. 123
4.3.5 Other Recommendation to Improve the City Organization…………………… 123
4.4 Social Preparation of the City Population…………………………………………………… 123
4.5 Implementation Strategies…………………………………………………………………………. 124
4.5.1 Strengthening of Involvement of the Civil Society and
Institutional Linkages……………………………………………………………………………… 124
4.5.2 Capitalizing on E-governance…………………………………………………………………. 124
4.5.3 Institutionalizing an Efficient Monitoring and Evaluation System………… 124
A3 PRINT COMPILATION 125
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LIST OF MAPS
Map 2.1. CSJDM Political Map (Boundary Map)………………………..…………………….………. 23

Map 2.2. Land Cover (2003), CSJDM…………………….…………………….…………………….……………… 25
Map 2.3. Land Cover (2010), CSJDM…………………….…………………….…………………….……………… 25
Map 3.1. Existing Land Use Map, CSJDM…………………….…………………….……………………… 88
Map 3.2. Proposed Zoning Map, CSJDM…………………….…………………….………………………. 89
Map 3.3. Utilities Zone Overlay Map, CSJDM…………………………………………………………… 90
Map 3.4. Water Zone Overlay Map, CSJDM………………………………………………………………. 91
Map 3.5. Protected Areas Overlay Map, CSJDM………………………………………………………. 92
Map 3.6. Drainage Overlay Map, CSJDM…………………………………………………………………… 93
Map 3.7. Flood Hazard Zone Overlay Map, CSJDM…………………………………………………… 94
Map 3.8. Fault Line Zone Overlay Map, CSJDM………………………………………………………… 95
Map 3.9. Landslide Hazard Zone Overlay Map, CSJDM……………………………………………. 96
Map 3.10. Evacuation Centers Location Map, CSJDM………………………………………………. 97
Map 3.11. Materials Recovery Facilities (MRFs) Location Map, CSJDM……………………. 98
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LIST OF FIGURES
Figure 1.1. Map showing location of CSJDM……………………………………………………………… 2

Figure 1.2. Hierarchy and Integration of Plans………………………………………………………… 5
Figure 1.3. Spatial Structure of Metro Manila from Monocentric to Polycentric……. 6
Figure 1.4. Spatial Structure of Metro Manila, NEDA Dream Plan…………………………… 7
Figure 1.5. NLEX East Project…………………………………………………………………………………… 10
Figure 1.6. Metro Manila Expressway Project…………………………………………………………. 10
Figure 1.7. Overall Provincial Framework Plan for Province of Bulacan………………… 11
Figure 1.8. Transport/Infrastructure Framework, Province of Bulacan…………………. 12
Figure 2.1. Projected Population (2010-2024), CSJDM……………………………………………. 17
Figure 2.2. Barangay Density (2010-2024), CSJDM………………………..………………………… 18
Figure 2.3. Projected Labor Force Population (2010-2024), CSJDM………………………… 19
Figure 2.4. Location of CSJDM within Bulacan’s Watersheds…………………………………. 20
Figure 2.5. CSJDM’s Strategic Location in relation to other
localities and hubs………………………..………………………..……………………………. 21
Figure 2.6. Early Account of Land Use Trend in CSJDM………………………..………………… 27
Figure 2.7. Image of the location of Sapang Palay Resettlement Project
in 1961, CSJDM………………………..………………………..…………………………………. 27
Figure 2.8. Original Master Plan of the Sapang Palay Resettlement
Project (SPRP) (1960s), CSJDM………………………..……………………………………. 28
Figure 2.9. Development Phasing of SPRP (1960-1975 and 1975-1985), CSJDM……… 29
Figure 2.10. First Town Plan of San Jose Del Monte in 1981…………………………………… 30
Figure 2.11. The 1989 SJDM Plan………………………..………………………..………………………… 31
Figure 2.12. Image showing the continuing developments in
San Jose Del Monte (1991)…………………………..………………………..……………… 33
Figure 2.13. Image showing the continuing developments in
San Jose Del Monte (2000)………………………..…………………………………………… 34
Figure 2.14. CSJDM Structure Plan by Urbis Inc.………………………..…………………………… 36
Figure 2.15. Network Analysis of CSJDM’s Sectoral Concerns..……………………………… 46
Figure 3.1. CSJDM’s Visioning Workshop; and the New Vision of CSJDM..……………… 53
Figure 3.2. Application of the Urban Development Process and Policy
Framework to the Case of CSJDM…………………………………………………………… 57
Figure 3.3. Alternative Spatial Strategy 1:
Concentrated Growth Node (CBD Development), CSJDM..…………………… 59
Figure 3.4. Alternative Spatial Strategy 2:
Tri-Nodal Growth Hubs with Satellites, CSJDM..…………………………………… 60
Figure 3.5. Alternative Spatial Strategy 3: Linear Growth Corridors, CSJDM…………. 61
Figure 3.6. Structure Plan: Tri-Nodal Growth Hubs with Satellites, CSJDM…………… 63
Figure 3.7. Spatial Strategy with Intra- and Inter-LGU Linkages, CSJDM………………… 64
Figure 3.8. CSJDM Vision Diagram..………………………....………………………....………………. 65
Figure 3.9. Urban Development Process and Policy Framework…....………………….... 66
Figure 3.10. New Government Center and Light Industrial Hub, CSJDM………………… 67
Figure 3.11. Planned Structural Image of CSDJM New Government Center……………. 67
Figure 3.12. Barangay Consultative Workshop Outputs of Barangays
Minuyan Proper, Sapang Palay Proper and Dulong Bayan, CSJDM………… 68
Figure 3.13. Land Use Maps of the Proposed New Government Center
and Light Industrial Hub, CSJDM…....…………………....…………………....…… 69
Figure 3.14. Map showing the Proposed New Government Center
and Light Industrial Hub, CSJDM…....…………………....…………………....…… 70
Figure 3.15. New Commercial and Transport Hub, CSJDM…....…………………....……… 71
Figure 3.16. Some future developments in the City’s New Commercial
and Transport Hub…....…………………....…………………....…………………....… 71
Figure 3.17. Barangay Consultative Workshop Outputs, CSJDM…....……………………… 72
Figure 3.18. Land Use Maps of the Proposed New Commercial and
Transport Hub, CSJDM…....…………………....…………………....…………………... 73
Figure 3.19. Map showing the Proposed New Commercial and Transport Hub ……… 74
Figure 3.20. Agri-Innovation Hub, CSJDM…....…………………....…………………....………… 75
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Figure 3.21. Model of Integrated Community Based Enterprise Partnerships

with Farmers…....…………………....…………………....…………………....…………… 76
Figure 3.22. Land Use Maps of the Proposed Agri-Innovation Hub, CSJDM…....……… 77
Figure 3.23. CSJDM Satellite Hubs…....…………………....…………………....……………………. 77
Figure 3.24. Muzon Commercial and Transport Satellite Hub, CSJDM…....……………. 79
Figure 3.25. Ecotourism Satellite Hub, CSJDM…....…………………....………………………… 80
Figure 3.26. Road Linkages, CSJDM…....…………………....…………………....…………………. 99
Figure 4.1. Proposed Transition Organizational Structure of CPDO, CSJDM…………… 116
Figure 4.2. Full-Blown Organizational Structure of the Local Planning
and Development Office……………….……………….……………….………………………. 117
Figure 4.3. Organizational Structure of the City Housing and Homesite Officer……. 119
Figure 4.4. Transition Office of the Zoning Officer/Administrator…………………………. 120
Figure 4.5. Proposed Full-Blown Organizational Structure of the Office of
the Zoning Administrator……………….……………….……………….……………………… 121
Figure 4.6. Proposed Organizational Structure of the Office of the
Environmental and Natural Resources Officer, CSJDM……………….…………… 122
Figure 4.7. Proposed Office of the City Architect, CSJDM……………….……………………… 122
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LIST OF TABLES
Table 1.1. List of Major Infrastructure and Transportation Projects that will
have impact to CSJDM, Bulacan………………………..………………………………………. 8
Table 2.1. Land Area per Barangay, CSJDM………………………..……………………………………………… 21
Table 2.2. Slope Classification………………………..………………………..…………………………………………. 24
Table 2.3. The Distribution of Slope Classes, Areas, Percent Distribution,
and Crops/Vegetation, CSJDM………………………..………………………..………………………. 26
Table 2.4. Infrastructure, Facilities and Utilities Sector Analysis Matrix,
CSJDM………………………..………………………..………………………..…………………………. 37
Table 2.5. Transportation Subsector Analysis Matrix, CSJDM………………………..…………… 38
Table 2.6. Social Services Sectoral Analysis Matrix, CSJDM………………………..…………………. 41
Table 2.7. Agriculture and Agri-Industry Facilities Sector Analysis Matrix,
CSJDM………………………..………………………..………………………..…………………………. 42
Table 2.8. Power, Water, and Communication Network Subsector Analysis
Matrix, CSJDM………………………..………………………..………………………………………… 42
Table 2.9. Water Subsector Analysis Matrix, CSJDM………………………..………………………… 43
Table 2.10. Information and Communication Subsector Analysis Matrix,
CSJDM………………………..………………………..………………………..…………………………. 43
Table 2.11. Waste Management Subsector Analysis Matrix, CSJDM…………………………… 44
Table 2.12. Economic Sector Analysis Matrix, CSJDM………………………..………………………. 44
Table 2.13. Goals-Objectives Reality Gap Analysis: Overall, CSJDM…………………………. 47
Table 2.14. Goals-Objectives Reality Gap Analysis: Environment, CSJDM…………………. 48
Table 2.15. Goals-Objectives Reality Gap Analysis: Shelter, CSJDM…………………………. 49
Table 2.16. Goals-Objectives Reality Gap Analysis: Infrastructure, CSJDM………………. 50
Table 3.1. Vision Descriptors and Success Indicators, CSJDM………………………..………………. 54
Table 3.2. Goals, Objectives and Strategies for Economic Sector, CSJDM …………………… 55
Table 3.3. Sectoral Goals, Objectives and Strategies for Social Sector, CSJDM………… 55
Table 3.4. Sectoral Goals, Objectives and Strategies for Environment Sector,
CSJDM………………………..………………………..………………………..………………………..……………. 56
Table 3.5. Sectoral Goals, Objectives and Strategies for Infrastructure Sector,
CSJDM………………………..………………………..………………………..………………………..……………. 56
Table 3.6. Sectoral Goals, Objectives and Strategies for Institutional Sector,
CSJDM………………………..………………………..………………………..………………………..……………. 56
Table 3.7. Land Use Accounting Standards, FAO………………………..………………………..…………. 81
Table 3.8. CSJDM Land Use Accounting Study (2015).………………………..……………………… 85
Table 3.9. Proposed Land Use Accounting for CSJDM………………………..……………………………. 86
Table 3.10. CSJDM Land Use Policy Directions ………………………..………………………………………… 101
Table 4.1. Functions of the CHHO Divisions………………………..………………………..…………………. 119
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LIST OF ACRONYMS
A&D Alienable and Disposable

AAGR Average Annual Growth Rate
AFMA Agricultural and Fisheries Modernization Act
AIA / AIZ Agri-Industrial Area / Agri-Industrial Zone
AIP Annual Investment Program
ALOS Advanced Land Observing Satellite
ANVIR Advanced Visible and Near Infrared Radiometer
ARC Agrarian Reform Community
ARZ Agriculture Reform Zone
ATI Agricultural Training Institute
BP Batas Pambansa
BSP Banko Sentral ng Pilipinas
BZ Buffer Zone
CADT Certificate of Ancestral Domain Title
CALABARZON Cavite, Laguna, Batangas, Rizal, Quezon
CBD Central Business District
CCA Climate Change Adaptation
CCTV Closed-Circuit Television
CDC City Development Council
CDP Comprehensive Development Plan
CEO City Engineer’s Office
CENRO City Environment and Natural Resources Office
CFC City Finance Committee
CHHO City Housing and Homesite Office
CITRUS Central Institute for Training and Relocation of Urban Squatters
CLUP Comprehensive Land Use Plan
CPDC City Planning Development Coordinator
CPDO City Planning and Development Office
CPZ Cemetery/Park Zone
CSJDM City of San Jose Del Monte
CSWDO City Social Welfare and Development Office
CVZ Conservation Zone
C-1 Commercial Zone
C-2 Commercial-Industrial Zone
DA Department of Agriculture
DRRMO Disaster Risk Reduction Management Office
DENR Department of Environment and Natural Resources
DILG Department of Interior and Local Government
DOT Department of Tourism
DPWH Department of Public Works and Highways
DRR Disaster Risk Reduction
ECC Environment Compliance Certificate
EIA Environmental Impact Assessment
ENRO Environment and Natural Resources Office
EO Executive Order
FAO Food and Agriculture Organization
FB-SZ Forest Buffer Sub-Zone
FL Forest Land
FR-SZ Forest Reserve Sub-Zone
FZ Forest Zone
GAA / GAZ General Agricultural Area / General Agricultural Zone
GDA General Development Area
GIS Geographic Information System
GIZ General Institutional Zone
GRA General Residential Area
HDMF Home Development Mutual Fund
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HLURB Housing and Land Use Regulatory Board

HOA Homeowner’s Association
HUDCC Housing and Urban Development Coordinating Council
IEC Information, Education and Communication
IRA Internal Revenue Allotment
ISF Informal Settler Family
JICA Japanese International Cooperation Agency
LCE Local Chief Executive
LDC Local Development Council
LDIP Local Development Investment Program
LDRA Low Density Residential Area
LFC Local Finance Committee
LFUP Liberty Farms Upgrading Project
LGU Local Government Unit
LHB Local Housing Board
LIA / LIZ Light Industrial Area / Light Industrial Zone
LMB Land Management Bureau
MHS Ministry of Human Settlements
MMEIRS Metro Manila Earthquake Impact Reduction Study
MRF Materials Recovery Facility
MRT Metro Rail Transit
NAMRIA National Mapping and Resource Information Authority
NBC National Building Code
NCR National Capital Region
NEDA National Economic and Development Authority
NFSCC National Framework Strategy on Climate Change
NGO Non Government Organization
NHA National Housing Authority
NLEE North Luzon Expressway East Alignment
NLEX North Luzon Expressway
NPAAAD Network of Protected Areas for Agricultural and Agro-industrial
Development
NPFP National Physical Framework Plan
NSO National Statics Offices
NTC National Telecommunications Commission
OCT Original Certificate of Title
OSY Out-of-School Youth
PA Protection Area
PD Presidential Decree
PNP Philippine National Police
PO Peoples' Organization
PPA Programs, Project and Activities
PPDO Provincial Planning Development Office
PPFP Provincial Physical Framework Plan
PPH Pan Philippine Highway
PRZ Parks and Recreation Zone
PUDA Planned Unit Development Area
PWD Persons with Disability
RA Republic Act
RHU Rural Health Unit
ROW Right-of-Way
RPT Real Property Tax
R-1 Residential Zone
R-2 Residential Zone – Medium Density
SAFDZ Strategic Agriculture and Fisheries Development
SB Sangguniang Bayan
SDZ Special Development Zone
SEDZ Special Ecotourism Zone
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SHA / SHZ Socialized Housing Area / Socialized Housing Zone

SJDM San Jose Del Monte
SP Sangguniang Panlalawigan
SPOT Satellite Pour l’Observation de la Terre
SPRP Sapang Palay Resettlement Project
SWDA Solid Waste Disposal Area
SWM Solid Waste Management
SWOT Strengths, Weaknesses, Opportunities, Threat
TCT Transfer Certificate of Title
TESDA Technical Education and Skills Development Authority
TIPAC Tourism Information and Promotion Center
TWG Technical Working Group
UA / UZ Utilities Area / Utilities Zone
UDHA Urban Development Housing Authority
UDHB Urban Poor Housing and Development Board
UNDP United Nations Development Program
UPAO Urban Poor Affairs Officer
WZ Water Zone
ZO Zoning Ordinance
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LIST OF APPENDICES
Appendix A. Problem Tree Sectoral Analyses, CSJDM………………………..…………………… 126

Appendix B. Sectoral SWOT Analysis Matrices, CSJDM…………………….……………………… 127
Appendix C. CLUP Visioning Workshop Participants, CSJDM……………….………………….. 129
Appendix D. CLUP Barangay Consultative Workshop Map Outputs, CSJDM…………….. 131
Appendix E. CLUP Barangay Consultative Workshop Issues and Concerns
Matrices, CSJDM…………………….…………………….……………………………………… 192
Appendix F. Examples of agricultural produce converted to high value
products that are currently in demand………………………………………………. 221
Appendix G. Sample illustration of possible vegetation village design…………………… 222
Appendix H. Some Policy Measures Supporting the Transformation of
Agricultural Areas Into Sustainable Enterprises…………………………………… 223
Appendix I. Urban Farming; Community Based Enterprise, and Agri-Farm
Tourism Inspirational Images………………………………………………………………… 225
Appendix J. Conceptual Diagrams of Proposed Street Design for CSJDM………………… 227
Appendix K. Some Conceptual Area/Space Designs for CSJDM………………………………. 228
Appendix L. Development Housing and Community for CSJDM………………………………. 231
Appendix M. Some Alternatives for Current and Future Housing Projects
for CSJDM……………………………………………………………………………………………… 233
Appendix N. Overlapping Uses / Constrained Area, CSJDM……………………………………… 236
Appendix O. Participants and Comments during the Initial Presentation to the
Provincial Land Use Committee (PLUC) on CSJDM CLUP and ZO.….…… 239
Appendix P. Presentation of Responses to PLUC’s Comments on CSJDM
CLUP and ZO………………………………………………………………………………………… 246
Appendix Q. Participants and Comments during PLUC’s 2nd Deliberation
and Review on CSJDM CLUP and ZO……………………………………………………. 264
Appendix R. Highlights of Responses to PLUC’s Comments during the
2nd Deliberation and Review on CSJDM CLUP and ZO…………………………. 272
Appendix S. Minutes of the Focus Group Discussion with Barangay Captains
for the Draft CSJDM CLUP……………………………………………………………………. 276
Appendix T. Presentation of CSJDM Draft CLUP to CSJDM Chamber of
Commerce and Industry, Inc.………………………………………………………………. 282
Appendix U. Presentation of CSJDM Draft CLUP to Non Government
Organizations………………………….………………………….………………………….……. 287
Appendix V. Crafting of CSJDM CLUP Photo Document Highlights…………………………… 290
Note: Refer to CLUP Appendices: Volume 1 for the Compilation of Appendices.
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INTRODUCTION
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1 INTRODUCTION
1.1 Rationale for Updating the CLUP of the City
of San Jose Del Monte (CSJDM)
Local government units (LGUs) in the Philippines
are mandated to prepare comprehensive land use
plans (CLUPs) through their respective local
development councils (LDCs). 1 CLUPs embody
specific proposals to guide and regulate
development and translate into spatial dimensions
the elements indicating the LGU‘s desired land uses S
as well as corresponding policies to guide future
development.
This CLUP update comes at a critical turning point

in the history of the City. It will help guide future
land use decisions that address not only existing
challenges, but explore the depth of potentials
found in the City, mindful of current economic
initiatives, environmental sensitivity, capacity to
provide needed infrastructure, and concern for
CSJDM‘s natural and cultural resources.
Figure 1.1. Map showing location of CSJDM
Through its CLUP, CSJDM endeavors to initiate,
maintain and promote spatial strategies, policies, programs and activities that will result in
long-term, sustainable development.
1.2 Mandates for Planning

Planning the development of CSJDM draws from various legislative measures and policies, which
provide direction and guidance throughout the process and on intended outputs.
1.2.1 1987 Constitution

Article XIII, Section 1
―The Congress shall give highest priority to the enactment of measures that protect and
enhance the right of all the people to human dignity, reduce social, economic, and political
inequalities, and remove cultural inequities by equitably diffusing wealth and political power
for the common good. To this end, the State shall regulate the acquisition, ownership, use and
disposition of property and its increments.‖
1.2.2 Republic Act 7160, otherwise known as the Local Government Code of 1991
Section 16
―Every LGU shall exercise the powers expressly granted, those necessarily implied there from,
as well as powers necessary, appropriate or incidental for its efficient and effective
governance, and those which are essential for the promotion of the general welfare. Within
their respective territorial jurisdictions, local government units shall ensure and support,
among other things, the preservation and enrichment of culture, promote health and safety,
enhance the right of the people to a balanced ecology, encourage and support the development
of appropriate and self-reliant scientific and technological capabilities, improve public morals,
enhance economic prosperity and social justice, promote full employment among their
residents, maintain peace and order and preserve the comfort and convenience of their
inhabitants.‖
1
Republic Act 7160 or Local Government Code of 1991; Republic Act 7279 or Urban Development and Housing Act;
Department of the Interior and Local Government Memorandum Circular 2001-77 of 6 July 2001 and Memorandum
Circular 2002-30 of 27 February 2002.
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Section 20(c)
―The local government units shall, in conformity with existing law, continue to prepare their
respective Comprehensive Land Use Plans enacted through zoning ordinances which shall be the
primary and dominant bases for the future use of the land resources…‖
Section 447(2)(vii) / Section 458(2)(vii)

Adopt a Comprehensive Land Use Plan for the municipality (Section 447(2)(vii)) / city (Section
458(2)(vii)): Provided, that the formulation, adoption, or modification of said plan shall be in
coordination with the approved Provincial Comprehensive Land Use Plan.
Section 447(2)(ix) - Municipality / Section 458(2)(ix) – City

―Enact integrated zoning ordinances in consonance with the approved Comprehensive Land Use
Plan, subject to existing laws, rules and regulations,…‖
Section 447(a)(2)(vi) / Section 458(a)(2)(vi)

Prescribe reasonable limits and restraints on the use of property within the jurisdiction of the
municipality (Section 447(a)(2)(vi)) / city (Section 458(a)(2)(vi)).
Section 444(b)(3)(vii) / Section 455(b)(3)(vii)

Adopt measures to safeguard and conserve land, mineral, marine, forest, and other resources
of the municipality (Section 444(b)(3)(vii)) / city (Section 455(b)(3)(vii)).
Section 468, 2, Article III, Chapter 3, Book III

―(vii) Review the Comprehensive Land Use Plans and zoning ordinances of component cities and
municipalities and adopt a Comprehensive Provincial Land Use plan, subject to existing laws.‖
Article Six – The Planning and Development Coordinator

Section 476. Qualifications, Powers and Duties
(b)(1) ―Formulate integrated economic, social, physical and other development plans and
policies for consideration of the local development council.‖
(b)(5) ―Prepare comprehensive plans and other development planning documents for the
consideration of the local development council.‖
1.2.3 Republic Act 7279 also known as the Urban Development and Housing Act
The Urban and Development Housing Act (UDHA) or RA 7279 gives a clear-cut definition of a
Land Use Plan which the LGUs are mandated to adopt.
Section 3(k) of RA 7279 defines Land Use Plan as the ―rationale approach of allocating available
land resources as equitably as possible among competing user groups and for different functions
consistent with the development plan of the area and the program under this Act.‖ The extent
of comprehensiveness and the focus of land use planning process as well as the preparation of
the CLUP document are defined within the bounds of ―land resources‖ by this provision of
UDHA which must be ―consistent with the development plan of the area.‖
The Housing and Land Use Regulatory Board (HLURB) is mandated by the following issuances to
formulate land use planning guidelines and standards:
1.2.4 Additional Legal Bases
1.2.4.1 Executive Order No. 72

Executive Order No. 72 was issued providing for the preparation and implementation of the
CLUP by the local government units and for the review and approval thereof by the HLURB and
the Sangguniang Panlalawigan.
Sections 1(a, c) and 2(a, e, f)

―(a) Cities and municipalities shall continue to prepare or update their Comprehensive Land Use
Plans, in conformity with the land use planning standards and guidelines prescribed by the
HLURB and to national policies‖
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1.2.4.2 Executive Order No. 648

Section 5, Article II
―(a) To promulgate zoning and other land use control standards and guidelines which shall
govern land use plans and zoning ordinances of local governments‖
1.2.4.3 Department of Interior and Local Government Memorandum Circular 2001-77 dated
July 6, 2001 and Memorandum Circular 2002-30 dated February 27, 2002
To further reiterate this responsibility of the LGUs, the Department of Interior and Local
Government (DILG) issued this Memorandum Circular urging them to fast track preparation of
their Comprehensive Development/Land Use Plans. This was followed by Memorandum Circular
2002-30 dated February 27, 2002 providing guidelines and prescribing time periods for the
adoption, review and approval of CLUPs and zoning ordinances.
1.2.4.4 Joint Memorandum Circular 001 Series 2009 (JMC-001 2009) dated 19 October 2009
LGUs in the Philippines are mandated to prepare CLUPs through their respective local
development councils. 2 CLUPs should embody specific proposals to guide and regulate local
development and translate into spatial dimensions, allocate various sectoral land requirements
and include in the land use map the factors indicating the socially desired mix of land uses and
a set of policies to guide future development.
1.3 Plan Integration

There are various levels of planning for areas in the Philippines, all of which are geared towards
achieving efficient, effective, and economical use of resources. Successful planning is said to
be borne of proper integration, one that considers linkages and convergence points. This is
achieved by aligning, rationalizing or reconciling spatial policies at the city level with those of
the national, regional and provincial levels, on the one hand, and ensuring that barangay level
plans take the CLUP into consideration, on the other.
1.3.1 Philippine Agenda 21

The Philippine Agenda is formulated pursuant to Memorandum Order No. 288 calling for a
commitment to social equity and the integration of environmental considerations in the
economic and decision-making process to effect sustainable development by the 21st century.
1.3.2 National Framework for Physical Planning, 2010–2030

The vision of this national plan is geared towards attaining sustainable development. The
principles include food security, environmental stability and ecological integrity, rational urban
development, spatial integration, equitable access to physical and natural resources, private-
public sector partnership, people empowerment, recognition of the rights of indigenous
peoples, and market orientation.
1.3.3 National Framework Strategy on Climate Change, 2010-2022

This National Framework Strategy on Climate Change (NFSCC) commits towards ensuring and
strengthening the adaptation of the country‘s natural ecosystems and human communities to
climate change. This aspires to chart a cleaner development path for the country by
highlighting the mutually beneficial relationship between climate change mitigation and
adaptation. The City vision is linked with the NFSCC vision to have a climate risk-resilient
Philippines with healthy, safe, prosperous and self-reliant communities and thriving and
productive eco-systems. The City Goals concerning shelter and community development can be
anchored on the NFSCC goal to build the adaptive capacity and increase the resilience of
natural ecosystems to climate change, and optimize mitigation opportunities towards
sustainable development.
2
Republic Act 7160 or Local Government Code of 1991; Republic Act 7279 or Urban Development and Housing Act;
Department of the Interior and Local Government Memorandum Circular 2001-77 of 6 July 2001 and Memorandum
Circular 2002-30 of 27 February 2002.
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Figure 1.2. Hierarchy and Integration of Plans

Source: Rationalized Planning System, DILG
1.3.4 NEDA Dream Plan (JICA Dream Plan)

Approved in June 2014, the Dream Plan was created on the basis of recommendations from a
study conducted by the Japanese International Cooperation Agency (JICA) and was approved by
the National Economic and Development Authority (NEDA). The ―NEDA Dream Plan‖ or ―JICA
Dream Plan‖ consists of a list of short term priority projects and medium to long term projects
lasting up to 2030, with the aim of creating an integrated plan for addressing the interlinked
problems of Metro Manila, in the areas of transportation, land use and environment, using an
improved transport system as the focal point.
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The Dream Plan identifies three core philosophies: a. Sector integration, b. Spatial integration,
and c. Institutional integration. Sector integration identifies comprehensive approaches for
accommodating people in need of affordable housing free from hazard risks and traffic
congestion. Spatial integration refers to the integration of areas outside Metro Manila and
creation of new centers for urban growth such as Clark Green City, CALABARZON, and Bulacan
— allowing for the management of population growth and urban expansion in a sustainable
manner. Institutional integration refers to the need for strengthened and coordinated actions
among local government units and regions.
According to the Dream Plan, Bulacan is identified as North Sub-Regional Growth Center where
CSJDM is identified as one of the urban centers, along with Baliuag and Meycauayan. The City
of Malolos is projected to be the major urban core area. Figure below shows the spatial
structure of Metro Manila from monocentric to polycentric stipulated in the Dream Plan.
Figure 1.3. Spatial Structure of Metro Manila from Monocentric to Polycentric

Source: NEDA Dream Plan; https://m.youtube.com/watch?v=ogqw7_kdzE8
The Dream Plan takes the existing radial-circumferential system and proposes a ladder-form
structure connecting the existing urban core with new urban centers along a north-south axis.
The Circumferential Road 6 (C-6), at its outer boundaries, is projected to traverse CSJDM along
with other towns northward.
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The Metro Manila Subway proposed by the Dream Plan is a 58-km subway, which will serve as a
second north-south mass transit backbone for the newly expanded Greater Capital Region. It is
also expected that the creation of the subway line will promote urban growth along north-south
axis, further promoting the development of the North and South Regional Growth Centers
(Figure 1.4).
Figure 1.4. Spatial Structure of Metro Manila, NEDA Dream Plan

Source: NEDA
1.3.5 DRR-CCA Enhanced Provincial Physical Framework Plan 2010 – 2030

The Province of Bulacan envisions to be ―A Premier Province with a vibrant, safe environment
and strong middle class as the core of the citizenry where the people have equal access to
opportunities and services and are living models of its historical heritage and cultural
excellence‖. CSJDM is one of the three Component Cities and one of the Congressional Districts
of the Province. It is also Bulacan‘s largest city, occupying four percent of the provincial
alienable and disposable (A&D) land area, and housing about 15 percent of its population.
According to the Provincial Physical Framework Plan (PPFP), CSJDM may not be suitable for
additional urban development because of its current situation as a highly-densed City. With the
high demand for urban land in the City, and serving as host to resettlement sites, available land
should be utilized efficiently to accommodate urban expansion.
The City is tagged as one of the proposed sites for livestock production, along with the
localities of Angat, Pandi and San Rafael.
CSJDM is also identified as one of the growth centers and major transport links going to the
north, planned as part of the Norzagaray-San Jose Del Monte Growth Area. The following are
planned transportation links that would traverse and impact the City, based on the DRR-CCA
Enhanced Provincial Physical Framework Plan 2010-2030 of Bulacan:
Proposal for the Metro Rail Transit Line 7 (MRT-7). There will be a linkage of the
MRT-7 train station at CSJDM to North Luzon Expressway (NLEX). With a station to be
located at CSJDM, it will provide direct link between Malolos-Meycauayan Urban Core
and the Norzagaray-San Jose Del Monte Growth Corridor. This will be linked to Balagtas
Interchange through a service road;
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Proposed East-West Connector Road. This aims to be a service road linking the MRT-7
train station in CSJDM to the Balagtas Interchange. It generally intends to ease up
traffic and provide better link between the existing growth corridors in order to obtain
balanced growth for economic and social development. It also intends to enhance
infrastructure priority development thru partnership with private sectors. Moreover,
the 23-km road connecting the East and West that traverses through Balagtas, Bocaue,
Santa Maria and CSJDM aims to:
o Provide reliable transportation connection for Commonwealth and Fairview in

Quezon City, and Bulacan commuters;
o Stimulate development in the area through the creation of over 20,000 new jobs
throughout the concession;
o Construction of low and middle income classes housing;
o Help decongests traffic condition to the Province; and
o Decongestion of EDSA (Epifanio Delos Santos Avenue) by providing an alternative
route for provincial buses from the North.
North Luzon Expressway East (NLEE) Alignment. This is a provision of a superior

alternative route to the existing NLEX and Pan-Philippine Highway (PPH) also known as
Maharlika Highway. It will connect the National Capital Region (NCR) with Cagayan
Valley through the eastern part of Central Luzon, and thus the improvement of access
between these areas. The 54-km Bulacan segment will run northward from CSJDM
traversing Norzagaray, Angat, San Rafael, San Ildefonso and San Miguel. Taking off from
this proposed NLEE is a 16-km road that will link the Plaridel Bypass Road to NLEE by
way of Plaridel, Pandi, Santa Maria, Angat and Norzagaray.
Table 1.1 lists aforementioned major infrastructure and transportation projects that are
planned to traverse and impact CSJDM.
Table 1.1. List of Major Infrastructure and Transportation Projects that will have impact to
CSJDM, Bulacan
Amount
Project Rationale/Brief Remarks
(Million)
Proposed Metro Linkage of the MRT-7 train 71,431.00 NEDA (CLIP) Amount
Rail Transit Line station at CSJDM to NLEX.
(MRT-7) Submitted to RDC
Proposed East- Service road linking the MRT-7 16,480.00 NEDA (CLIP) Amount
West Connector train station in CSJDM to the
Balagtas Interchange. PPDO Project Brief
North Luzon Bulacan segment will run 38,940.00 NEDA (CLIP) Amount
Expressway East northward from CSJDM traversing
(NLEE) Alignment other parts of the Province. PPDO Files Brief
Source: DRR – CCA Enhanced Provincial Physical Framework Plan 2010-2030
Other transportation links that is planned with the City are the following:
Proposed provision of an alternative link between CSJDM and Dingalan, Aurora towards
economic benefits for both Provinces of Bulacan and Aurora.
Conversion of provincial roads to national roads, to provide direct linkage to NLEX,
particularly the Marilao-San Jose Roads and Bocaue – Santa Maria Road segments.
Furthermore, the Department of Public Works and Highways (DPWH) provides:
NLEX East Project. With a length of 92.1-km., the project consists of Phase 1 and
Phase 2 and will form an important transport access in the eastern area of Region III.
NLEX East (Figure 1.5) is planned to be up to Cabanatuan City starting from the end
point of junction of C-6 in CSJDM via Norzagaray, Angat, San Ildefonso, San Miguel,
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Gapan and Sta. Rosa in parallel with the PPH. Bridges will be required to cross Angat
River, Peñaranda River and Pampanga River.
East Metro Manila Expressway (EMME): Phase 2. This is a continuation of Southeast

Metro Manila Expressway starting at Marcos Highway crossing Rodriguez (Montalban),
Rizal and terminates in CSJDM, leading to MRT-7. A glimpse of which is shown in Figure
1.6.
These projects are currently in the pipeline but there are no updates with regard to the
timeline and implementation.
Illustrated in Figure 1.7 is the Overall Provincial Framework Plan for Province of Bulacan, and in
Figure 1.8 is the Transport/Infrastructure Framework.
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Figure 1.5. NLEX East Project Figure 1.6. East Metro Manila Expressway Project
Source: www.dpwh.gov.ph/PPP/main2.asp Source: CPDO, CSJDM; www.dpwh.gov.ph/PPP/main2.asp
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*
CSJDM
11
Figure 1.7 is also provided in A3 Print Compilation of this Book.
*
Figure 1.7. Overall Provincial Framework Plan for Province of Bulacan
Source: Bulacan Provincial Development and Physical Framework Plan
Volume 1
12
*
Figure 1.8. Transport/Infrastructure Framework, Province of Bulacan
Source: Bulacan Provincial Development and Physical Framework Plan
Volume 1
1.4 Planning Principles

Planning for CSJDM utilizes the ecosystem approach. This approach recognizes, and uses as
basis for planning and management, the integral relationship of the environment with overall
human development.
Ecosystem-based planning places social, economic and infrastructure development within the
context of present and future ecological realities, bearing in mind the City‘s dependence on
and responsibility for such conditions.
In this light, the City adopts the following planning principles:
1) Mix and optimize land uses, including water-dependent uses, taking advantage of
community design that enhances, preserves, and provides access to natural resources
and ecosystem services;
2) Ensure community resilience and adaptation to impacts of climate change and
disasters;
3) Create distinctive, attractive and sustainable settlements with a strong sense of place;
4) Preserve open spaces, productive lands, and critical environmental areas;
5) Ensure balanced development and sustainable resource use, with respect to carrying
capacity;
6) Provide a variety of transportation options;
7) Make development decisions predictable, fair, and cost-effective through consistent
policies and regulations;
8) Encourage green development approaches; and
9) Encourage community and stakeholder collaboration in development planning and
implementation, ensuring that public interest and rights of access to resources are
upheld.
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2
BRIEF PROFILE OF THE
CITY OF SAN JOSE DEL MONTE,
BULACAN
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2 BRIEF PROFILE OF THE CITY

2.1 Brief History
During the Spanish colonial period, Reduccion, the method of relocating settlers towards the
center of the Poblacion, was practiced in San Jose, Centro Da Baloges. The practice was widely
spread as part of the movement to spread Catholicism to the remote areas of Bulacan.
Therefore, in March 1750 a decree from the Archbishop of Manila on the creation of new
municipalities was announced in Lagulo Church in Meycauayan; the decree included the list of
families who volunteered to be relocated. From being a visita of Meycauayan, San Jose Del
Monte was thereafter founded as a municipality on March 2, 1752. This Reduccion from
Meycauayan brought settlers to the place where the occupants were previously only the Itas
and Dumagats. The name of the Town was taken from San Jose Del Monte, a phrase that is a
combination of the patron saint of the Town and ―Del Monte‖, which means ―of the
mountains‖. Further accounts of the history of the Town can be found in the work of Dr. Jaime
Veneracion of the Departamento ng Kasaysayan (Department of History) of the University of the
Philippines Diliman.
The new Municipality‘s population, of not exceeding 200 people, belonged to the family of
farmers and stonecutters of Libtong and Meycauayan. They lived a simple lifestyle and raised
fish, root crops, vegetables, fruits and other natural products. These families brought with
them rice, wine, betel nut (nganga), and salt from Lagulo (now Malhacan) in exchange for the
wild pigs, deer, yantok and almasigan of the Itas and Dumagats. Solares, including intended lots
for main roads, were peacefully distributed to the new occupants after being measured and
surveyed.
Under the American Regime in 1901, San Jose Del Monte (SJDM) was placed under the political
supervision of Sta. Maria, Bulacan due to the Town‘s lack of progress, peace, and order. In
1903, Act 932 of the US-established Philippine Commission bolstered this supervision. Then, in
1918, the Town became an independent municipality with Ciriaco Gallardo as the first
Municipal Mayor.
The City also had its share of violent historical events. The Japanese Imperial Army took over
the local government of San Jose del Monte from 1942 to 1943. In resistance against the
occupation of the Japanese, the population of the Municipality formed its own guerrilla unit.
During the latter parts of the Second World War, SJDM experienced many casualties when the
Americans bombed the Poblacion on January 11, 1945. This was repeated on January 14, 1945.
Years later, dissidents burned the Municipal Building on October 10, 1950.
Further reorganizations inside the City happened as the population grew and as the system of
national laws matured. The year 1961 marked the opening of the first government resettlement
project, the Sapang Palay Resettlement Area, which covered 752 hectares. In January 25, 1978,
nine barangays were created under Presidential Decree (PD) 1921. With the passage of the new
local government code in 1991 came the reformulation of equal wealth sharing between the
national and local units and the realization of the residents of having their own barangays. This
move led to the creation of additional 41 barangays under a Provincial Ordinance promulgated
by RA 337 in December 1991. The reorganization and increasing population also induced
changes in the executive and legislative administration of the City as a whole. On September
10, 2000, SJDM was proclaimed as a component city under RA 8797. Due to such event, it was
said to be the largest town in the whole province of Bulacan in terms of land area and
population. In addition, the City, also known as the ―Balcony of the Metropolis‖, was recorded
as the first city in the Province of Bulacan and recorded as the 86th City of the Philippines. On
December 18, 2003, with the passage of RA 9230, CSJDM became the first Lone Congressional
District in Bulacan.
As the new millennium marches on, the population of the City registers a booming population.
It continues to grow as settlements mushroomed in strategic areas of the City to cope with
urbanization in the Greater Metro Manila Region.
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Below is a summary of these key events in the history of the City.
March 2, 1752 Foundation Day of San Jose del Monte, Bulacan

San Jose del Monte was under the political supervision of Sta. Maria,
1901
Bulacan
The town became an independent Municipality – Ciriaco Gallardo was
1918
the first Municipal Mayor
The guerilla movement of San Jose del Monte was formally attached
September 2, 1942
to ECLGA under the command of Major Edwin Ramsey
The Japanese Imperial Army had entrusted the Local Government of
1942-1943
San Jose del Monte to Mr. Paulo Capa as Chief of Police
Conference between Captain Joseph Barker and Major Feliciano
Avanceña, organizer of the Local Guerilla Unit, held at Gulong, Sto.
August 1942 Cristo, San Jose del Monte. In this conference, Major Avanceña was
formally attached to the Manila Military District Area and was given
the rank of Lieutenant Colonel.
The bombing of the Poblacion by the Americans; casualty was about
January 11, 1945
500 civilians
January 14, 1945 Second bombing of the Poblacion
October 10, 1950 The burning of the Municipal Building by the dissidents
Opening of the first government resettlement project – Sapang Palay
1961
Resettlement Area – covering 752 hectares
January 25, 1978 Creation of nine (9) barangays under PD 1921
Creation of additional 41 barangays under Provincial Ordinance
December 1991
promulgated by RA 337
September 10, 2000 San Jose del Monte became a component city by virtue of RA 8797
CSJDM became the 1st Lone Congressional District in Bulacan, by
December 18, 2003
virtue of RA 9230
Source: CSJDM Ecological Profile, 2015
2.2 Demographic Profile
2.2.1 Population Projection

The Philippine Statistics Authority (National Statistics Office) pegged CSJDM‘s total population
at 454,553 in 2010, comprising 15.5% and still the highest in the Province of Bulacan. This is
higher than the population share of the provincial capital of Malolos at 8%. With its 3.64%
population growth rate, CSJDM experienced an additional population of 138,746 persons
between the year 2000 and 2010. Should the City observe the same growth trends, in 30 years
its population will be roughly 1.9 million people.
For the purpose of this study, annual projections up to 2050 and within the planning period
(2015-2024) were calculated using the geometric method, the 2000-2010 AAGR of 3.64%, and
with the official NSO data (2010) as base population (Figure 2.1).
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Figure 2.1. Projected Population (2010-2024), CSJDM
At the end of the planning period, Barangay Muzon will continue to have the highest barangay
population, followed by Barangays Minuyan Proper, Sto. Cristo, Graceville, Kaypian and Citrus.
2.2.2 Density and Distribution

CSJDM has a gross population density 3 of 4,307 persons per square kilometer of land. This is
much higher than the national average of 308, as well the regional average of 460.
Despite its high population, Muzon will not be the most densed barangay. As illustrated in
Figure 2.2, Graceville consistently tops the list of barangay density up to the end of the
planning period, followed by Minuyan Proper, Kaypian and Gaya-Gaya. This will have
implications on numerous sectoral and cross-sectoral actions, including road networks, location
of service facilities and economic centers, housing regulations and mitigation measures, among
others.
3
Gross Density is the ratio of the total population to the land area
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Figure 2.2. Barangay Density (2010-2024), CSJDM
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2.2.3 Labor Force

Working age population comprised 67% of the total population in 2010. Following this rate, it is
estimated that almost 500,000 citizens will be part of CSJDM‘s labor force by 2025 as shown in
figure below.
800,000
Population
700,000 Labor Force
600,000
500,000
400,000
300,000
200,000
100,000
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Figure 2.3. Projected Labor Force Population (2010-2024), CSJDM
2.3 Geographic Location

CSJDM is part of the Sierra Madre Mountains, with elevations ranging from 40 to 900 meters
above sea level. The western and southwestern parts of the City are characterized by plains
and river valleys while the central and eastern parts are characterized by undulating hills. The
relief transitions from warm lowland to cool uplands towards the eastern part of the City.
The City is drained by major and minor river systems, which emanate from the Angat Reservoir
and flow into the Angat River and the natural waterways of the City through Kipungoc, Sto.
Cristo, and Sta. Maria river systems. The Kipungoc River directly flows into the Marilao River
which drains to Manila Bay. The same river separates the City from the Cities of Caloocan and
Quezon. The surface water runoff of the City also drains into several creeks and streams such
as Bigte, Kantulot, Kaytitinga and Salamin Creek.
CSJDM occupies a total land area of 31,294 hectares, 10,553 hectares of which are
uncontested. The rest are disputed areas with adjacent municipalities. The Angat Watershed
Reservation, with a land area of 18,000 hectares, is partly located within the City (Figure 2.4).
Meanwhile, Figure 2.5 shows the strategic location of CSJDM in relation to other nearby
localities and hubs.
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CSJDM
20
Figure 2.4. Location of CSJDM within Bulacan’s Watersheds
Source: EnPraxis - National University of Singapore
Volume 1
Figure 2.5. CSJDM’s Strategic Location in relation to other localities and hubs
Source: EnPraxis - National University of Singapore
2.3.1 Territorial Jurisdiction

CSJDM is located north of Metro Manila. It is bordered by Caloocan and Quezon Cities in the
south; Rodriguez, Rizal in the east; Sta. Maria and Marilao, Bulacan in the west; and
Norzagaray, Bulacan in the north (Map 2.1).
2.3.2 Barangays of CSJDM

CSJDM is composed of 59 barangays, all of which are classified as urban. Table below shows the
land area distribution per barangay in the City, with Sto. Cristo having the largest share at
3,950 hectares (12.62%) followed by Muzon at 2,300 hectares (7.35%)
Table 2.1. Land Area per Barangay, CSJDM

Barangay Land Area (ha) % Share
Assumption 202 0.65
Bagong Buhay I 318 1.02
Bagong Buhay II 316 1.01
Bagong Buhay III 317 1.01
Citrus 800 2.56
Ciudad Real 928 2.97
Dulong Bayan 975 3.12
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Barangay Land Area (ha) % Share

Fatima I 130 0.42
Fatima II 120 0.38
Fatima III 115 0.37
Fatima IV 125 0.40
Fatima V 110 0.35
Francisco Homes-Guijo 520 1.66
Francisco Homes-Mulawin 524 1.67
Francisco Homes-Narra 526 1.68
Francisco Homes-Yakal 518 1.66
Gaya-Gaya 310 0.99
Graceville 300 0.96
Gumaoc Central 280 0.89
Gumaoc East 265 0.85
Gumaoc West 270 0.86
Kaybanban 975 3.12
Kaypian 512 1.64
Lawang Pare 207 0.66
Maharlika 865 2.76
Minuyan I 670 2.14
Minuyan II 660 2.11
Minuyan III 675 2.16
Minuyan IV 665 2.13
Minuyan V 660 2.11
Minuyan Proper 620 1.98
Muzon 2,300 7.35
Paradise III 960 3.07
Poblacion 413 1.32
Poblacion I 411 1.31
San Isidro 953 3.05
San Manuel 938 3.00
San Martin de Porres 193 0.62
San Martin I 555 1.77
San Martin II 165 0.53
San Martin III 150 0.48
San Martin IV 160 0.51
San Pedro 971 3.10
San Rafael 197 0.63
San Rafael II 186 0.59
San Rafael III 185 0.59
San Rafael IV 194 0.62
San Rafael V 188 0.60
San Roque 962 3.07
Santa Cruz 142 0.45
Santa Cruz II 140 0.45
Santa Cruz III 136 0.43
Santa Cruz IV 139 0.44
Santa Cruz V 134 0.43
Santo Cristo 3,950 12.62
Sapang Palay Proper 750 2.40
Sto. Niño I 200 0.64
Sto. Niño II 198 0.63
Tungkong Mangga 946 3.02
31,294 100.00
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Map 2.1. CSJDM Political Map (Boundary Map)

Source: EnPraxis
*
Map 2.1 is also provided in A3 Print Compilation of this Book.
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2.4 Physical Features and Environmental Condition
2.4.1 Slope
The western part of the City is characterized by slopes of 0-8% while the eastern part is
characterized by slopes of 30 to 50%. Table below shows the slope category by land area.
Table 2.2. Slope Classification

Slope Range Barangays Partially or Land Area Share to Total
Description
(%) Completely Covered (ha) Land Area (%)
Level to nearly 0 to 3 Poblacion to Poblacion I, 1,789.3670 17.04
level Sapang Palay Proper, Sto.
Cristo, Sta. Cruz I to II,
San Pedro, Dulong Bayan,
Muzon, and Gaya-Gaya
Level to gently 3 to 8 San Isidro, San Roque, 4,615.3370 43.73
sloping Kaybanban, Tungkong
Mangga, Ciudad Real, San
Rafael I-IV, Graceville,
Muzon, Poblacion, Dulong
Bayan, Kaypian, Sapang
Palay Proper, Fatima I to
V, Sto. Niño I and II,
Assumption, Bagong
Buhay I to III, San Martin
de Porres, Lawang Pare,
and Citrus
Sloping to 8 to 18 Minuyan Proper, San 2,231.2170 21.14
undulating Roque, San Isidro, Ciudad
Real, Sapang Palay
Proper, Dulong Bayan,
and Muzon
Undulating to 18 to 30 Minuyan I to V, Kaypian, 1,430.6910 13.56
rolling Sto. Cristo, Kaybanban,
Maharlika, Tungkong
Mangga, San Manuel,
Graceville, and Gaya-
Gaya
Rolling to hilly 30 to 50 San Roque 194.3203 1.84
Hilly to 50 and over Forest Zone 283.0668 2.68
mountainous
Total 10,553.0000 100.00
Source: CSJDM 2014 Ecological Profile
2.4.2 Land Cover

Land cover data in 2003 and 2010 by the National Mapping and Resource Information Authority
(NAMRIA) generated through the visual interpretation of images of the Philippines taken from
various earth observation satellites- Advanced Land Observing Satellite (ALOS), Advanced
Visible and Near Infrared Radiometer (AVNIR)-2, Satellite Pour l‘Observation de la Terre (SPOT)
5, and LandSat show land use change in CSJDM (Maps 2.2 and 2.3).
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Map 2.2. Land Cover (2003), CSJDM

Source: DENR
Map 2.3. Land Cover (2010), CSJDM

Source: DENR
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2.4.3 Soils
Three major soil series/categories characterize the soils in CSJDM, namely: 1) Novaliches Loam;
2) Sibul Clay; and 3) Novaliches Clay. Percentage shares of these broad soil categories to the
total planning area are shown in table below having the Novaliches Loam at the highest, and
the Novaliches Clay at the least. In one hand, Minuyan Proper is covered by Sibul Clay alongside
limestone deposits.
Table 2.3. The Distribution of Slope Classes, Areas, Percent Distribution, and
Crops/Vegetation, CSJDM
Area Share to Total

Soil Type Crops/Vegetation
(ha) Land Area (%)
Banana, chico, jack fruit (langka),

Novaliches Loam 7,046.63 66.77 mango, upland rice, vegetables,
grassland
Forest and permanent trees,
coconut, banana, coffee, chico,
Sibul Clay 3,169.67 30.04
rice, corn, mango, cashew, black
berry (duhat), jack fruit (langka)
Pasture, grasses, banana, chico,
Novaliches Clay 336.70 3.19 jack fruit (langka), black palm
(duhat), cashew
Total 10,553.00 100.00
Source: CSJDM 2014 Ecological Profile citing BSWM, Bulacan Land Resources Evaluation Project,
Slope Map
2.4.4 Groundwater
There are around 384 wells in CSJDM, according to the Local Water Utilities Administration.
About 47% of the total land area is covered by these shallow wells with depths of not more than
20 meters, located at the western peripheries of the City. The rest of the City is characterized
by deep well areas of depths of more than 20 meters.
2.4.5 Fault System

The 90-kilometer West Valley Fault (formerly known as the Marikina Valley Fault) runs from the
Angat reservoir in Bulacan, traverses a portion of Rodriguez, Rizal and passes through the
Cities of Quezon, Marikina, Pasig, Makati, Taguig, and Muntinlupa; Cavite; and ends in
Calamba, Laguna. According to the Metro Manila Earthquake Impact Reduction Study (MMEIRS)
in 2004 (www.phivolcs.dost.gov.ph), in the event of an earthquake along the fault system,
there shall be a great amount of destruction in Metro Manila and surrounding cities and
municipalities. The ground shaking and liquefaction that the earthquake shall induce shall have
immediate impacts such as loss of life and catastrophic destruction of public infrastructure.
This Fault has been reported to move four times in the last 1,400 years. The last ground
rupture was about 356 years ago and it is reportedly ripe for another movement.
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2.5 Existing Land Use and Land Use Trends

As earlier mentioned, during the Spanish
colonial period, the method of relocating
settlers towards the center of the
Poblacion called Reduccion was practiced
in San Jose, Centro Da Baloges. This
practice of movement of the early
settlers, including the survey and
distribution of lands, shaped the land use
trends of now CSJDM.
In 1960, the People‘s Homesite and

Housing Corporation purchased from the
Philippine Suburban Development
Corporation 752.5 hectares of hilly rice
land east of the Sapang Palay Estate in
the northern part of San Jose Del Monte.
Called the Sapang Palay Resettlement
Project (SPRP), it was the first
government resettlement project in Figure 2.6. Early Account of Land Use Trend in CSJDM
SJDM, intended for urban poor families Source: CSJDM Ecological Profile
displaced by infrastructure projects and
those living in danger zones in the City of Manila and its immediate environs (Figure 2.7).
Figure 2.7. Image of the location of Sapang Palay Resettlement Project in 1961, CSJDM
Source: CSJDM Ecological Profile
As shown in its original Master Plan (Figure 2.8), SPRP was conceived as a self-contained
community, integrating agricultural, commercial, industrial and institutional uses with
residential uses. Unfortunately, the Plan was not implemented as conceived, due to poor
management and insufficient funds. It also resulted in the lack of livelihood opportunities for
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the relocatees. Trying to address said concern, the government established the Central
Institute for Training and Relocation of Urban Squatters (CITRUS) in July 1966 on a 100-hectare
site within the SPRP. Designated as Area G or Barangay Citrus, it included model farms and
training facilities with the primary objective to promote the economic efficiency and social
stability of former urban settlers (NHA, undated; Hernandez, 2004). However, the National
Housing Authority (NHA) eventually subdivided CITRUS into lots and distributed to the
succeeding relocates. Figure 2.9 presents the Development Phasing of SPRP in 1960-1975 and
1975-1985, which includes CITRUS.
Figure 2.8. Original Master Plan of the Sapang Palay Resettlement Project (SPRP) (1960s), CSJDM
Source: The Public-Private Interface in the Urban Form and Structure in the Metropolitan
Fringe: The Case of San Jose del Monte, Bulacan (Hernandez, 2004) citing UN-PHHC
Housing Research Team
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Figure 2.9. Development Phasing of SPRP (1960-1975 and 1975-1985), CSJDM

Source: The Public-Private Interface in the Urban Form and Structure in the Metropolitan
Fringe: The Case of San Jose del Monte, Bulacan (Hernandez, 2004) citing
GIS-Parcellary Mapping, Urbis Inc.
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With the growing population of San Jose Del Monte brought about by the influx of relocatees,
nine more barangays were created in 1978 and its total population ballooned to 59,000 (Figure
2.10). The first Town Plan was drafted in 1981, which provided for a general guide in the future
development of San Jose Del Monte. Between the late 1970s to the mid-80s, the following
formal developments have started to set up in CSJDM:
• Sampol Market
• Industrial estate in Barangay Minuyan
• Sarmiento Farms at Gaya-Gaya
• Sta. Maria and Tungkong Mangga
• Paradise Farms at Upland Cluster
• Strip development along Bagong Buhay Avenue
• Sapang Palay Industrial Estate
• Araneta Estate at Barangay Kaybanban
Along with the SPRP, NHA also undertook a slum-upgrading project at Sitio Gumaoc (formerly
part of Barangay Gaya-Gaya), the Liberty Farms Upgrading Project (LFUP) which covers 42
hectares as also shown in figure below.
Figure 2.10. First Town Plan of San Jose Del Monte in 1981
Source: EnPraxis
Another plan was crafted for CSJDM in 1989 (Figure 2.11). The Plan showed the expansion of
residential areas and road network to the various barangays that have been created.
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Figure 2.11. The 1989 SJDM Plan
With the passage of the Local Government Code in 1991, which enabled LGUs‘ wealth sharing
between the National Government and Local Government, 41 more barangays were created.
Furthermore, the local government was enabled with regulatory tools for development which
include:
• Certificate of Zoning Compliance;

• DENR required certificate of endorsement from LGU as part of EIA; and
• Tax mapping.
Thereafter, formal and informal firms developed in the locality, mostly in linear pattern along
major transportation routes in Poblacion, Sapang Palay and Tungkong Mangga. Commercial-
scale farms were also established (Figures 2.12 and 2.13).
Residential areas also developed, such as those in Dela Costa Housing in Barangay Graceville,
Francisco Homes, Stallion Subdivision, and Farm View Subdivision in Sto. Cristo-Kaypian, and
Mountain View Subdivision in Muzon. Socialized housing likewise increased: Palmera Homes of
the Villars at Sto. Cristo-Kaypian, Towerville Resettlement Project (Brgy Sto Cristo), and
Pabahay 2000 (Figures 2.12 and 2.13).
In 2000, San Jose Del Monte became a Component City. With the implementation of the Local
Government Code (LGC), approval of subdivision and socialized housing plans is devolved to
LGUs (EO 71). The LGC also outlines the functions of LGUs and HLURB in the preparation and
implementation of CLUPs (EO 72).
Continuing urbanization in the City highlighted significant development concerns, such as

utilities and services, mobility and access, land use conflicts and pressures on environmental
resources and quality, evidenced in the pollution from the Continental Cement Plant in
Norzagaray, which affected CSJDM.
The developments became concentrated in the four commercial nodes as follows:
• Poblacion Node (City Hall and Church), is surrounded by small business establishments
including restaurants, sari-sari stores, bakeries, and the like;
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• Tungkong Mangga Node, located at the junction of Quiriino Highway and the Sta. Maria-
Tungkong Mangga Road (Bocaue Provincial Road), is the busiest commercial node with
establishments arranged in a linear pattern radiating outwards from the junction;
• The Sapang Palay-Sampol Node, defined by the Sampol Market, is the center of
commercial activity within the SPRP. Retail establishments which provide the needs of
the SPRP residents are situated along EVR Road (Bagong Buhay Avenue); and
• The Muzon Node is located in the intersection of the Sta. Maria-Tungkong Mangga Road
(Bocaue Provincial Road) and the SJDM – Marilao Road. Located within the area are the
South Triangle Wet and Dry Market, banks, and several wholesale and retail
establishments providing the needs of the residential areas close-by.
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Figure 2.12. Image showing the continuing developments in San Jose Del Monte (1991)
33
Source: EnPraxis
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34
Figure 2.13. Image showing the continuing developments in CSJDM (2000)
Source: EnPraxis
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Urbis, Inc. was then commissioned to conduct the preparation of CSJDM CLUP. The land use
plan promoted the efficient development of existing and future concentrations as activity
centers, through appropriate regulatory devices, public infrastructure investments, as well as
enhanced linkages with service areas (Figure 2.14). The nature of these centers, their roles and
how they are envisioned in the Urbis Plan were as follows:
Existing Neighborhood Service Centers include: Barangay Tungkong Mangga Intersection,

Sampol Market, Barangay Muzon Intersection, Poblacion.
Other neighborhood service centers include:
o Quirino Highway-NPC Road Intersection (Barangay Kaypian);

o Along the Poblacion-Gumaoc City Road (boundaries of Barangays Guijo, Mulawin
and Narra);
o Quirino Highway-Poblacion-Gumaoc City Road Intersection (along the boundaries of
Barangay Mulawin and Sto. Cristo);
o Francisco Homes Subdivision (along Sta.Maria-Tungkong Mangga Provincial Road in
Barangay Graceville);
o Palmera Northridge Subdivision (Barangay Kaypian); and
o Quirino Highway-EVR (formerly Bagong Buhay Avenue) up to the boundary of the
Municipality of Norzagaray (Barangay Minuyan Proper).
The Planned Unit Developments (Figure 2.14) included the following:
• Araneta Properties - These are located in Tungkong Mangga with a portion lying directly
alongside Quirino Highway and Tungkong Mangga junction. The proposal for this area
was to develop a combination of commercial, institutional, and mid to high-end
residential developments; and
• New Town Property in Barangay Sapang Palay Proper - Previously geared to be a
predominantly residential development. This area has already been provided with a
road network, clubhouse, man-made lagoon and 9-hole golf course. It was planned to
be the site of the New City Hall and was earmarked for re-development to host housing
units, universities, industrial estates, commercial areas and tourism facilities.
Likewise, the identified Industrial Centers (Figure 2.14) were as follows:
• Light Industrial Centers - Two new industrial areas intended to accommodate light
industries are located in Barangays Muzon and Gaya-Gaya; and
• Agri-Industrial at Paradise Farm - located at Tungkong Mangga.
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36
Figure 2.14. CSJDM Structure Plan by Urbis Inc.
Source: CSJDM CLUP
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2.6 Sectoral and Subsectoral Analyses

The following matrices (Tables 2.4 to 2.12) present the sectoral and subsectoral analyses for
CSJDM, which were derived during the series of consultations, workshops, meetings and
dialogues with various stakeholders concerned (e.g. barangay representatives, TWG members,
NGOs, POs) of the City. These include findings and observations on the issues and concerns,
their implications or effects if not responded, and the recommended interventions such as
policies and spatial requirements to possibly address or respond to the same.
These analyses have guided the updating of the CLUP, specifically in coping with the current
and foreseen issues and concerns that the City is facing, and the developments that may
further affect and shape CSJDM.
Table 2.4. Infrastructure, Facilities and Utilities Sector Analysis Matrix, CSJDM
Recommended Intervention
Technical Findings
Implications / Effects Policy/Institutional Spatial
/ Observations
Requirement Requirement
Unabated Increasing population and Moratorium Additional space
resettlement consequently, the demand for social service
activities for basic services Clear agreements facilities
between LGUs
Conversion of agricultural involved in
land for residential resettlement
purposes
Strengthening of
Strain on existing social LIAC and other
service capacity (health, concerned agencies
education, etc.), backlog
in government manpower Increase budget for
social services
Increased need for
employment opportunities Strengthening of
PESO, particularly
Environmental impacts of in assisting
new settlements resettled
communities
Local Shelter Plan

Unoccupied/ May result in Accounting and
abandoned housing deterioration, blight, assessment of
units due to informal/unregulated unoccupied units
beneficiaries settlement of other with NHA/LIAC
returning to place families
of origin
Inconsistent Unregulated development Local Shelter Plan
monitoring of new
settlements
Existence of It could also increase Local Shelter Plan Land allocation
informal dwellers relative to infrastructure for in-city
(almost 16,000 as development resettlement
of 2012)
Potential new
resettlement
Housing backlog Backlog can exacerbate Incremental
build-up of housing needs implementation of
over the long term housing program to
address current
backlog
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Technical Findings
/ Observations
Requirement Requirement
Some households in Possible resettlement Inventory of
risk areas government-owned
land
Local Shelter Plan
Table 2.5. Transportation Subsector Analysis Matrix, CSJDM

Technical Findings
/ Observations
Requirement Requirements
Lack of road safety Accidents / poor Adoption of DPWH Installation of
signs and markings navigability of roads at standards on road reflectorized
(major routes of night and during markings vertical road
transportation) inclement weather (ordinance) signs
(international
standard)
Painting of roads
with permanent
pedestrian
lanes, road
carriageway
passing lanes in
all barangays,
especially
Quirino,
Tungkong
Mangga,
Marilao, areas
with steep slope
i.e. Sapang
Palay
Obstruction of Decreased capacity of Building Code Enforcement of
portions of road roads building code
rights-of-way by specifically on
sidewalk vendors, Violation of building code building
parked vehicles, on setbacks setbacks,
canopies of ordinances on
commercial stalls Encroachment of space road ethics
along major roads dedicated for pedestrians (motorists and
and motor vehicles pedestrians)
Enforcement of
building code
requirement for
mandatory
parking spaces
for business
establishments
Define the road

rights-of-way
(installation of
ROW markers
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Technical Findings
/ Observations
between the
boundary of the
ROW and
private/public
properties
Poor road Road congestion, creation Creation of Installation of
geometry of blind corners permanent office permanent road
with budget traffic
management /
public safety
bureau
Poor location of Road congestion at Budget for possible Identify
transportation abutments of transport acquisition and/or available lands
terminal (for all terminals expropriation (possibly near
types of public the new City
transportation Inconvenience to the Resolution for Hall, Quirino
vehicles commuting public waiting existing/available Highway –
for departure land Tungkong
Lack of facilities at Mangga)
transport terminals
(most especially Relocation of
for buses) such as the terminal
waiting sheds (with integrating the
seats and clean various land
toilets) transportation
modes (buses,
public utility
jeeps, tricycles)
complete with
facilities such as
passenger
waiting areas,
toilets, dispatch
office,
passenger
security
facilities
Creation of
policies to
control efficient
operation of the
transport
terminal
(including fees
to cover
maintenance of
transportation
terminal
facilities and
utilities)
Incomplete Impedes the flow of
surfacing of traffic.
barangay roads in
urban centers most
especially in
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Technical Findings
/ Observations
privately-
developed
residential
subdivisions
Lack of proper Temporary ponding at Strengthening of National and
drainage systems road sides Engineering, Provincial Roads
(open DRRMO, City ENRO
canals/ditches or Flooding at lowest point Interceptor at
buried drainage in sloping road system Seek the DPWH‘s barangay near
pipes. assistance in Norzagarray
building the
drainage system
along the National
and Provincial
Roads.
Improvement and
proper
maintenance of the
existing drainage
systems.
Limited road space Once these developments Expansion of Widening of
at Quirino Highway become operational, Traffic Tungkong
and other roads heavier traffic congestion Management Mangga, Sta
leading to the SM is expected. Longer Bureau (permanent Maria –
and Ayala Land queues of vehicles could staff, capacity for recommended
developments. affect the flow of traffic traffic studies row
as well as the temper of
the people on the road. Re-assessment of Quirino Highway
the carrying – reclaim
capacity of Quirino encroached
Highway and the areas, establish
Tungkong Mangga – markers
Sta. Maria road.
Conduct study on
the rational traffic
signalization of the
Quirino Highway –
Sta. Maria –
Tungkong Mangga
road intersection
Encroachment of Decreased space for IEC material c/o Mark on map the
road rights-of-way either the pedestrians or the Engineering ROW and
the carriageway or both Office required
easements
Conduct
operation on
marking all
boundary of
roads with all
types of
properties
adjacent to it
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Technical Findings
/ Observations
(both sides)
Require all
structures and
human activities
to retreat from
encroached
Table 2.6. Social Services Sector Analysis Matrix, CSJDM

Technical
Implications/Effects Policy/Institutional Spatial
Findings/Observations
Increasing number of Inability to finish Programs for
teenage pregnancies school affected teenagers
High birth rates in Increasing Barangay-based

barangays with dependency health and sex
already high education
population programs
Insufficient health Limited access to Allot public land for
facilities and medical health services additional BHS (at
supplies least 35, 45 in 2024)
Prevalence of Decreased quality of Air quality
respiratory illness/es life assessment
Budget for health,

programs, IEC
Lack of police Continued increase in Increase in
visibility crime incidence manpower,
(index crimes) stationary and
Insufficient roving
manpower and Youth and vulnerable
facilities sectors at higher risk Provision of lighting
(1/3 of total victims) on all roads
Police complicit to
drug-related crimes Installation of CCTV
cameras
Massive drug problem Increased crime and
from within and risk to public safety
outside the barangay
(all barangays) Juvenile delinquency
Insufficient open Youth turn to other
spaces and parks for activities such as
sports, recreation drugs
and other communal
activities, especially
with large youth
sector
Proliferation of Feeds Relocation of
online gaming shops inattentiveness, more gaming shops
near schools youth observed to be outside school zones
cutting classes to play
games
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Table 2.7. Agriculture and Agri-Industry Facilities Subsector Analysis Matrix, CSJDM
Intervention
Technical Findings/
Implication/Effects Spatial
Observations Policy Option
Requirements
Inadequate crop Lower income for 362 Convert remaining Areas for
production due to farmer families (rice) rain-fed files to exclusive
continuing decrease irrigated ones to agriculture use
in agricultural areas, increase yield and
due to land decrease Areas for
conservation and lack cultivation costs irrigation system
of agricultural
support Curb agricultural Areas for
infrastructure land conversion to agricultural
other uses support facilities
Establishment of ARC support

agricultural facilities
support facilities
Providing irrigation
to remaining rain-
fed rice fields
Preservation of
remaining ARCs
(San Isidro, San
Roque)
Table 2.8. Power Subsector Analysis Matrix, CSJDM

Technical Findings/ Implications
Institutional Spatial
Observations /Effects
Requirements Requirements
Rampant illegal Connections through Enforcement Specify
connections ―jumper‖ can cause barangays for
fire. Encourage priority
residents to report
to their barangay
council of sighted
―jumper‖
connections.
Barangay Council to
coordinate with the
Police and the
Meralco on the
action against
illegal connections.
Lack of accessibility Rise in crime NHA coordination City for road
to electricity incidence lighting
services in the Create a program
resettlement areas to immediately Quirino Highway
energize homes in - DPWH
the resettlement
areas.
Extend assistance
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Technical Findings/ Implications
Institutional Spatial
Observations /Effects
Requirements Requirements
to households with
difficulty in
meeting fees to pay
for processing of
applications for
power service
connection
High cost of power Can lead to power LGU to coordinate
service with Meralco to
disconnection offer the prepaid
power service
connection
Table 2.9. Water Subsector Analysis Matrix, CSJDM

Technical Findings / Implications / Effects Policy/Institutional Spatial
Observations Requirement Requirements
Increased extraction Lack of water supply Promotion of new Provision of more
of water due to and land subsidence water supply and open spaces and
increased number of distribution water retention
clients being served technology or areas
by CSJDM Water infrastructure or
District introduce
technology
Impending effects of Lack of water supply Institutionalize Provision of
El Nino rainwater water
catchment in the impounding and
design and collection for
construction of various uses
structures in the
City through
incentives,
resolutions and
zoning
Table 2.10. Information and Communication Subsector Analysis Matrix, CSJDM

Technical Findings / Implications / Effects Institutional Spatial
Observations Requirement Requirements
Objection to Lost opportunity to IEC on Buffer zones
installation of improve timeliness (misconception)
cellular phone and clearer effects of towers on
towers in the middle public health
(ungarbled)
of residential
communities transmission and
receipt of
communications
(voice calls and short
messaging system)
Lost opportunity to
improve
internet/broadband
services by telecom
companies
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Table 2.11. Waste Management Subsector Analysis Matrix, CSJDM

Technical Findings Implications /
Institutional Spatial Requirements
/Observations Effects
Requirement
Indiscriminate Spread of disease Installation of Buffer zones and
dumping of wastes garbage collection easements
onto streets and Clogging of bins (only for
creeks waterways and residuals) to serve
flooding smaller clusters of
households
Composting (at
source or
barangay) to be
linked to
barangays hosting
farming activities
Inability of the LGU Accumulation of Increase frequency Allocation of space
to respond to the garbage at sources of collection of for MRFs
collection of and MRFs garbage
garbage in sections
of communities on Spread of disease
steep slopes and bad odors in
the communities
Table 2.12. Economic Sector Analysis Matrix, CSJDM

Technical Findings
Implication Policy/Institutional
/Observations Spatial Requirements
Requirement
High Taxes Low LGU Streamline business Business Center/
motivation to permitting processes One-stop-shop
Low Business tax provide tax
collection due to incentives for Computerization of
unchecked investment integrated tax system
informal/underground promotion
economy Implementation of
Higher updated revenue code
Regular updating of dependence on
data on commercial external income Set-up of centralized
establishments sources, mainly tax payment
on IRA procedures system
Lack/limited livelihood Lack of livelihood Provision of tax Center for education
opportunities, possible opportunities incentives for and
job mismatch within investment promotion livelihood/enterprise
resettlement (per cluster)
areas Promote
diversification of
Lack of livelihood income sources
opportunities for
women Livelihood
/housewives opportunity programs
for the vulnerable
Lack of livelihood sectors especially
opportunities for women, IPs
IPs
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Technical Findings
Implication Policy/Institutional
/Observations Spatial Requirements
Requirement
Focus on education
for job matching and
skills training
Provision of credit
and financing
facilities
Low tourism Lack of livelihood Provision of tax Identification of
development opportunities for incentives for potential tourism
opportunities IPs investment promotion sites
Lack of awareness of Possible source of Promote Support facilities for

tourism potential additional income diversification of and access to eco-
income sources park
Livelihood Improved road

opportunity programs network for tourism
for the vulnerable access
sectors especially IPs
Transport terminal
Focus on education facilities
for job matching and
skills training
Provision of credit
and financing
facilities
Inadequate crop Outsourcing of Establishment of Convert remaining
production due to: food supply, agricultural support rain-fed fields to
Continuing higher cost of facilities irrigated ones to
decrease in living increase yield and
agricultural areas, Providing irrigation to decrease cultivation
due to land Lower income for remaining rain-fed costs
conversion farmer families rice fields
Lack of Curb agricultural
agricultural land conversion to
support other uses
infrastructure
2.7. Sectoral Network Analysis for CSJDM

In view of the above sector and subsectoral analyses that were identified with the stakeholders
of CSJDM with the assistance of its Technical Planning Team, Figure 2.15 presents the
correlations/connections of all sectors as provided by the analyses matrices above. Results
were also offshoots of workshops on Problem Tree Sectoral Analysis for CSJDM (Appendix A).
The following Network Analysis illustrates the overall current situation of the City from the
perspective of the intra- and inter-sectoral relationships.
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Political intervention on the

implementation of projects
Figure 2.15. Network Analysis of CSJDM’s Sectoral Concerns

Source: Processed by EnPraxis
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2.8 Goals-Objectives Reality Gap Analysis

CSJDM‘s previous Vision: ―Business Bustling City 2012‖ was supported by:
a. The emergence of new investors within the City;

b. The introduction of business establishments including: Starmall, Ayala development,
SM, ABS CBN, Savemore, Puregold, Ultramega, Super8, Victory Town Center and other
commercial establishments; and
c. The increasing numbers of issued business permit applications.
To jumpstart the CLUP updating process, Goals-Objectives–Reality Gap Analyses, as enumerated

in Tables 2.13 to 2.16, were conducted with the participants of the CLUP Visioning Workshop.
The participants were asked to rank the current Goals and Objectives of the City from 1-4, 4
being the most realistic and evident and 1 being the most unrealistic and currently deficient in
implementation and priority. The participants were also asked to comment or remark on their
responses.
Table 2.13. Goals-Objectives Reality Gap Analysis: Overall, CSJDM

Average
(Reality)
4- Most Comment/Remarks
Main Goals
realistic (Gaps)
1-Least
realistic
1. To promote sustainable 1.30 Development takes place but

development by ensuring the environmental protection is poorly
protection and conservation of considered, leads to forest
environmentally constrained areas depletion;
(i.e. prime agricultural lands, forest, Massive conversion of agricultural
rivers, etc.) through the proper land to residential;
control and regulation of urban Existing laws/policies not enforced
growth; and budget constrains;
Rapid growth of population.
2. To promote the productive use of 1.56 Only portions are utilized, most are
the City’s idle and underutilized under-utilized.
lands;
3. To create opportunities to put 1.63 CLUP (Zoning) is not strictly
land into its most productive and implemented;
efficient use without sacrificing their Many idle lands that are owned by
environmental integrity; landlords remain undeveloped or
underutilized;
Almost all agricultural lands are
converted into housing units.
4. To control urban sprawl and 1.41 There is no shelter plan that is
promote an orderly pattern of being implemented;
growth by directing development No proper planning due to massive
towards more suitable areas and influx of relocates;
promoting compact communities; Difficult to create compact
communities with the massive and
rapid conversion and sprawl land
development.
5. To lay the groundwork for a land 1.63 CLUP (Zoning) not strictly enforced;
use pattern that promotes the Population increase too rapid due to
location of more economically influx of relocates;
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Average
(Reality)
4- Most Comment/Remarks
Main Goals
realistic (Gaps)
1-Least
realistic
beneficial activities in the area; Need for TESDA and more certified
trainers.
6. To ensure the development and 1.56 There is only a few parks and
maintenance of adequate open playground;
spaces, including parks and Many business establishments are
playgrounds; and non-conforming with the zoning;
Devolved to HOA‘s barangay;
Most are for food production;
Not a priority.
7. To provide an adequate and 2.00 Comprehensive transportation plan

efficient road network for the City, not available or not in use due to
which could efficiently support all budget constraints;
the planned developments within the There are right-of-way problems;
area. There is a need for bypass roads for
easy access.
Table 2.14. Goals-Objectives Reality Gap Analysis: Environment, CSJDM

Average Comments/Remarks
Environment Goals
(Reality) (Gap)
1. To promote strict compliance 2.26 Need for approval of Environment

with existing environmental laws, Code;
ordinances, standards and other Lack of implementation of
regulatory measures; ordinances;
CENRO is making an effort for
conducting awareness campaign
however some barangays are not
complying or cooperating.
2. To protect the City‘s Public 1.81 Boundary conflicts and issues;
Lands that form part of the Angat Presence of ISFs in the buffer
Watershed Reservation and areas zones.
with critical slopes from further
degradation;
3. To extend full support to the 2.59 Poorly supported by the barangays;
current activities, programmes Awareness campaign not yet
and projects of the City enough;
Environment and Natural Presence of projects and programs
Resources Office, the City to address environmental issues.
Agriculture Office and the Sinop
Kalat and Luntiang Kapaligiran
Executive Committee, which
includes the City‘s Solid Waste
Management and Recycling
Programme and tree planting
activities;
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Average Comments/Remarks
Environment Goals
(Reality) (Gap)
4. To heighten environmental 2.37 Information dissemination at the
awareness and concern among the barangay level down to the
City‘s residents; constituents;
Extensive SWM and tree planting
activities are being implemented
by CENRO and Agriculture sector.
5. To encourage the development 1.85 The landfill is at the wrong

of the identified new dumpsite in location as it is in the middle of
Barangay Minuyan Proper into a City Water District and housing;
sanitary landfill; Awareness campaign not yet
effective.
6. To preserve and further 2.26 Lack of barangay support to the
promote San Jose del Monte‘s programs;
image as a clean and ever green Budget constraints;
City; There are programs but lack
implementation.
7. To encourage the development 1.67 Tree planting is highly supported
of more mini-forest parks within and promoted;
the City; No comprehensive program;
Poor orientation, values and
attitudes of people;
There are in some subdivisions.
8. To upgrade the quality of the 1.81 No approved Environment Code
City‘s rivers and creeks, as well as implemented;
protect them from further soil CENRO has efforts through
erosion and siltation; and Memorandum Circular;
Creeks are inhabited by ISFs.
9. To control and eliminate the 1.78 Poor support to SWM program by

dumping of solid and liquid wastes barangays;
into the City‘s bodies of water. Penalties are not being enforced;
Poor sewage system;
Poor values and attitudes of
people;
Population increase also increases
waste production.
Table 2.15. Goals-Objectives Reality Gap Analysis: Shelter, CSJDM

Average Comment/Remarks
Shelter Goals
(Reality) (Gap)
1. To determine and monitor the 1.37 No shelter development plan and

magnitude of the housing problem shelter inventory;
in the City; Rapid influx of low cost housing.
2. To increase accessibility of 1.81 NHA Housing projects are

home ownership for City of San provided to ISFs;
Jose Del Monte‘s families and Local Shelter Plan but not
newly formed families especially implemented;
those in lower income groups; Local extended families of ISFs
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Shelter Goals
(Reality) (Gap)
are not prioritized in low cost
housing;
There are additional mass
housings for the lower income
groups.
3. To encourage private sector 2.63 More developers are building
investments in new residential subdivisions at CSJDM.
development especially in quality
mass housing construction;
4. To improve sites and services in 1.93 CPRRM fund has been specifically
existing settlements especially in utilized in improving sites with
depressed communities; different environmental issues;
Lack of funds due to rapid
population increase;
Need for more access roads and
terminals at housing sites.
5. To discourage professional 1.59 Laws and policies are not
squatters and squatting implemented;
syndicates; and Housing units are being sold
because of lack of livelihood in
communities.
6. To increase income of families 1.67 No income generating programs
falling below the poverty line. and projects;
Lack of job opportunities;
Lack of financial assistance;
Lack of investors and livelihood
projects for households.
Table 2.16. Goals-Objectives Reality Gap Analysis: Infrastructure, CSJDM

Infrastructure Goals
(Reality) (Gap)
1. Overall: To provide an 1.93 Doable but currently not enough

efficient, timely, economical and effort on the part of Local
sustainable utility and Government.
infrastructure system
2. Ensure that the mobility of 2.26 Public vehicles are dominated by
people, goods and services are tricycle, traffic;
increased through the provision of Congested growth areas;
an efficient road and transport There is a need to provide central
network; terminals;
More roads need to be
rehabilitated.
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Infrastructure Goals
(Reality) (Gap)
3. Provide the City with adequate 2.96 Presence of good water service
and efficient potable water supply provider (San Jose Water);
and services; Supply is sufficient with reserve
sources;
Lack of funds to support local
water, not yet affordable.
4. Provide adequate, efficient and 2.07 No plan for drainage system;

least-cost drainage/sewerage Not enough funds.
system;
5. Provide adequate, stable and 2.67 Power supply is lacking on
reliable power supply services for CMP/resettlement.
the demand of the increasing
population and expansion of
economic activities; and
6. Establish an efficient 2.56 Poor communication facilities;

communication system for the Hospitals with telephones and
whole City. landlines, and offices in the City
have no internet connections;
Poor signals in some areas.
The CLUP will seek to address the gaps identified above, taking into consideration the changing
conditions within and outside the City, as well as present and future development
requirements. Meanwhile, Sectoral SWOT Analyses (Appendix B) were also done during the next
CLUP updating phase which is the Visioning Workshop.
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3
THE COMPREHENSIVE
LAND USE PLAN
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3 THE COMPREHENSIVE LAND USE PLAN

3.1 VISION, DEVELOPMENT GOALS AND OBJECTIVES
Through a participatory process involving workshops, consultations and dialogues, sectoral
representatives, members of the community, the local government units with the collaboration
of various government agencies (Figure 3.1; Appendix C for list of participants) have
collectively crafted the new vision statement for CSJDM:
A People-centered City with renewed hope

and transformation towards a vibrant and inclusive economy
Figure 3.1. CSJDM’s Visioning Workshop; and the New Vision of CSJDM
Source: EnPraxis
The crafted vision defines the future CSJDM and its people aimed to achieve in terms of
physical, environmental, social, economic, and institutional development. This will serve as the
driving force that will move the entire City towards the achievement of the development
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direction and provides the overall guidance and focus in the succeeding stages of the planning
process.
It is also consistent with the prescribed essential elements in setting a vision prescribed by
HLURB such as:
Qualities of the people as individuals

Qualities of the people as a society
Nature of the local economy
State of the natural environment
Capacity of local leadership
Following the above prescribed elements, the table below further describes the conditions that
would help in the realization of the Vision.
Table 3.1. Vision Descriptors and Success Indicators, CSJDM

Descriptor Success Indicators
Qualities of the God loving Good physical, spiritual, mental health

people as individuals Healthy disciplined, responsible, well-mannered
Orderly Responsible, participative
Proactive responsible, participative, innovative,
Educated positive thinker
Dynamic skilled, productive
Innovative Multi-skilled
Highly competent 100% employed
College grad
Qualities of the Responsive Financially
people as society Inclusive Peace and order
United Sufficient basic needs
Secured Provision of adequate basic social services
Innovative Cooperative, participative
Nature of the local Progressive
economy Vibrant
Self-sustaining
State of the natural Sustainable
environment Clean
Green
Balanced ecology
Condition of the built Integrated PWD-friendly
environment Efficient Accessible
Disaster-resilient
Safe
Low-carbon, green
Capacity of local Accountable Transparency

leadership Efficient
Services delivered
Transformative
With integrity Community action and innovation inspired
Diligent by leadership
Firm political will
Sincere
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Following the Vision Statement, a set of Goals and Objectives were identified for each
development sector (Tables 3.2 to 3.6). These will provide actionable targets for the qualities
indicated in the Vision. These will also form the basis for sectoral programs, projects and
activities throughout the planning period, as reflected in the final proposed land use plan.
Table 3.2. Goals, Objectives and Strategies for Economic Sector, CSJDM
Goals Objectives Strategies
1. Increased tax collection
2. Implemented an updated Revenue
1. Increased revenue Code (including Tax incentives
(LGU) 3. Computerization of an Integrated
System for tax mapping (including
GIS)
1. Capacity building and education
that is market-oriented (including
job matching, skills training
matching job requirements, TESDA
Vibrant, Inclusive, 2. Increased income accreditation)
Progressive and (communities) 2. Diversification of income sources
Self-sustaining (agriculture, services, industry,
tourism)
3. Special programs for vulnerable
groups
1. Tax incentives
2. Improved and more efficient One-
Stop Shop/Negosyo Centers
3. Improved business
3. Improved access to credit and
environment
financing facilities
4. Centralized tax payment
procedures
Table 3.3. Sectoral Goals, Objectives and Strategies for Social Sector, CSJDM
1. Increased facilities and access
1. Improved delivery of
(RHU, schools, fire departments,
basic services
emergency response)
1. Vigilant community monitoring of
prohibited drug-related activities
2. Increased police visibility,
2. Peace and Order
personnel and equipment
3. Responsive drug rehabilitation
programs
1. Special programs for PWD,
Proactive and 3. Engaged all sectors of
children/youth, senior citizen,
Inclusive society
among others
1. Regulated entry of new housing
developments
2. Engaged with Homeowners
Associations, Urban Poor
4. Improved housing
Association Offices
conditions
3. Coordinated housing offices and
agencies
4. Improved database and monitoring
5. Updated Local Shelter Plan
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Table 3.4. Sectoral Goals, Objectives and Strategies for Environment Sector, CSJDM
1. Conservation of Protected Areas
(CADT) including watersheds and
NPAAAD
2. Sustainable use of freshwater, agro-
forest resources
3. Generated and maintained a
comprehensive database of natural
Maintained balanced resources (including mapping of
Sustainable, Resilient
ecological integrity boundaries)
4. Implemented Solid Waste
Management Plan, CCA, DRRM Plans
5. Crafted and implemented Drainage
Master Plan
6. Enforced easements and buffer
zones
7. Developed Forest Land Use Plan
Table 3.5. Sectoral Goals, Objectives and Strategies for Infrastructure Sector, CSJDM
1. Drafted and implemented
Transportation and Management
Plan
1. Physical Order 2. Strengthened law enforcement
especially traffic regulations
3. Drafted and implemented Drainage
and Flood Control Plan
Integrated, efficient, 1. Provided safety signs, markings and
disaster resilient 2. Safety lighting
built environment 2. Slope protection
1. Provided health, protective and
educational facilities
2. Improved access
3. Delivery of basic
3. Provided market support services
services
4. Provided irrigation infrastructure
and post-harvest facilities
5. Provided communication facilities
Table 3.6. Sectoral Goals, Objectives and Strategies for Institutional Sector, CSJDM
1. Reviewed and rationalized responsibilities
and functions
1. Improved 2. Complied with requirements of Seal of
organizational Good Housekeeping including business
structure and processes
capability 3. Built capacity through trainings,
Accountability and
workshops and scholarships for
Efficiency
government officials
1. Reviewed and updated existing
2. Improved and ordinances and resolutions including
enforced relevant Environment Code, Investment Code and
legislation and Ethics
policies 2. Strengthened Local Development Council,
citizen engagements and accountability
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3.2 LAND USE GOALS, OBJECTIVES AND STRATEGIES

A review of the CLUP brings to fore the Urban Land Nexus Theory adapted to the Philippine
setting by Professor Ernesto Serote of the University of the Philippines – School of Urban and
Regional Planning (UP-SURP). The concept assesses urban development through the lens of
power, structure, policy and resources. It traces these relationships over time, from its
inception to when the City was identified as a major resettlement site (i.e. Sapang Palay
Resettlement), to its present state as growth and transport link.
Applying said Theory to the case of CSJDM, the framework (Figure 3.2) illustrates how national
government policies, along with the rapid responses and initiatives from the private sectors,
have shaped the City. It also suggests a trend that can continue into the future - one that is
dominated by private sector interests. The key question at present is how the Local
Government can and should respond to urban pressures, in a manner that will achieve its Vision
of “A People-centered City with renewed hope and transformation towards a vibrant and
inclusive economy”.
Figure 3.2. Application of the Urban Development Process and Policy Framework to the
Case of CSJDM
Source: Serote, Ernesto; Urban Land Nexus Theory
The following Land Use Goals, Objectives and Strategies identified from the sectoral outputs
served as a basis for land use planning of CSJDM:
a. Progressive, inclusive, self-sustaining and disaster-resilient developments;
• To identify critical areas for development;

• To identify and develop suitable areas for urban expansion in the form of
complementing use growth nodes; and
• To identify sites for social and institutional infrastructure.
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b. Integrated transport and utilities infrastructure;
• To integrate and develop new major transport infrastructure to City development;

• To identify sites suitable for irrigation, post-harvest facilities, and market support
infrastructure; and
• To study and propose drainage and flood control systems for the City.
c. Balanced spatial development that preserves agriculture, forest reserves,

easements and buffer zones; and
• To delineate and protect productive agricultural lands (croplands) in accordance

with RA 8435 (AFMA);
• To identify, acquire (if necessary), preserve or develop lands that make up part of
the City‘s open space network;
• To strictly enforce standard open space requirements and setbacks/easements for
subdivisions and socialized housing, road easements, river easements, utility
easements and salvage zone and others; and
• To delineate and conserve Protected Areas (CADT) including watersheds and
NPAAAD.
d. Enhanced City image and attractiveness.
• To enhance urban aesthetics and consequently, reduce urban blight;

• To preserve and enhance historical sites, landmarks and potential tourism
destination; and
• To improve and diversify urban recreational activities.
3.3 ALTERNATIVE SPATIAL STRATEGIES

Based on the Land Use Goals, Objectives and Strategies, the following alternative spatial
strategies were explored: (a) Concentrated Growth Node (Figure 3.3), (b) Tri-Nodal Growth
Hubs with Satellites (Figure 3.4), and (c) Linear Growth Corridors (Figure 3.5). Described below
are the basic components of each strategy as well as major sectoral considerations.
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The development of the MRT 7 alignment provides the

Alternative opportunity to focus development around a junction in line with
Spatial Quirino Highway.
Strategy 1: This complements the major commercial developments in the
CONCENTRATED area: SM, Ayala, ABS-CBN, among others. The Concentrated
GROWTH NODE Growth Node will create the New Central Business District of the
City.
Physical
• Creation of an integrated New CBD Master Plan;
• Creation of Integrated Transport junction terminal along Quirino Highway; and
• Creation of a ‗spine‘ road to connect existing highway and roads to the new roads
of the New CBD.
Social
Provision of basic needs for the City; schools, training centers, hospitals and clinic,
through the CBD development.
Economic
• Creation of job opportunities and investments for the City; and
• Creation of the new ‗face‘ of CSJDM - the ‗People-centered City‘
Institutional
Strengthening of Tourism Development Council to promote and enhance potential
tourism sites of the City.
Figure 3.3. Alternative Spatial Strategy 1: Concentrated Growth Node
(CBD Development), CSJDM
Source: EnPraxis
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The Tri-Nodal Growth Hubs with Satellites development

Alternative alternative is a dispersed and decentralized development that
enables the City to create new hubs while enhancing the existing
Spatial growth areas. The Tri-Nodal Hubs, or the new growth hubs of the
Strategy 2: City will be the New Government Center and Light Industrial Hub;
TRI-NODAL New Commercial and Transport Hub; and the Agri-Innovation Hub.
These will be complemented and supported by additional three
GROWTH HUBS areas/satellite hubs: the Sapang Palay Commercial (Sampol
with Satellites Market) and Transport Satellite Hub, Muzon Commercial and
Transport Satellite Hub, and the Ecotourism Satellite Hub.
Physical
• Creation of integrated Master Plans for the Tri-Nodal Growth Hubs;
• Creation of transport terminals and spine roads to connect the Hubs; and
• Investment in irrigation system, organic production, community processing and
marketing facilities for the Agri-Innovation Hub.
Social
through the development of the Hubs.
Economic
• More dispersed creation of diverse job opportunities and investment potential for
the City.
Institutional
Strengthening of Tourism Development Council to promote and enhance potential
tourism sites of the City.
Figure 3.4. Alternative Spatial Strategy 2: Tri-Nodal Growth Hubs with Satellites, CSJDM
Source: EnPraxis
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Alternative The Linear Growth Corridors development alternative focuses on

strip developments that will connect the main junctions of
Spatial Quirino Highway, Muzon Commercial Node and New Government
Strategy 3: Center.
LINEAR GROWTH The objective is to create a seamless linkage and access among
CORRIDORS the junctions and stimulate more commercial activities.
Physical
• Widening and development of strip commercial and retail corridors along the main
roads; and
• Creation of an efficient ―loop‖ that will further bolster accessibility and linkage of
the junction.
Social
through the development of linear growth corridors.
Economic
• More dispersed creation of diverse job opportunities and investment potential for
the City.
Figure 3.5. Alternative Spatial Strategy 3: Linear Growth Corridors, CSJDM
Source: EnPraxis
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3.4 PROPOSED LAND USE PLAN
3.4.1 SELECTED SPATIAL STRATEGY

Based on series of consultations, workshops and dialogues with all concerned stakeholders, the
preferred/selected spatial strategy for CSJDM is the Tri-Nodal Growth Hubs with Satellites
(Figure 3.6).
Following are the key points for the selection of this spatial strategy, as also illustrated in
Figure 3.7:
a. Alignment to the Vision of CSJDM as a “People-centered City”, the planned major

transportation links, such as the MRT-7 and the C-6, among others, and the major
private developments that are anticipated to develop, will dramatically affect the pace
of development and direction of the City; from being a ―major resettlement site‖ to
becoming a hub not just in the Province, but in the Region.
b. The New CBD will become a Mixed Use Zone, anchored on ongoing and anticipated
real estate developments as well as transportation links. Combined, they present an
opportunity to create a new hub of CSJDM, and provide more economic opportunities
for the people. The selected spatial strategy allows for an integrated land use and
transit-oriented development while intensifying the development of other growth hubs,
to form an efficient and vibrant network of settlement, economic and cultural activity.
c. Alignment with the Barangay Clustering Approach. The selected spatial strategy
allows for the creation of anchor points (Growth Hubs) of development, connecting the
clusters of barangays, based on character and geographic location: (a) Poblacion
Cluster, (b) Sapang Palay Cluster, (c) Minuyan Cluster, (d) Residential Cluster, (e)
Agriculture Cluster, and (f) New Development Cluster. The clusters complement each
other to achieve the CLUP objectives. Programs, projects and activities can then be
strategically implemented based on the role of each cluster in the overall
development.
d. Balanced Spatial Strategy. The selected spatial strategy leads to the creation of an
Agri-Innovation Hub, which preserves and adds value to remaining productive
croplands, and also serves as an ecotourism destination, as it complements urban
expansion and infill development. Together with the addition and enhancement of
commercial and industrial areas, the strategy provides a holistic solution to the
employment shortage in the City.
e. Impact of the Growth Hubs to surrounding cities and municipalities of CSJDM. The
New Government Center and Light Industrial Hub complement the surrounding
Municipalities of Sta. Maria, Pandi, Balagtas, Bocaue and Marilao. This supports the
Province‘s initiative of developing the Malolos Growth Corridor. The New Commercial
Transport Hub serves as the main gateway development adjacent Metro Manila. The
Agri-Innovation Hub complements the surrounding Municipalities of Dona Remedios
Trinidad, Norzagaray and Angat.
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Figure 3.6. Structure Plan: Tri-Nodal Growth Hubs with Satellites, CSJDM
Source: EnPraxis
*
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Figure 3.7. Spatial Strategy with Intra- and Inter-LGU Linkages

Source: EnPraxis
*
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3.4.2 CSJDM: PROPOSED GROWTH HUBS

Based on the selected spatial strategy - Tri-Nodal Growth Hubs with Satellites, the following
are the proposed major Growth Hubs for CSJDM:
1. New Government Center and Light Industrial Hub;

2. New Commercial and Transport Hub; and
3. Agri-Innovation Hub.
The Hubs are planned to direct the transition of the City from being a ―Resettlement City‖ to
becoming a ―People-centered City‖ (Figure 3.8) aligned with the City‘s Vision.
Figure 3.8. CSJDM Vision Diagram

Source: EnPraxis
Each of the proposed Growth Hubs is discussed based on the Urban Land Nexus Framework
(Figure 3.9). The Framework provides a guide to understanding the urban development process
of each of the proposed Growth Hubs, discussing in detail each actor‘s contribution in the
development of the Growth Hub - National Government, formal firms and households and
informal firms and informal households. This can then serve as basis on how should the Local
Government Unit address the various issues and the proposed Land Use Plans.
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Figure 3.9. Urban Development Process and Policy Framework

Source: Serote, Ernesto; Urban Land Nexus Theory
3.4.2.1 New Government Center and Light Industrial Hub

The New Government Center and Light Industrial Hub is located at the northwestern portion of
CSJDM, within the three contiguous Barangays of Sapang Palay Proper, Minuyan Proper and
Dulong Bayan. This Growth Hub is anchored on the currently being constructed New
Government Center located in Barangay Dulong Bayan (Figure 3.10).
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Figure 3.10. New Government Center and Light Industrial Hub, CSJDM
Source: EnPraxis
The main roles of the

northwestern Growth Hub of
CSJDM are the following: (a)
Location of the New Local
Government Center of the City,
including various offices for a
more centralized and efficient
governance (Figure 3.11); (b)
Location of identified new Light
Industrial Hub that aims to
provide employment
opportunities for the residents
within, and in nearby and
adjacent barangays; and (c)
Preserve remaining SAFDZ areas
especially in Brgy. Dulong
Figure 3.11. Planned Structural Image of CSDJM New Government
Bayan, that serves the needs of
Center
farmers.
Through the series of Barangay Consultative Workshops (Appendices D and E) the following key
issues were identified for Barangays Minuyan Proper, Sapang Palay Proper and Dulong Bayan,
the three contiguous barangays:
a. Flooding in certain areas;

b. Traffic congestion in junction points;
c. Drainage;
d. Peace and order; and
e. Lack of job opportunities.
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Figure below presents the images of outputs of said contiguous barangays during the Barangay
Consultative Workshops.
Figure 3.12. Barangay Consultative Workshop Map Outputs of Barangays Minuyan Proper,
Sapang Palay Proper and Dulong Bayan, CSJDM
Further, the main objective for the Growth Hub is to be able to create an integrated service
center for residents, opportunities for industrial development for the City as well as
surrounding municipalities and cities (Figures 3.13 and 3.14).
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Figure 3.13. Land Use Maps of the Proposed New Government Center and Light Industrial Hub, CSJDM
Source: EnPraxis
*
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Figure 3.14. Map showing the Proposed New Government Center and Light Industrial Hub, CSJDM
Source: EnPraxis
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3.4.2.2 New Commercial and Transport Hub

The New Commercial and Transport Hub is projected to host the biggest and major
developments within CSJDM. With its strategic location and transportation links connecting the
City to the Province and the Region, it will serve as the main economic hub for residents and
visitors alike (Figure 3.15).
Figure 3.15. New Commercial and Transport Hub, CSJDM

Source: EnPraxis
Among the major developments are the following:
National Government Projects: MRT 7 Station

and a new C-6 Road alignment; and
Private Sector: Ayala, SM developments, ABS-
CBN Studios, Araneta development.
Further commercial developments (Figure 3.16) in

this Hub as well as in other areas shall be supported
and guided by the Incentive Code crafted by the City.
During the series of Barangay Consultative Workshops

(Appendices D and E), the following were major
issues identified that may arise from the Hub:
a. Boundary disputes;
b. Peace and order;
c. Drainage;
d. Non-conforming land uses; and
e. Traffic congestion
Figure 3.16. Some future developments in CSJDM’s
New Commercial and Transport Hub
Source: CPDO, CSJDM
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Figure 3.17 presents the images of map outputs during the Barangay Consultative Workshops.
Figure 3.17. Barangay Consultative Workshop Map Outputs, CSJDM

Source: EnPraxis
The images of the land use maps for the proposed New Commercial and Transport Hub are
provided in Figures 3.18 and 3.19.
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Figure 3.18. Land Use Maps of the Proposed New Commercial and Transport Hub, CSJDM
Source: EnPraxis
*
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Figure 3.19. Map showing the Proposed New Commercial and Transport Hub, CSJDM
Source: EnPraxis
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3.4.2.3 Agri-Innovation Hub

The Agri-Innovation Hub is the agricultural and food security backbone of the City. It will
provide income for the farmers and other beneficiaries, create agriculture-oriented jobs and
address the employment shortage. Aside from economic gains, it also balances the
development of the City, providing adequate drainage, preserving open spaces, and addressing
irrigation issues. Promoting integrated farm development, it covers the Barangays Paradise III,
Kaybanban and Sto. Cristo; and the Agrarian Reform Communities (Figure 3.20).
Figure 3.20. Agri-Innovation Hub, CSJDM

Source: EnPraxis
The Agri-Innovation Hub aims to develop sustainable agriculture by introducing innovation in

farming practices. By harnessing the value-chain system, which integrates production,
processing, marketing and linkage, technology, and knowledge transfer, the Hub can add value
to traditional farming, and increase income of the farmers.
Increasing the yield of current crops remains to be an important objective, but this will be
enhanced by exploring and promoting higher-value crops, and more importantly transforming
them into products for a broader market. Key to this approach is the creation of a system that
prioritizes capacity-building and technology transfer to communities. Urban farming is also a
strategy for communities produce their own food, and market them for additional income.
Figure 3.21 traces the value chain for agriculture. But this time, it places farming communities
at the heart of the system. It aims to release farmers from ―middlemen‖ and encourages them
take control of process from input to profit. The same model can be adopted by the City for its
farming communities.
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Figure 3.21. Model of Integrated Community Based Enterprise Partnerships with Farmers
Source: EnPraxis
Based on tax declarations, the total area of agricultural land of the City is 9,023.29 hectares
(90,232,850.74 sqm), which includes the areas under boundary disputes and watershed areas.
However, referencing the planning area certified by Land Management Bureau (LMB), the
existing agricultural land area has a total of 4,369 hectares only. The allowable conversion
(maximum of 10 percent) is 436.9 hectares. In the land use maps of the proposed Agri-
Innovation Hub (Figure 3.22), the agricultural area has a total of 3,790 hectares, which is within
the allowed conversion.
Providing some examples of agricultural produce converted to high value products that are
currently in demand are shown in Appendix F, while Appendix G is sample illustration a possible
vegetation village design which can also be adopted to areas of the Agri-Innovation Hub of
CSJDM. Also included in Appendix H are some policy measures supporting the transformation of
agricultural areas into sustainable enterprises, such as agri-tourism development.
To reiterate, the intent of the proposed Agri-Innovation Hub is to respond to the issues of
irrigation, employment, livelihood, alternative development that integrates farm development
that can benefit farmers. In addition is the Integrated Agricultural Productivity Program. Lands
are to be maintained in its original agricultural use.
Just to provide the City with some concepts that it may consider, also Appendix H presents
brief discussions on (1) farm tourism/agri-tourism; (2) training and assistance in organic
farming; and (3) the general DOT accreditation guidelines.
In addition, some inspirational images that CSJDM may also consider to anchor on are provided
in Appendix I.
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Figure 3.22. Land Use Maps of the Proposed Agri-Innovation Hub, CSJDM
Source: EnPraxis
*
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3.4.3 CSJDM PROPOSED SATELLITE HUBS

The identified Satellite Hubs (Figure 3.23) serve as support growth nodes to the main growth
hubs of the City. The following are the CSJDM Satellites Hubs:
1. Sapang Palay Commercial (Sampol Market) and Transport Satellite Hub directly
provides transportation linkage and service support to the planned New Government
Center and Light Industrial Hub;
2. Muzon Commercial and Transport Satellite Hub provides transportation linkage and
service support to the planned New Commercial and Transport Hub (Figure 3.24); and
3. Ecotourism Satellite Hub enhances the role of the Agri-Innovation Hub. It addresses
the needs of the Dumagat, emphasizing the preservation, conservation and enrichment
of their culture through the creation of a cultural center that can showcase local values
and traditions (Figure 3.25).
Figure 3.23. CSJDM Satellite Hubs

Source: EnPraxis
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Figure 3.24. Muzon Commercial and Transport Satellite Hub, CSJDM

Source: EnPraxis
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Figure 3.25. Ecotourism Satellite Hub, CSJDM

Source: EnPraxis
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3.4.4 LAND USE ACCOUNTING

The Tri-Nodal Growth Hubs as the overarching strategy for spatial planning of the City takes
into consideration current and projected land use requirements. A Land Use Accounting Study
was conducted to assess and determine land supply and demand for the planning period of 2015
to 2024 (Table 3.8), based on the globally recognized and accepted standards (Table 3.7) of the
United Nations Food and Agriculture Organization (FAO).
Table 3.7. Land Use Accounting Standards, FAO

Land Area Required
Urban Land Use
ha/1000p km2/1000p
High Density Residential 6.00 0.06
Medium Density Residential 2.53 0.03
Low Density Residential 1.52 0.02
Commercial 0.50 0.01
Industrial 1.50 0.02
Heavy Intensity Industrial 0.80 0.01
Medium Intensity Industrial 2.50 0.03
Light Intensity Industrial 4.00 0.04
Infrastructural 1.90 0.02
Institutional 0.43 0.00
Recreational 0.05 0.00
Total Urban Land Demand 11.68 0.12
Source: Sectoral Planning Guidelines for Industry, 5th Edition, HLURB
3.4.4.1 Analysis of Land Use Requirements

A Land Use Accounting Study (2015) is provided in Table 3.8, which shows among others the
comparison between the Existing Land Use as of 2015 with a population of 454,553 as of 2010
and the recommended land use as per FAO Standards and the provided total land use as per
Proposed Zoning for the City. Meanwhile, Table 3.9 specifically illustrates the Proposed Land
Use Accounting for CSJDM for the Planning Period, and 10,553.00 as the total official planning
area (uncontested total land area) of the City. The land use changes are also accounted in said
Table. In view thereof, collective highlight discussions/interpretations of said Tables are
provided below in a per area/zone basis.
Institutional Zone: Existing land use for the Institutional Zone as of 2015 is 234.40
hectares. Using FAO Standards (0.43 ha/1000 population), the City required a total of
195.46 hectares. The City has met the required institutional land use area with an
oversupply of approximately 38.94 hectares. Despite this oversupply, there still exists
current lack of public service infrastructure such as schools, hospitals, and protective
services in CSJDM.
By 2024, the City with a projected population of 749,839 would require a total of 322.43
hectares. The total provided land use for 2024 will be 146.57 hectares. It is
approximately 1.39 percent of the total area of the City. The current New Government
Center being developed in Barangay Dulong Bayan provides an important major
institutional anchor for the City. To augment this to further intensify support to
projected demand given the population increase, some Institutional Zones are also
provided/allowed in Special Development Zones 1, 2 and 3, Commercial Zone (C-1),
Commercial-Industrial Zone (C-2), Residential Zone-Low Density (R-1) and Residential
Zone-Medium Density (R-2), including areas for schools, hospitals, protected services,
among others.
Commercial Zone: Existing land use for the Commercial Zone as of 2015 is 192.77
hectares. Using FAO standards (0.50 ha/1000 population), the City required 227.28
hectares. The City lacks an approximate 34.51 hectares. Currently, amidst the presence
of various commercial nodes in the City such as the Sampol Market Node, Muzon
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Commercial Node, and Tungkong Mangga, the further increasing population would
require the development of these existing Nodes or the identification of supporting new
ones. Thereby requiring the need to properly plan for roads and other access
infrastructure to avoid traffic congestion. By 2024, the City is projected to require
374.92 hectares of commercial area, or an increase of almost five percent to cater to
the growing population. The provided commercial land use has a total of approximately
555.93 hectares, a combination of C-1 and C-2. Some of the existing commercial areas
were rezoned to C-2. There is an additional 529.16 hectares of commercial areas,
excluding the new commercial developments in the Special Development Zone - 2 Mixed
Use Development (SDZ-2), allowable in R-1 and R-2.
o The C-1 covers the following in whole or in part: Kaypian, Sto. Cristo, Sapang Palay
Proper and Sampol Market (Barangays. Bagong-Buhay I and II, Sta. Cruz I, San Martin
III). Other C-1 are found in Kaypian Road, and Adalia Francisco Avenue.
o The C-2 covers the following in whole or in part:
• Areas that lie 100 meters on both sides of Quirino Highway
• Areas that lie 50 meters on both sides of F. Halili Avenue
• Areas that lie 50 meters on both sides of San Jose-Marilao Provincial Road
• Provincial Road (Dulong Bayan to Sapang Palay Proper)
• Provincial Road (Sapang Palay Proper to Bulac, Santa Maria)
• EVR Avenue (formerly Bagong Buhay Avenue)
• Eduardo Manalo Avenue.
The entire Commercial Zone is approximately 5.27 percent of the total area of the City.
Residential Zone: Existing land use for residential area as of 2015 is approximately
3,606.35 hectares. Using FAO Standards (1.52 ha/1,000 population), the recommended
total land use for residential area is 690.92 hectares. There is an oversupply of
approximately 2,915.43 hectares of residential areas. This can be explained by the
sprouting socialized housing resettlement areas within the City. The reason for this is
that the City is an identified as resettlement site for relocation of relocate informal
settlers in danger sites. It has thus absorbed various National housing projects and
private housing developments, as evidenced by the existing land use supply (3,606.35
hectares), when only 1,093.11 hectares was planned for. The LGU has been unable to
cope with this development and has led to unplanned developments such as provision of
proper access, utilities and livelihood. Based on field surveys and interviews, most of the
housing projects are unoccupied or have remained vacant for many years. Most of the
beneficiaries still choose to stay where there is a source of livelihood, thus either sell
their unit, do not stay or have other relatives temporarily use the units.
Based from FAO Standards, the required residential land use of the City by 2024 would
only be 1,139.76 hectares. The total residential land use provided is 2,728.33 hectares
(combination of R-1 and R-2). The total residential area is reduced to more than 800
hectares or almost 25 percent. Some existing residential areas are rezoned to C-1, C-2,
and some just increased in density and rezoned to R-2. The only expansion of R-1 is
located in Barangay Ciudad Real, which is based on the results of consultations.
The Residential Zones are approximately 25 percent of the total area of the City.
Light Industrial Zone: The existing Light Industrial Zone (LIZ) within the City is
approximately 27.46 hectares as of 2015. But it can be noted that the current plan
provided 226.89 hectares, thereby resulting that around 199.43 hectares were utilized.
Moreso that with the recommended total land use as per FAO Standards (1.5 ha/1,000
population) of approximately 681.83 hectares, there is a deficiency of approximately
654.89 hectares. By 2024, the total recommended LIZ within the City would be 1,124.76
hectares. These light industries, among others, are one of the possible employment
opportunities for resettled beneficiaries, given proper training and orientation. The total
provided land use by 2024 is approximately 344.48 hectares, with an increase of more
than 300 hectares from the existing land use as of 2015. The increase in LIZ is located in
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Barangays Sapang Palay Proper and Minuyan Proper. Now, the deficiency in LIZ can also
be augmented/provided for by the Special Agri-Tourism/Innovation Hub (SDZ-1),
especially for processing and storage that is anchored on value chain framework.
General Agricultural Zone: Most of the agricultural areas are rezoned to SDZ-1, which
aims to further add value to existing agricultural lands that are in danger of being
uncontrollably converted into residential or commercial areas. Farmers training center
for agripreneurship, farm to market roads, market and amenities will be allowed
following the value chain framework.
Agricultural Reform Zone/Production Agri-Subzone: With an unchanged total area of

1,358.09 hectares of the total land area of the City, the Agricultural Reform Zone
(ARZ)/Production Agri-Subzone includes Agrarian Reform Communities (ARCs) located in
Barangays Kaybanban, San Roque, Paradise III and San Isidro.
Special Agricultural and Fisheries Development Zone/Protection Agri-Subzone: The

existing 547 hectares of the Special Agricultural and Fisheries Development Zone
(SAFDZ)/Protection Agri-Subzone of the City remained unchanged.
Agri-Industrial Zone: The Agri-Industrial Zone (AIZ) is approximately 0.53 percent of the
total area of the City. The expansion of AIZ will be catered by SDZ-1 which is still
anchored on the value chain framework (production-processing-marketing), expected to
further provide income for farmers and communities and preserve remaining agriculture
lands within the City. AIZs are primarily located in Barangays Dulong Bayan, Minuyan II
and Poblacion I.
Socialized Housing Zone: Some socialized housing areas such as Sapang Palay is rezoned
to R-2 while new Socialized Housing Zones (SHZs) were identified. The Zone is
approximately 6.46 percent of the total area of the City.
Solid Waste Disposal Zone: Solid Waste Disposal Zone (SWDZ) is located in the existing
landfill/material recovery center located in Barangay Minuyan. The SWDZ is being
alloted with 91.76 hectares or 0.87 percent of the total land area of the City. Retaining
this land use allotment for the City is critical taking into consideration the growing
population. Further that the City have to intensify its solid waste collection techniques,
and sustainably use the full potentials of the SWDZ. It was estimated that with the
population projection of the City and assuming the solid waste generated per capita, the
City can expect more than 112 million kilograms of solid waste by 2020, and if the
current level of collection service remains, the City would have about 69 million
kilograms of uncollected solid waste by same year. Thus the significance of this Zone is
likely of no question.
Cemetery/Memorial Park Zone: With a total of around 50.30 hectares or 0.48 percent
of the total area of the City, the Cemetery/Memorial Park Zone (CPZ) includes cemetery
and memorial parks in Barangays Gaya-Gaya, Minuyan II, Muzon and Poblacion I.
Buffer Zone: Buffer Zone (BZ) covers the 40-meterwide MWSS aqueduct easement that
traverses the middle portion of CSJDM, NGC right-of-way, and the mandatory 20-meter
easement on both sides of the West Valley Fault. It has an approximate area of 62.69
hectares or around 0.60 percent of the total land use of the City.
Utilities Zone, and Water Zone: The total land areas of the Utilities Zone (UZ), and
Water Zone (WZ) remained unchanged at 142.20 hectares, and 143.40 hectares,
respectively. The UZ covers the two substations of NGC, while the WZ covers bodies of
water of the City.
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Parks and Recreation Zone: Some portions of the Parks and Recreation Zone (PRZ) are
rezoned to SDZ-2 especially in Barangay Tungkong Mangga. This Zone now covers 21.82
hectares or around 0.21 percent of the total land area of the City.
Forest Zone: The forest area is retained though as per Forest Management Bureau,
there is no more Forest Zone (FZ) within the City and all are A&D. A Special Ecotourism
Development Zone (SEDZ) is provided to maintain balance and preserve the environment
and the remaining natural vegetation of the City. The FZ has a total area of 86.20
hectares or 0.82 percent of the total area of the City.
Special Development Zones
o Special Development Zone - 1 Agri-Tourism/Innovation Hub (SDZ-1): The SDZ-1

comprised portions of Barangays Tungkong Mangga and Paradise III. Some
agricultural areas are zoned as SDZ-1, wherein developments will follow the value
chain framework. This Zone is approximately 12.87 percent of the total area of the
City with a total area of 1,357.38 hectares.
o Special Development Zone - 2 Mixed Use Development (SDZ-2): The SDZ-2

comprised portions of Barangay Sapang Palay Proper and Tungkong Mangga. It is
alloted with 849.56 hectares or 8.05 percent of the total area of the City.
o Special Development Zone - 3 Transport Hub (SDZ-3): The SDZ-3 comprised

portions of Barangay Tungkong Mangga. It has a total area of 196.47 hectares or
approximately 1.86 percent of the total area of the City.
o Special Ecotourism Development Zone (SEDZ): With a total area of 961.69 hectares
or approximately 9.11 percent of the total area of the City, the SEDZ comprised
portions of Barangay San Isidro.
Other Actual Existing Land Uses (as of 2015). The identified existing Grassland area of
830.70 hectares is all rezoned to SDZs 1 and 2; the Idle/Vacant Land of 367.89 hectares
have been rezoned to SDZ-2 and LIZ; while the Mixed Use area of 71.33 hectares is
rezoned to SDZ-2; and the Quarry site of 20.84 hectares is rezoned as part of the LIZ.
Watershed (including contested areas) accounts to 20,741.00 hectares.
The comprehensive discussions of the abovementioned Land Uses / Zones are specifically
stipulated in the Revised Zoning Ordinance of the City of San Jose del Monte, as the official
legal instrument for the implementation of the CLUP. The ZO provides the regulatory
environment/standards to guide and control the growth and development of all public and
private lands within its jurisdiction; thus enhancing the character and stability of the Zones.
This land use management tool serves as instrument for informed decision-making providing
clear guidance to land development to ensure the community‘s common good. The Revised ZO
contains among others details of the Zones‘ locations, intents, allowable and non-allowable
uses and activities, and the priority investments as well. Moreover, it provides the specific zone
guidelines including special provisions, restrictions, mitigating devices, and exemptions in each
particular Zone.
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Table 3.8. CSJDM Land Use Accounting Study (2015)
Population 315,807 (2000) 439,090 (2007) 454,553 (2010) 454,553 (2010) 454,553 (2010) 749,839 (2024)
Proposed Existing Land Recommended Oversupply / Required
Volume 1
Existing Land
Land Use Use as of 2015 Land Use (as per (Deficiency) (as per Land Use 2024 FAO Standard
Land Use Use 2004
as of 2015 (EnPraxis) FAO Standards) FAO Standards) (as per FAO Standards) (ha/1,000p)
(ha)
(ha) (ha) (ha) (ha) (ha)
General Development 754.48
Institutional 92.33 234.40 195.46 38.94 322.43 0.43
Commercial 78.84 192.77 227.28 (34.51) 374.92 0.50

General Residential 2,064.17 1,093.11 3,606.35 690.92 2,915.43 1,139.76 1.52

Low Density Residential 167.99
General Agricultural 5,377.30 1,604.87 3,271.00 3,861.00
Strategic Agriculture and
831.83
Fisheries Development
Forest Land 316.89 161.94 86.20 182.20
Special Use
Planned Unit Development 142.37 2,049.84
Light Industrial 51.14 226.89 27.46 681.83 (645.89) 1,124.76 1.50
Agri-Industrial 90.35 531.88 87.81
Socialized Housing 1,030.85
Utilities 16.56
Solid Waste Disposal 4.12
Open Space 224.72 23.00 (23.00) 0.05
Conservation 918.46
Protection 113.76
Roads and Rivers 738.36 821.70
Cemetery 23.81 1.52
Dumpsite 6.19
Grassland 642.93
Parks 32.49
Quarry 29.43
Idle/Vacant Lands 849.83
Utilities 16.56
85
Source: EnPraxis
Table 3.9. Proposed Land Use Accounting for CSJDM
Existing (2015) Proposed (2016-2025) Land Use Change (ha)
Land Use / Zone
Total Area (ha) Percentage Total Area (ha) Percentage Increase (Decrease)
Volume 1
General Institutional Zone (GIZ) 234.40 2.22 146.57 1.39 0.00 (87.83)
Commercial Zone (C-1) 192.77 1.83 55.72 0.53 0.00 (137.05)
Commercial - Industrial Zone (C-2) 0.00 0.00 500.21 4.74 500.21 0.00
Residential Zone - Low-Density (R-1) 3,606.35 34.17 1,404.57 13.31 0.00 (2,201.78)
Residential Zone - Medium Density (R-2) 0.00 0.00 1,323.76 12.54 1,323.76 0.00
Light Industrial Zone (LIZ) 27.46 0.26 344.48 3.26 317.02 0.00
General Agricultural Zone (GAZ) 1,912.97 18.13 172.30 1.63 0.00 (1,740.67)
Agriculture Reform Zone (ARZ)/Production Agri-Subzone 1,358.09 12.87 1,358.09 12.87 0.00 0.00
Special Agricultural and Fisheries Development Zone (SAFDZ)/ 547.00 5.18 547.00 5.18 0.00 0.00
Protection Agri-Subzone
Agri-Industrial Zone (AIZ) 87.81 0.83 55.90 0.53 0.00 (31.91)
Socialized Housing Zone (SHZ) 688.69 6.53 681.34 6.46 0.00 (7.35)
Solid Waste Disposal Zone (SWDZ) 91.45 0.87 91.76 0.87 0.31 0.00
Cemetery/Memorial Park Zone (CPZ) 50.30 0.48 50.30 0.48 0.00 0.00
Buffer Zone (BZ) 62.29 0.59 62.29 0.59 0.00 0.00
Utilities Zone (UZ) 142.20 1.35 142.20 1.35 0.00 0.00
Water Zone (WZ) 143.40 1.36 143.40 1.36 0.00 0.00
Parks and Recreation Zone (PRZ) 30.86 0.29 21.82 0.21 0.00 (9.04)
Forest Zone (FZ) 86.20 0.82 86.20 0.82 0.00 0.00
Grassland 830.70 7.87 0.00 0.00 0.00 (830.70)
Idle/Vacant Land 367.89 3.49 0.00 0.00 0.00 (367.89)
Mixed Use 71.33 0.68 0.00 0.00 0.00 (71.33)
Quarry 20.84 0.20 0.00 0.00 0.00 (20.84)
Special Development Zones
Special Development Zone - 1 Agri-Tourism/Innovation Hub (SDZ-1) 0.00 0.00 1,357.38 12.86 1,357.38 0.00
Special Development Zone - 2 Mixed Use Development (SDZ-2) 0.00 0.00 849.56 8.05 8.49.56 0.00
Special Development Zone - 3 Transport Hub (SDZ-3) 0.00 0.00 196.47 1.86 196.47 0.00
Special Ecotourism Development Zone (SEDZ) 0.00 0.00 961.69 9.11 961.69 0.00
Total (official planning area) 10,553.00 100.00 10,553.00 100.00
Watershed (including contested areas) 20,741.00 20,741.00
Grand Total 31,294.00 31,294.00 5,506.40 (5,506.39)
86
Source: EnPraxis
Volume 1
3.4.5 CSJDM EXISTING LAND USE AND PROPOSED ZONING MAPS

Map 3.1 shows CSJDM‘s Existing Land Use Map, while Map 3.2 presents the Proposed Zoning
Map. In direct support of which, the Proposed Land Use Accounting for CSJDM was already
earlier discussed, and presented in Table 3.9.
Meanwhile, Maps 3.3 to 3.11 are glimpses of supporting zone overlay maps to augment the
Proposed Zoning Map. These additional Maps, among others shows visuals or locations of the
City‘s protected areas, drainage, flood hazards, fault lines, landslide hazards, evacuation
centers, and materials recovery facilities.
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Map 3.1. Existing Land Use Map, CSJDM

Source: EnPraxis
* Map 3.1 is also provided in A3 Print Compilation of this Book; and also with an A0-scaled Print.
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Map 3.2. Proposed Zoning Map, CSJDM

Source: EnPraxis
* Map 3.2 is also provided in A3 Print Compilation of this Book; and also with an A0-scaled Print.
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Map 3.3. Utilities Zone Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.4. Water Zone Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.5. Protected Areas Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.6. Drainage Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.7. Flood Hazard Zone Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.8. Fault Line Zone Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.9. Landslide Hazard Zone Overlay Map, CSJDM

Source: EnPraxis
*
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Map 3.10. Evacuation Centers Location Map, CSJDM

Source: EnPraxis
*
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Map 3.11. Materials Recovery Facilities (MRFs) Location Map, CSJDM

Source: EnPraxis
*
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3.6.6 Innovative Street Design

(Urban Design Towards Vibrant Neighborhoods and Sustainable Livelihood)
The transition of CSJDM from a ―Resettlement City‖ to a ―People-centered City‖ will require
―re-imaging‖ of the City through Urban and Landscape Design.
Figure below provides a preview of proposed road linkages in CSJDM.
Figure 3.26. Road Linkages, CSJDM

Source: EnPraxis
Priority will be given to people, recognizing first and foremost that streets are public spaces.
Driveways and parking for public and private vehicles shall be maintained within property
limits. This will not only avoid build-up of traffic when unloading or loading passengers, but will
also promote more vibrant streets characterized by community activity, where alternative
forms of transportation such as biking and walking are highly encouraged and provided
sufficient space. Some conceptual diagrams of proposed street design for CSJDM are provided in
Appendix J.
Communities will also be encouraged to engage in edible landscaping. By combining urban

farming and street revitalization, the City‘s image would improve, and residents would be
motivated to pursue and maintain local economic and culture-based activities. Some
conceptual area designs for CSJDM are provided in Appendix K (e.g. horticulture vocational
school; household involvement: street market; intersection area: seating and play; and
multifunctional shared space).
Meanwhile, traditional housing, mainly providing limited space with a roof, has been proven to
be unsustainable as it does not fully respond to the specific needs of communities such as
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livelihood and access to basic services. The City, as a resettlement site, should rethink its
current housing approach in collaboration with beneficiaries and key shelter agencies to
revitalize current and future housing projects. An alternative approach is integrating livelihood
into the ‗phasing‘ of the development of housing and community as provided in Appendix L.
Moreover, some alternatives for consideration for current and future housing projects for
CSJDM are depicted in Appendix M.
3.6.7 CSJDM Land Use Policy Directions

The details of land use policy directions for CSJDM, which includes more specific land use policy
areas, location, and the proposed interventions (programs/projects and policy/legislation) are
provided in Table 3.10.
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Table 3.10. CSJDM Land Use Policy Directions
Volume 1
PROPOSED INTERVENTIONS
LAND USE POLICY AREA LOCATION
PROGRAMS/PROJECTS POLICY/LEGISLATION
Protected Areas
Parks
a. City Park • Landscaping and rehabilitation of City • Policy promoting park upgrading and
Park. maintenance.
b. Barangay Parks and Playgrounds Citywide • City Open Space Planning and • Comprehensive inventory of existing and
Development Program potential open spaces covering public and

private land should be prepared.
• Planning parameters to develop an open space
system with emphasis on linkage and continuity
should be identified.
• Consolidate all enactments, policy statements,
plans and programs that are directly relevant
to open space development to serve as basis for
future planning and administrative action.
• Prepare IEC campaign to educate residents to
serve as guardians to protect, conserve, and
promote the conservation and development of
public open spaces.
• Integrate into the local building code
innovative approaches so that building
developments become essential components of
the City’s open space system.
Forest Reserve
Forest Reserve Barangay San • Eco-Park Master Development Plan Project • Activities leading to deforestation must be
Isidro stopped and penalized.
• Future construction activities should be
stopped pending the approval of a site plan for
an eco-park.
• Existing roads should be improved.
• Landscaping to improve visual amenity should
be a priority measure.
• Improve security in the area.
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• Organize key events to attract tourists and

visitors especially at Kaytitinga Falls.
• Resolve property boundary disputes that result
to conflict in the management of forest
reserve.
River and Creek-side Easements
• City Open Space Planning and • Enforce the implementation of Article 51 of the
Development Program Water Code to recover legal easement.

• River and creek-side development • Reclaim riverbanks and creeks that have been
programs destroyed or built upon/encroached.
• Prohibit the construction of permanent
structures along the riverbanks and creeks.
• Redevelop portions of the riverbanks and
creeks into public open spaces such as linear
parks.
• Protect the riverbanks and creeks through tree
planting and riverside vegetative protection.
• All future road constructions should be at the
side of the river and not on the river.
• In line with the City’s open space program,
emphasis must be placed on preserving visual
corridors.
Three-meter legal easement • River Easement Recovery Program with • In line with the City’s open space program,
less than 5.0 meter-wide = 1.0 meter there must be strict enforcement of the Water
Code.
• Riverside rehabilitation and development must
be in line with the City’s open space program
to develop visual corridors, urban forests, and
linear parks.
Environmental Constrained Areas
a. Flood-prone Areas • Identify and recover natural waterways. • Increase penalties of illegal construction.
• Desilting and dredging of natural • Demolition of exiting illegal structures.
waterways.
• Increase penalties of dumping of wastes into
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• Upgrading of existing drainage system. rivers.

• Improve coordination between national and
local agencies in the maintenance of existing
drainage system.
b. Protected Croplands (ricelands Citywide • Conduct soil suitability analysis. • No conversion policy on protected croplands.
and croplands) • Technical assistance for the Office of the • Zoning Ordinance
City Agriculturist on conversion to high

value crops (cut flower, vegetables, fruit
trees).
c. Other Easements (National Road • Enforce 20-meter setback from the edge of the
easement) ROW (PD 705: Forestry Code).
Heritage and Historic Preservation
• Official listing and adaptation. • Allow adaptive re-use
• Rehabilitation and restoration. • Prevent squatting
• Control architectural design
• Formulate development guidelines and refer to
the Commission of Heritage and Historic
Preservation.
Production Areas
Commercial
• Relocation of informal setters that are • Formulate policy/development guidelines on
within danger areas and private lands. PUDs.
• Infill development of urban sites based on • Traffic management schemes
highest and best use. • Review applicable provisions of the National
• Upgrading of parks and open spaces. Building Code and enact a supplemental code
compliant with local conditions.
• Building height limitations will be based on
geotechnical studies, local capability, threshold
capacity of utilities, traffic generation
potential, among others.
Industrial
a. Non-pollutive, non- hazardous, • Social and environmental vulnerability • Environment and sanitation policies and
and non-pollutive and hazardous (I-1) assessment project. enabling ordinances.
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b. Pollutive, non-hazardous and • Environment and sanitation policies and

pollutive hazardous (I-2) enabling ordinances.
c. Agri-industrial • Master Development Plan • Implementation of Master Development Plan.
d. Production Forests
e. Prime Agricultural Lands ARCs, Brgys. • Delineate and classify high value • Local conversion policy
Dulong Bayan, commodity crop development program. • Special levy on idle lands
Paradise, San • IEC program and land banking program. • Enabling ordinances such as supportive
Roque, and resolutions and public-private partnership.

Kaybanban
Tourism
Eco-tourism Kaytitinga Falls, • Tourism Promotion Program • Tourism development guidelines
Brgy. San Isidro • Mapping, documentation and promotion. • Refer to policies on protected areas.
• Development of eco-tourism facilities. • Eco-tourism development guidelines
• Tourism Master Development Plan • Public-private partnership initiatives
• Support facilities
Settlements
• Adopt traditional zoning classification for
residential areas, i.e. R-1, R-2 and R-3, and
performance-based zoning.
a. Private Subdivisions All barangays • IEC program to inform lot buyers of their • Development guidelines indicating minimum
with subdivisions entitlements. requirements for all types of land subdivision
• Review of processing of requirements for and development, e.g. ROW, set backs, lot
land subdivision with the Bureau of Lands. sizes, utilities systems, open space
requirement.
• Strict enforcement of PD 957.
b. Self-built All barangays • Formulate supplemental code to contain
requirements on setbacks, firewalls, open
space, building heights, building bulk, etc.
c. Public Housing (Socialized • City Shelter and Resettlement Program • Formulate guidelines on the City Shelter and
Housing) • Include land use/site development plan Resettlement Program to include permitted
with public facilities, employment areas. uses, conditioned uses, open space, firewalls,
setbacks, fencing, building height, safety
requirements, access, building bulk, preferred
architectural style, drainage and sanitation,
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parking, etc.
• Detailed feasibility studies of all types of • Strict enforcement of BP 220.
housing.
Government Housing (for LGU staff) Areas accessible • Survey of available housing site and • Formulate guidelines for government housing to
to government facilities. cover minimum requirements on room size and
offices maximum number of occupants, lighting and
ventilation, fire exits and fire safety

equipment, parking and open space, gender-

sensitive facilities, etc.
Infrastructure
Economic Infrastructure
Central Transportation Terminal Muzon • Site selection study • Refer to planning standards and guidelines for
• Site development plan for the chosen site the design and implementation.
• Project feasibility study
Social Infrastructure
a. Public Schools • Identify possible sites for both public and • Land acquisition preferably of adjacent lots for
1. Pre-schools private secondary schools. the expansion of existing elementary schools in
2. Elementary Schools • Coordination between the LGU and DepEd preparation for the integration of pre-schools
3. Secondary Schools in the rehabilitation, upgrading and into the formal educational system and to
maintenance of existing school buildings. accommodate increase in pupil population.
• Formulate development guidelines (refer to
NBC) for school building construction such as:
o Located away from major roads.
o Site should be flood-free (e.g. elevated and
provided with efficient drainage system).
• Encouragement of vertical developments.
b. Private Schools • Conduct regular inspection of facilities. • Promotion of growth centers as sites for
expansion of existing and new private schools.
• Supplemental code to the NBC containing
campus planning and design standards.
c. Non-Formal Education All barangays • Provide IEC program for community • SP resolution requesting for the establishment
1. Technical / Vocational enterprise trainings. of a proposed secondary trade school with the
Secondary Schools objective to prepare the graduates to engage in
2. Non-Formal Education (for OSY income-generating activities and community
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and unemployed adults) enterprises.

• Budget allocation for such facilities.
d. Health Centers • City Health Office decentralization and • Ensure access by local residents to health care
development. and medical services.
e. Day Care Centers All barangays • Identify sites for a day care center. • Land acquisition or rent a private building.
• Encourage private sector and other public

offices to put up child-minding facilities.

f. Public Libraries and Archives New Government • Site selection and construction of a Main • Budget allocation by SP
Center City Library.
• Develop archiving systems and facilities.
• Diversification of services in electronic
storage and retrieval and multi-media
services.
g. City Museum New Government • City Memorabilia and Museum • Budget allocation by SP
Center Development Program consisting of • Creation of position for a museum curator.
Library-Museum Complex, capability-
building, and acquisition of museum
pieces.
h. Sports and Recreational Facilities Sapang Palay • Encourage, promote and provide spaces • Allow use of sports facilities within public
for outdoor sports such as football. schools outside of school hours, i.e. weekends.
i. Private Recreational Facilities such As per Zoning • Regular inspection for compliance with • Increase sanctions and penalties for violations.
as: theme parks, bowling alleys, Ordinance fire safety standards.
billiard halls, music lounges,
discos/bars, and computer gaming
centers
j. Public Assembly Areas • Improve existing facilities (i.e. fountain, • Budget allocation by SP
children’s playground, movable planters,
and parking slots).
• Provide covered area for large events.
• Maintain greenery and landscaping.
k. Public Cemeteries As per Zoning • Development of ‘vertical’ and park-like • Promotion of condominium type grave sites and
Ordinance cemeteries. cremation facilities.
development guidelines for
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cemeteries and memorial parks.

l. Memorial Services As per Zoning • Relocation of memorial park services away • Regulation of Memorial Parks (refer to HLURB
Ordinance from residential and commercial areas, and NBC).
and maintain sales activities only.
Administrative Infrastructure
a. New City Government Center Brgy. Dulong • Operationalization of the New • Centralization of City Government functions.
Bayan Government Center Building

b. Barangay Halls Verify complete • Prepare standard design requirement for a • Make barangay halls multi-purpose/functional.
list of barangays multi-purpose barangay hall integrating • Strict enforcement of proper location of
without a other facilities such as a health center, barangay halls.
barangay hall day care center, social hall, wake chapel,
and cooperative shops.
• Inventory/survey of the existing condition
of barangay halls and other facilities.
• Identification of potential sites for
barangay facilities and possible land
acquisition.
c. Public Order and Safety Offices • Provide one fire station per Growth • Enact an ordinance prohibiting the obstruction
1. Fire Protection Facilities Center. of identified fire truck access lanes.
2. Peace and Order Facilities • Provide fire hydrants (refer to Fire Code • Enact an ordinance requiring environment-
3. Disaster Management System standards) at strategic locations sensitive building designs in flood-prone areas.
4. Traffic Management System throughout the City.
• Provide communication system for
barangay tanods.
• Provide observation towers at strategic
points along waterways.
• Identification and acquisition of fires
truck access lanes to be kept open at all
times.
• Conduct research on environment-
sensitive building design.
• IEC program for evacuation plan.
• Traffic and Transportation Management
Plan
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d. Ecological Waste Management Every barangay • Provide MRF in every barangay or clusters • Enact an ordinance requiring segregation and
System or clusters of of barangays. composting at the household level.
1. Ecological Waste Management barangay and a • Enact an ordinance prohibiting backyard
Center with a sanitary landfill central burning.
2. Material Recovery Facility (MRF) composting area • Enforce IEC campaign to each household and
3. Composting Areas barangay.
• Audit and monitoring of residential and

commercial establishment for compliance to

the triple chamber requirement for individual
septage facilities.
Transport Infrastructure
a. Power Supply and Distribution All barangays • Increase collection efficiency. • LGU and NPC campaign to improve electricity
collection in off-grid areas.
• Explore and improve on alternative sources of
power supply and incentives thru the
Renewable Energy Act (e.g. bio-gas, and solar,
wind).
b. Telecommunication (internet, Growth Centers • Improve and stabilize telecommunication • Regulate location of cellsites for public health
cable television, etc.) signal within the City. and safety (refer to NTC standards).
c. Sewerage System • Inventory of all sewerage and sanitation • Enact a local sanitation ordinance and increase
facilities and check compliance with penalty for violators.
Sanitation Code, Plumbing and Water
Codes.
• Identify and prepare sewerage plan for
priority areas for development.
d. Drainage System and Flood Control
Facilities
e. Water Supply and Distribution All barangays • Study the feasibility of rainwater • Ordinance encouraging rainwater collection.
collection for households and buildings.
f. Subdivision Roads • Subdivision roads must link to collectors and/or
distributors.
• Proponents must secure clearance for any
excavation works from the City Engineer’s
Office.
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• Develop road design standard as basis for

improving existing local roads and to be
enforced in new road construction to include
provision of sidewalks and planting strips,
street lights, waiting sheds, etc.
g. Street Furniture (sidewalks, • Traffic and Transportation Management
planting strips, street lighting,
Plan
pedestrian crossing, side ditch,
waiting sheds, traffic lights,

signages, etc.)
h. Parking facilities • Traffic and Transportation Management • Supplemental code to include standard on
Plan parking provision and other open space
requirements (i.e. green space).
• Offer incentives to private investors
constructing multi-level parking facilities.
• Enforcement of penalties for reckless driving.
i. Bus Terminals • Identify site for multi-modal bus
terminals.
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4
THE COMPREHENSIVE LAND USE
PLAN AND ZONING ORDINANCE
IMPLEMENTATION STRATEGY
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4 CLUP AND ZO IMPLEMENTATION STRATEGY

The City Government, as prime mover of development efforts within its jurisdiction, has in its
mandate a number of authority-levers with which to influence, guide, direct, or control public
and private investments consistent with the preferred urban form and in accordance with the
socially desired pattern and growth direction. Among the most useful of these authority-levers
at the local level are the powers to: 1) regulate development derived from the inherent police
power of the state; 2) spend public funds, and 3) guide private investments. The main
instruments for carrying out the proposed land uses to achieve its vision, goals and objectives
are: 1) zoning ordinance; 2) local development investment program (LDIP) and its annual
component, the AIP; and 3) private investment incentives ordinance.
The structure for planning and project implementation and regulation enforcement of the City
Government should be strengthened to ensure proactive and responsive urban management and
governance. Among the salient changes to be carried out are: 1) upgrading capacity for
continuous planning and programming; 2) enhancing capability in development regulation; 3)
improving capability in program and project management; and 4) enhancing capability in
resource generation.
Likewise, implementation strategies must be in place, enforced and anchored on the following:
1) strengthening of institutional linkages; 2) capitalizing on e-governance; and 3)
institutionalizing an efficient monitoring system.
4.1 The Zoning Ordinance

The zoning ordinance is the principal instrument for enforcing the locational policies and
performance standards of the CLUP. Unless a zoning ordinance based on the CLUP is enacted,
the CLUP remains an indicative plan with only persuasive force and effect which the people
may ignore. However, when the zoning ordinance is enacted, the right of property owners
to develop their property is transferred from the individual to society making every one
who intends to develop his/her land must seek permission or clearance from the local
government.
Section 20 (c) of the Local Government Code directs all local government units to ―…to
continue to prepare their comprehensive land use plans enacted through a zoning ordinance
which shall be the primary and dominant bases for the future use of the land resources…‖
Pursuant to the provisions of the Code, the omnibus zoning ordinance serves as the legal tool to
implement the CLUP and the authority to enact a zoning ordinance is imbedded in the following
powers and functions of the Sangguniang Panlungsod (SP) as stipulated in the Code‘s Section
458 (a) (2), to wit:
xxxxxx
―(vi) Prescribe reasonable limits and restraints on the use of property within the
jurisdiction of the city;
―(vii) Adopt a comprehensive land use plan for the city…
xxxxxx
―(ix) Enact integrated zoning ordinances in consonance with the approved
comprehensive land use plan, subject to existing laws, rules and regulations…‖
This legal mandate is in turn based on the constitutional provision on social justice and human
rights. Article XIII, Section 1 of the 1987 Constitution provides:
―The Congress shall give highest priority to the enactment of measures that protect
and enhance the right of all the people to human dignity, reduce social, economic, and
political inequalities, and remove cultural inequities by equitably diffusing wealth and
political power for the common good. To this end, the State shall regulate the
acquisition, ownership, use and disposition of property and its increments.‖
The rationale why the State regulates the right to use property, among other rights, is
explained in another provision of the Constitution (Art. XII, Section 6), to wit:
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―The use of property bears a social function and all economic agents shall contribute to
the common good. Individuals and private groups, including corporations, cooperatives,
and similar collective organizations, shall have the right to own, establish and operate
economic enterprises, subject to the duty of the State to promote distributive justice
and to intervene when the common good so demands.‖
All of the above citations pertain to the State devolved power to the City Government to
regulate the use of land in private property ownership. There are aspects of land and other
natural resources which are traditionally part of the public domain and are under the
responsibility of the national government that have been shared with the LGUs‘ territorial
jurisdiction.
One of decentralization principles stipulated in Section 3 (i) of the Local Government Code
provides that ―local government units shall share with the national government the
responsibility in the management and maintenance of ecological balance within their territorial
jurisdiction.‖ This then directs the LGUs and the national government to act as co-managers of
the national territory and patrimony. Pursuant to the principle of co-management, the Code
empowers the City Mayor to ―adopt measures to safeguard and ensure land, mineral, marine,
forest, and other resources of the city…‖(Section 445, b, 3, vii). The Code also directs the SP
under Section 458(a)(2)(vi) to:
―Protect the environment and impose appropriate penalties for acts which endanger
the environment, such as dynamite fishing and other forms of destructive fishing,
illegal logging and smuggling of logs, smuggling of natural resources products and
endangered species of flora and fauna, slash and burn farming, and such other
activities which result in pollution, acceleration of eutrophication of rivers and lakes,
or of ecological imbalance.‖
In addition to the legal mandate to use zoning as a regulatory tool to promote social justice and
to safeguard the common good, there are also positive developmental benefits accruing to
society from zoning such as follows:
a. Promotion of the optimum use of land based on suitability, e.g. the continued use of
prime agricultural land for agriculture purposes.
b. Enhancement of public health and safety; ensuring convenience of access; and
protection of the people and the environment by making sure that adjoining land uses
are compatible.
c. Preservation of the desired distinct character and corollary, the real estate values in a
particular district or zone.
d. Fostering an over-all rationality and orderliness in the pattern of growth of the
community consistent with the chosen urban form.
For the purpose of amending or changing the existing zoning ordinance, a new zoning ordinance
has been prepared based on this CLUP for reference by the SP.
4.2 Public Investment Programming

Whereas zoning ensures that projects are located in the right place. Projects subject to zoning
regulation are often emanating from the private sector and are not always of the right type.
Hence, there is a need to supplement zoning with another authority-lever: public investment.
Investment in public infrastructure and facilities is a powerful tool to shape local development
in accordance with the chosen urban form stipulated in the CLUP. When public facilities such as
roads and bridges, schools, public buildings, water supply system, or waste disposal facilities
have been established these have the potential to shape the pattern of land use for decades.
This ability to shape future development is due not only to the fact that once the facilities are
built they are not easy to modify. Public facilities can also shape development since they
strongly influence private investment in the same direction. Public investment therefore is a
double-barreled authority-lever. It improves the quality of public services and at the same time
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it influences corresponding private investment. When both the public and private sectors are
investing in the community the synergistic effect created will redound to higher levels of
social and economic wellbeing of the population.
4.2.1 Principles of Public Investment Programming

The preparation of the medium term and annual public investment program is one of the
functions of the Local Development Council as mandated in the Local Government Code (Sec.
109, a, 2). The public investment programming is an intermediate process that links the
development plan to the city budget. With a functional local development investment program
(LDIP) translated into its annual component, the AIP, local budgets can truly operationalize the
approved local development plan as directed by the Code (Section 305, i).
The projects that will be funded in the annual budget should come mainly from the CLUP and
the medium-term comprehensive development plan (CDP), which are rich sources of programs
and projects. No longer shall the practice of plucking projects from anywhere be sustained. At
any rate, the choice of programs and projects to be included in the 3-year LDIP and the AIP
should be guided by the following principles:
a. Put emphasis on asset-forming expenditures. The broader concept of ―asset‖ includes

both hard and soft projects. Hard projects involve acquisition of land and construction
of physical structures that form part of the community‘s capital build-up. Soft projects,
on the other hand, pertain to direct investment in people, which are the most
important assets of any community. Public investment in skills training, scholarships,
and public health are examples of soft projects that are no less important than
infrastructure projects.
b. Enhance the strategic nature of public investments. Public investment projects must
not only lead to improved public services in general. They must be able to influence or
leverage substantial private investments in order to accelerate and expand the
community‘s capital build-up thereby multiplying the benefits that will accrue to the
inhabitants.
c. Strengthen the spatial basis of the investment program. Projects, especially of the
―hard‖ type should support the realization of the desired spatial strategy in the CLUP.
Henceforth, public investment projects should be chosen according to their potential to
shape the physical development of the city in accordance with the desired urban form.
Priority in programming should likewise follow, to the extent possible, the phasing of
implementation of this CLUP.
d. Limit projects to those ―owned‖ by the city. The projects that will be included in the
LDIP/AIP should only be those owned by the LGU or those for which the city is solely or
principally responsible. Although projects identified and implemented by higher-level
agencies must be taken into consideration at the local level, such projects are already
included in the programs of those higher agencies so it is superfluous to have them
included in the LDIP. The ―local‖ character of the projects need not be confined to
small low-budget ones. Local projects may include large multi-year developments,
given the enabling authority of continuing appropriations as provided for in Sec. 322 of
the Local Government Code. One useful guide in determining local ownership of
programs and projects is the enumeration of basic services devolved to LGUs as
embodied in Section 17 of the Code.
e. Improve local fiscal management. Current investment programming practice has

invariably followed the conservative track of fitting the projects to the funds available.
The implementation of the CLUP and CDP has given rise to the need for more funds
than what are normally available from regular revenue resources. This would require
bold non-conventional approaches to fiscal management, including but not limited to,
raising more revenues by improving collection efficiency in certain items where the city
tends to under-perform, by strict and judicious watch on expenditures, by tapping
hitherto unutilized revenue raising powers such as imposing special levies on real
property, and by exploring the feasibility of applying the various modes of credit
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financing as enumerated in Book II, Title Four, Sections 295-303 of the Local
Government Code.
f. Stress on participatory, consultative process. Notwithstanding the long list of programs

and projects already identified in the CLUP, and despite the highly participatory
process applied in the formulation of the plan itself, there may still be some important
ideas that escaped notice the first time around. Every opportunity should be given to all
sectors and areas of the city constituency to have their ideas heard on all matters that
affect their lives. To this end, the sectoral committees that were created as the
mechanism to build in participation and consultation in the CLUP preparation should be
maintained. As directed by the Local Government Code (Sec. 112) such sectoral
committees are to be the channels for bringing in technical inputs as well as ideas,
feelings and aspirations of the people into the development plan and investment
programs. An executive order or some such formal issuance is needed to regularize the
membership and extend the term of the sectoral committees to cover the entire term
of the incumbent administration. The City Planning and Development Office shall also
assign at least one staff to each of the sectoral committees to properly coordinate their
activities.
4.2.2 Guided Private Investment

Yet another authority-lever available to the City is the mandate to put in place measures to
attract private investments. The rationale for such intervention measures derives from two
realities. First, the magnitude of investible resources in the possession of the private sector is
much greater than that of the public sector especially at the local level. Significant local
development can be achieved better with the private sector investing in the area in multiples
(rather than mere fractions) of the public sector investment.
Secondly, private investments left unguided, may lead to unsatisfactory social outcomes.
Private investors are not known to give prominent consideration for the general welfare as a
factor in their decision-making. State intervention in private investment decisions is therefore
necessary to promote distributive justice, social equity, and the general welfare.
The authority to guide private investments is given to the City Development Council as provided
for in Sec. 109 (a)(4) of the Local Government Code. The Code intends for such guidance to
take the form of incentives to promote the inflow and direction of private investment capital.
The SP is therefore hereby enjoined to implement the Investment Incentives Code drafted by
the City.
4.3 Institutional Preparation of the City Government
4.3.1 Upgrading Capacity for Continuous Planning Programming

The City Government has to conduct an Organizational Assessment and Training Need
Assessment for its personnel, especially to those units, which have direct role in implementing
the CLUP and CDP. Based on the initial organizational assessment of selected offices, the
following considerations/changes in organizational structure are proposed:
4.3.1.1 Strengthening the CPDO

A strengthened CPDO will be more effective and empowered to formulate integrated economic,
social, physical and other development plans and policies for consideration of the City
Development Council; integrate and coordinate all sectoral plans and studies undertaken by
different functional groups or agencies; and monitor and evaluate the implementation of
different development programs, projects and activities in accordance with the approved
development plan. At present, the CPDO is comprised of the planning development officer,
planning assistants, statistician and administrative aide. It is recommended that additional
planning officers be placed in the CPDO to ensure focus on the sectors and other critical
functions.
The CPDO will have to evaluate its personnel to identify who among the existing staff can
match the functions and responsibilities of the position as heads of the proposed divisions. The
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CPDO may also open recruitment to outsiders who are deemed qualified or technically
competent to hold the said positions. It should be noted that the position of the Zoning Officer
is created to differentiate the planning function from regulatory function.
A strengthened organizational structure of the CPDO that is responsive to its mandate as per
Local Government Code is provided in figure below. Among the key features of the reorganized
structure are as follows:
1. The City Planning and Development Coordinator (CPDC) shall require a deputy
coordinator who shall coordinate the activities of the three functional divisions to allow
the CPDC to attend to external matters and inter-departmental linkages.
2. There will be two staff support services: administrative support and public
information. The administrative support staff shall serve as the core staff in providing
secretariat services to the City Development Council, in addition to its support function
to the CPDO. The public information and advocacy service is a new but necessary
function of the CPDO to educate the public on planning issues and concepts and thus
enable them to participate intelligently in efforts to resolve those issues.
3. The functional divisions respond to the mandated functions of the office. The divisions
are further supported by sections or services that reflect the subjects or areas of
responsibility of each functional division.
4. The CPDC may also need a land use information officer to oversee and ensure the
following: availability of updated land use information, access to updated plans and
reports, and the availability of summarized or integrated information based on data
shared with the Offices of the City Treasurer (for tax payment and zoning clearance for
business permit), City Assessor (for property information and land use and zoning map),
City Engineer (for land use and zoning map and zoning clearance and building permit),
City Environment Officer (for the barangay information, zoning and land use maps,
environmental clearance, and watershed areas) and the City Agriculturist (for social
security map and land use zoning map).
5. A GIS specialist may also be hired as well as an electronic data processor and a
monitoring and evaluation officer. It is expected that the CPDC shall be able to
maximize GIS as a tool, not just to automate cartographic processes, but to assess land
suitability and track changes in land use over time to refine plans and map out spatial
strategies as may be necessary for CSJDM.
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Figure 4.1. Proposed Transition Organizational Structure of CPDO, CSJDM
Along with reorganizing the CPDO, the present staff shall be fully utilized by assigning each
person to the function or service that best matches his/her qualifications. They should also be
encouraged and supported to pursue further formal education in planning and related fields.
The ideal structure will be a full-blown office as shown in Figure 4.2.
As per Local Government Code, CPDC shall perform the following functions: (a) Formulate
integrated economic, social, physical, and other development plans and policies; (b) Conduct
continuing studies, research, and training programs; (c) Integrate and coordinate all sectoral
plans and studies; (d) Monitor and evaluate the implementation of the different development
programs, projects, and activities; (e) Prepare comprehensive development plans and other
development planning documents; (f) Analyze the income and expenditure patterns, and
formulate and recommend fiscal plans and policies; (g) promote people participation in
development planning; and (h) exercise supervision and control over the secretariat of the CDC.
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Figure 4.2. Full-Blown Organizational Structure of the Local Planning and Development Office
Source: EnPraxis
In terms of grouping of functions, the functions of the CPDO may be grouped into the following
subjects corresponding to the major subdivisions of the planning process:
Information management. This combines functions b and d. It involves generation,

processing, storage and retrieval of sectoral planning information. Through the conduct
of continuing studies and researches by the sectoral committees the CPDO builds up
new information for planning and programming. In addition, feedback information
collected through monitoring and evaluation of the impacts of program and project
implementation as well as the effects of development regulation constitutes a major
component of the planning database. Under this function falls the task of building up
and maintaining the Local Development Indicators system.
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Comprehensive and multi-sectoral planning. This function puts together functions a, c

and e. It involves preparation, update or revision of the comprehensive land use plan
and the comprehensive development plan.
Investment programming. This involves picking out programs and projects from the
different sectoral plans of the CDP, which are of local ownership and responsibility to
be included in the LDIP and the AIP. This function also involves generating appropriate
measures to attract private investments into the locality (including drafting proposed
resolutions and ordinances when necessary) for the Local Sanggunian to enact.
Public participation promotion. This requires CPDO to possess effective skills in

organizing and coordinating public consultations, seminars, workshops and other modes
of involving the different sectors of society in all stages of the planning process.
Secretariat services to the CDC. This involves keeping minutes and records, setting
agenda and related matters pertaining to the activities of the Local Development
Council.
Except for function e above, the other functions of the CPDO may be covered by the
functions of the Sectoral Committees within the CDC. Thus there is a need to align
these with internal organizational set-up. In terms of staff capabilities, two generic
abilities must be developed by the CPDO staff: 1) familiarity with all aspects and stages
of the planning process; and 2) ability to coordinate activities of the different sectoral
committees and integrate their outputs.
CSJDM may have constraints in terms of funding for additional human resource as well as for
training and capability building; hence it can be done gradually, making use of such stop-gap
measures as matrix organization, inter-office secondment of personnel, and the like. It must be
understood that the functions listed above are the minimum (E.M. Serote, CLUP Guidebook).
4.3.1.2 Strengthening the Urban Development and/or Creation of Housing Board and City
Housing and Homesite Office
Given the need for every city to give priority to strategically planning settlements and other
physical development as well as utilizing its lands in a sustainable manner, the Local Housing
Board (LHB) must be created as the policy making body on shelter development matters.
The creation of any of the organizational structures such as the UDHB is authorized by Section
18 of the Local Government Code of 1991. The City shall have the power and authority to
establish any organization that shall efficiently and effectively implement its development
plans, programs and projects. More specifically, the Urban Development and Housing Authority
or UDHA has devolved to the LGUs the task of implementing the socialized housing program in
their respective jurisdictions.
In view of these, the UDHB shall assist in the preparation of the Local Shelter Plan;
recommend/identify housing related projects; assist in the review of and provide
recommending approval of subdivision plans; assist LGUs in monitoring compliance to balanced
housing; recommend use/allocation of the Special Housing Fund; and act as One-Stop Shop
Processing Center for Housing Permits.
It shall be composed of the Mayor as Chairman; Vice Mayor as Vice Chairman; a representative
from the local Sanggunian, the City Planning and Development Coordinator or Engineer, the
Assessor and the Treasurer.
CSJDM shall be represented by the CPDC, CSWDO, UPAO, City ENRO, CGOO, Chief of
Police/PNP, Sanggunian, Head of Housing Committee of the SB. The National Government shall
have representatives from key shelter agencies: HUDCC, NHA, HLURB, HDMF and other agencies
such as DILG. The private sector shall comprise of representatives from people‘s organizations,
NGOs, developers, homeowners‘ associations, and neighborhood associations.
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The City shall also be in charge of the (1) implementation of housing related projects; (2)
creation of local housing office/designation of unit/personnel; and (3) review/process and
approve application for housing development. The City has the choice of creating a housing
office, a housing committee or a local housing board. In all three cases, the organization will be
under the supervision of the Local Chief Executive or the Office of the mayor. In line with the
creation of UDHB, an Urban Poor Affairs Officer should be made more functional and responsive
with the appointment of the City Housing and Homesite Officer who shall implement the
policies, plans and programs adopted by the Board.
City Housing and

Homesite Officer
Administrative and Community Affairs

Technical Division
Information Division
Division
Inspection Unit
Compliance Monitoring
Unit
Figure 4.3. Organizational Structure of the City Housing and Homesite Officer
Source: EnPraxis
The table below enumerates the functions of the CHHO Divisions.
Table 4.1. Functions of the CHHO Divisions

Administrative Technical Community Affairs
Administrative Support to Planning: Physical Community organization and
the Office (Personnel, Planning, Physical Surveys community preparation
General Services, Finance, Implementation Census/tagging
Accounting) Feasibility Studies Beneficiary listing
Receiving and releasing Preparation Social preparation
documents Land /Title Research Conduct of consultations
Budgeting/Accounting Liaison with Key Shelter Leadership
Preparation of bid Agencies and Other training/empowerment
documents for project government agencies Accreditation of community
contracts CSW for permits, housing associations, private
Records management compliance with BP 220 CMP originators/developers
Collection of amortization and PD 957
payment Coordination for conduct
Database management of clearing or demolition
Beneficiary profile Preparation of annual
Inventory of lands reports
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4.3.2 Enhancing Capability in Development Regulation
4.3.2.1 Institutionalizing Zoning Administration Office

The bulk of development regulation tasks will be concentrated on the Zoning Administrator
once the Zoning Ordinance is enacted. For effective zoning administration a separate office
shall be created which shall be independent of the CPDO or the City Engineer’s Office
(CEO). It shall likewise have a dedicated staff, which will have to undergo training in zoning
administration. The Zoning Administrator shall be complemented by the Building Official, who
must come from the CEO. Initially, the CPDO may designate a Zoning Officer who will be
provided with technical training and may be designated as a Zoning Administrator at the proper
time when the City is already capable to create the separate Zoning Administration Office.
The organizational structure of the proposed transition office of the Zoning Officer to Zoning
Administrator under CPDO is shown in the full blown organizational structure of the office of
the Zoning Administrator is depicted in Figures 4.4 and 4.5.
Zoning Division
Administrative Support Unit
Appeals and Review

GIS/Cartography and GIS Enforcement Section Section
Section
Inspection Unit
Compliance
Monitoring Unit
Figure 4.4. Transition Office of the Zoning Officer/Administrator

Source: EnPraxis
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Zoning
Administrator
Administrative
Support Unit
GIS/Cartography Appeals and Review

Enforcement Division
Division
Division
GIS Section Inspection Section Appeals Section
Cartography Section Compliance Monitoring Review Section

Section
Figure 4.5. Proposed Full-Blown Organizational Structure of the Office of the Zoning
Administrator
Source: EnPraxis
4.3.2.2 Strengthening the City Environment and Natural Resources Office

Other offices with complementary regulatory functions, which should be created in cities with
special environmental concerns and high urban development requirements are those of the City
Environment and Natural Resources (City ENRO) and the City Architect. The duties and
functions of these offices are detailed in Sections 484 and Sec. 485, respectively of the Local
Government Code. Although these offices are classified as optional in the Code, their functions
are deemed essential to the effective implementation of the CLUP. CSJDM has already created
the Office of the City ENRO and later, it can opt to create the Office of the City Architect given
the extent of design requirements to implement the City Shelter Program sooner or later. The
proposed organizational structure of the City ENRO is shown Figure 4.6.
The organization and staffing of the City ENRO and the proposed City Architect may be done
gradually. It would be a more practical approach to make maximum use of existing personnel
through proper matching of their qualification to their tasks, enhancing their capabilities
through training and further education, and giving additional tasks to those who are
underloaded first before recruiting new personnel. The proposed Office of the City Architect is
shown in Figure 4.7.
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Volume 1
Environmental and Natural

Resources Officer
Administrative
Support Unit
Natural Sustainable Environmental Capability

Resources & Resource Quality Building &
Protected Areas Utilization Protection Advocacy
Management Division Division Division
Division
Technology Solid Waste Education and

Protected Areas Assessment Management Training
Management Section Section
Section
Section
Environmental
Non-Protected Permitting Air and Water Advocacy
Areas and Licensing Quality
Section
Management Section Management
Section Section
Publications
Environmental and Data Base
Laws and Environmental Section
Compliance Laboratory
Monitoring Services
Section Section
Figure 4.6. Proposed Organizational Structure of the Office of the Environmental and
Natural Resources Officer, CSJDM
Source: EnPraxis
City Architect
Drafting Administrative
Support Support
Urban Landscape Urban Renewal & Architectural Plans

Planning and Design Redevelopment Review & Standards
Division Planning Division Enforcement Division
Figure 4.7. Proposed Office of the City Architect, CSJDM

Source: EnPraxis
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4.3.2.2 Creating Task force Clearing

There is a need to create Task Force Clearing under the Office of the Mayor, which will work in
coordination with the Office of the Building Official and Zoning Officer/Administrator in
enforcing demolition of structures in danger areas, environmentally critical and hazard-prone
areas.
4.3.3 Improving Capability in Program and Project Management

The CPDO shall be freed from involvement in project implementation to concentrate on
performing its various planning and programming tasks. Program or project management and
implementation should be the concern of the other offices such as the City Engineers Office for
infrastructure project implementation, City Housing and Homesite Office for the Shelter
Program implementation and groundwork and detailed preparation for the housing projects,
etc. Hence, a training program should be designed for the concerned department heads and
personnel on all aspects of project development and management. This training will prepare
them to manage projects to be implemented by administration. In case some projects will be
contracted out, the same officials and personnel should be equally conversant on the
mechanics of contract management.
4.3.4 Enhancing Capability in Resource Generation

The City Finance Committee (CFC) is, or ought to be the principal resource generation body in
the LGU. One of the functions of the CFC is to ―recommend appropriate tax and other revenue
measures or borrowings which may be appropriate to support the budget‖ (Sec. 316, b, RA
7160). It is doubtful whether LFCs are really effectively performing this function. The core
members of the CFC are generally conservative financial managers whose present skill and
inclination may not prove adequate for the requirements of more intensive public investments
programming to implement the CLUP. It is recommended that the CFC be expanded to include
other officials who have finance related functions like the City Assessor and the City
Accountant. Also, there may be a need to invite private sector representatives especially from
the investment finance sub-sector to infuse innovative ideas into the CFC. A training program or
city sharing schemes on non-conventional resource generation practices could be conducted in
partnership with the League of Cities and other private organizations.
4.3.5 Other Recommendation to Improve the City Organization

In line with the institutional goal to improve service delivery and ensure effectiveness in urban
management and governance, the City Government will also need to undertake the following:
Conduct regular performance assessment of the City Organization including the offices,
divisions, sections and operations in consultation;
Revitalize Tourism Development Council and strengthen its tie-up with the private
sector and communities in tourism enhancement;
Establish Tourism Information and Promotion Center (TIPAC); and
Provide training to staff on land and water use issues including enforcement of local
ordinances.
4.4 Social Preparation of the City Population

Although the City Government is the prime mover of events and activities in the City, it can
only go so far unless the city constituency is supportive of the initiatives of the local
government. A vital factor in rallying the support of the people for the programs and projects
proposed in this CLUP is having a well-informed constituency. To this end, the City
Government should invest in a comprehensive information, education and communication (IEC)
program such as coming out with a popular edition of the CLUP, probably in the local dialect;
producing attractive easy-to-read pullout supplements; and printing the land use map in
calendar form to be distributed to every household and establishment in the City. The
possibilities for creative IEC approaches and effective Communication Plan are vast and
endless.
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4.5 Implementation Strategies
4.5.1 Strengthening of Involvement of the Civil Society and Institutional Linkages

The civil society consisting of the NGOs, POs, and other private sector organizations are
recognized as active partners of the City Government of San Jose Del Monte in the pursuit of
local autonomy, effective urban management and good governance. The involvement of
voluntary groups or civil society organizations is likewise promoted in the preparation,
implementation, monitoring and evaluation of the different sectoral programs, projects and
activities as a vital component of the CLUP and CDP. A strengthened LGU-NGO/PO linkage
would help the City Government to effectively and efficiently deliver services, develop
programs and projects, improve local productivity and income, spur urban development,
advocate ecological balance, and enhance the social and economic-well-being of CSJDM‘s
constituency. Strengthening of this institutional linkage and involvement of civil society
organizations will be pursued by:
Initiating and encouraging the people to organize and actively participate in the venues
for local planning, program and project implementation, monitoring and evaluation;
and
Providing opportunities, setting and events such as summit, consultative workshops,
fora and dialogues to raise, discuss and address local issues and challenges.
4.5.2 Capitalizing on E-governance

E-governance facilitates generation, analysis and access to basic data and information needed
in preparing plans, formulating strategies and decision making.
The City Government will have to invest on:
Use of integrated GIS and database in planning, digitized mapping for land assessment
and RPT collection, business permitting, law enforcement, emergency response and
decision making;
Data Control System to regulate availability of data and accessibility to change data
which may breed corruption by changing the information basis for tax purposes; and
Creating a Management Information and Monitoring Center to serve as a common
service facility on data management and linkage to encourage investors and also
possible grants from funding institutions.
4.5.3 Institutionalizing an Efficient Monitoring and Evaluation System

An efficient monitoring and evaluation system should be institutionalized in all departments of
the City Government. Progressive and performance monitoring should be a regular component
in the operation of offices which implement programs, projects and activities.
The City Government will institute the following mechanisms:
To integrate, coordinate and link the activities of its different departments or units and
various sectors of the constituency;
To provide up-to-date information on the overall status of its programs, projects and
activities;
To identify problems and issues confronting the PPAs being implemented for remedial
action;
To provide information of lessons learned in project implementation of future similar
PPAs; and
To provide venue for participation of the NGOs and civil society in the PPA monitoring
and evaluation process.
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A3 PRINT
COMPILATION
(contents are Figures and Maps
earlier noted to have prints in A3)
125

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City of San Jose Del Monte

2 BRIEF PROFILE OF THE CITY…………………………………………. 14

3 THE COMPREHENSIVE LAND USE PLAN 52

4 CLUP AND ZO IMPLEMENTATION STRATEGY 110

A3 PRINT COMPILATION 125

Map 2.1. CSJDM Political Map (Boundary Map)………………………..…………………….………. 23

Figure 1.1. Map showing location of CSJDM……………………………………………………………… 2

Figure 3.21. Model of Integrated Community Based Enterprise Partnerships

A&D Alienable and Disposable

HLURB Housing and Land Use Regulatory Board

SHA / SHZ Socialized Housing Area / Socialized Housing Zone

Appendix A. Problem Tree Sectoral Analyses, CSJDM………………………..…………………… 126

Note: Refer to CLUP Appendices: Volume 1 for the Compilation of Appendices.

This CLUP update comes at a critical turning point

1.2 Mandates for Planning

1.2.1 1987 Constitution

Section 447(2)(vii) / Section 458(2)(vii)

Section 447(2)(ix) - Municipality / Section 458(2)(ix) – City

Section 447(a)(2)(vi) / Section 458(a)(2)(vi)

Section 444(b)(3)(vii) / Section 455(b)(3)(vii)

Section 468, 2, Article III, Chapter 3, Book III

Article Six – The Planning and Development Coordinator

1.2.4 Additional Legal Bases

1.2.4.1 Executive Order No. 72

Sections 1(a, c) and 2(a, e, f)

1.2.4.2 Executive Order No. 648

1.3 Plan Integration

1.3.1 Philippine Agenda 21

1.3.2 National Framework for Physical Planning, 2010–2030

1.3.3 National Framework Strategy on Climate Change, 2010-2022

Figure 1.2. Hierarchy and Integration of Plans

1.3.4 NEDA Dream Plan (JICA Dream Plan)

Figure 1.3. Spatial Structure of Metro Manila from Monocentric to Polycentric

Figure 1.4. Spatial Structure of Metro Manila, NEDA Dream Plan

1.3.5 DRR-CCA Enhanced Provincial Physical Framework Plan 2010 – 2030

o Provide reliable transportation connection for Commonwealth and Fairview in

North Luzon Expressway East (NLEE) Alignment. This is a provision of a superior

Furthermore, the Department of Public Works and Highways (DPWH) provides:

East Metro Manila Expressway (EMME): Phase 2. This is a continuation of Southeast

1.4 Planning Principles

In this light, the City adopts the following planning principles:

2 BRIEF PROFILE OF THE CITY

Below is a summary of these key events in the history of the City.

March 2, 1752 Foundation Day of San Jose del Monte, Bulacan

2.2 Demographic Profile

2.2.1 Population Projection

Figure 2.1. Projected Population (2010-2024), CSJDM

2.2.2 Density and Distribution

Figure 2.2. Barangay Density (2010-2024), CSJDM

2.2.3 Labor Force

2.3 Geographic Location

2.3.1 Territorial Jurisdiction

2.3.2 Barangays of CSJDM

Table 2.1. Land Area per Barangay, CSJDM

Barangay Land Area (ha) % Share

Map 2.1. CSJDM Political Map (Boundary Map)

2.4 Physical Features and Environmental Condition

Table 2.2. Slope Classification

2.4.2 Land Cover

Map 2.2. Land Cover (2003), CSJDM

Map 2.3. Land Cover (2010), CSJDM

Area Share to Total