A. Title: Muntinlupa Local planning : An assessment of aspects that keeps the city safe.

B. Project Statement:

This case study, was conducted as an assessment to The City Planning and Development Office
is envisioned as the curator of accurate, up-to-date, and comprehensive data for full
development planning and strategic decision-making. To provide high-quality, comprehensive
statistics to aid in development planning and budgeting. To deliver accurate and up-to-date data
to all Muntinlupa City Government agencies, as well as other data consumers, in order to enable
comprehensive planning and dynamic decision-making. Encourage stakeholders to actively
participate in identifying development programs and projects, as well as strategic resource
allocation.
C. Rationale/Background of the study
Natural catastrophe vulnerabilities have long been a part of Filipino history, influencing society,
culture, and the physical environment. Typhoon Haiyan (Yolanda), the strongest tropical storm
to make landfall in the Philippines, killed thousands of people, displaced millions, and wreaked
havoc, highlighting the region’s urgent need for environmental and social resilience planning. A
combination of population growth and fast rural-to-urban migration is exacerbating
environmental changes and increasing the frequency and severity of natural disasters in the
region.

D. Key Findings

This case study was conducted in accordance to the assessment of the local plan and it’s division
part. This city was chosen because parts of this city we’re prone in flood and other calamities,
this Implements disaster preparedness, response, and recovery programs and activities, as well
as serving as the city's overall disaster management coordinator. The LDCC also acts as a policy-
making body for disaster management and is in charge of maximizing the city's resource
allocation to support the Disaster Coordinating Council at the lower level. The goal of the
disaster risk reduction strategy is to prevent new disasters, reduce existing catastrophe risks,
and manage residual risk, all of which contribute to building resilience and, as a result, to
achieving sustainable development. The Muntinlupa City Disaster Risk Reduction and
Management Office (MDRRMO) was established in the fourth quarter of 2013, using funds given
by City Ordinance No. 13-077, which was enacted in accordance with Republic Act 10121.

The Muntinlupa City Disaster Risk Reduction and Management Office (MDRRMO), which is part
of the Muntinlupa City Disaster Risk Reduction and Management Council (MCDRRMO), is
constantly thinking about the potential hazards and risks that any natural or man-made disaster
could bring. They are the one who implemented and made the local plan to secure the
community against the calamities. Last July 30, members of the Muntinlupa City Local
Catastrophe Risk Reduction Management Council met at the Bellevue Hotel in Alabang to
discuss disaster resilience measures in the city. The meeting for the evaluation and updating of
the local DRRM Plan was presided over by Mayor Jaime Fresnedi. The local executive ordered
that DRR activities and climate change adaptation be integrated into LGU programs and services.
 Former Congressman Rodolfo Biazon and DILG Muntinlupa Director Silvestre Barrameda Jr.
Were also in attendance.

E. DISCUSSION

All economic and social development initiatives in the city will be directed by the
City Planning and Development Office (CPDO). The CPDO, based on the 1991 Local Government
Code, serves as the City Government’s highest socio-economic development planning and
policy-coordination body. Its major functions include: Planning for a Comprehensive City
Development Plan. Plans and policies for the city’s integrated socioeconomic, physical (land
use), and other growth; All sectoral plans and studies carried out by the city’s many
departments/offices, as well as other national agencies or function groups, are integrated and
coordinated. Prepares comprehensive plans and other development planning documents for the
local development council’s consideration; and keeps a complete data bank on the city’s
socioeconomic position. The Comprehensive Development Plan and the Annual Investment
Program for the City are being developed. Aids implementing agencies, city departments, and
barangays in identifying priority projects for implementation in line with the City Development
Plan. Evaluation and Prioritization of Programs and Projects for Socioeconomic Development For
the consideration of the City Development Council, evaluates, examines, and prioritizes
proposed city programs and initiatives.Plan implementation is being monitored and evaluated.
In accordance with the approved City Development Plan, monitors and assesses the
implementation of the city’s different development programs, projects, and activities. Conducts
ongoing research, studies, and training to evolve plans and programs for execution; and offers
technical assistance to barangays in plan formation, investment programming, and securing
special development funding. Local Finance Committee and Secretariat Based on the authorized
local development plan, recommends to the Local Chief Executive the yearly expenditure level
and spending ceilings for economic, social, and general services, as well as revenue-generating
strategies. The City Development Council’s Secretariat is a group of people who work to help the
city develop. Provides technical help to barangays in project development and local planning, as
well as supervises and controls the City Development Council’s secretariat. Participation of
people in development planning is encouraged. As part of participatory development planning,
he holds public consultations. Acts as a member of several committees as directed by the Local
Chief Executive.

The City Planning and Development Office (CPDO) is organized into four technical departments in order
to carry out its functions and mandates:

 RESEARCH DIVISION AND PLANNING

Conducts extensive analyses and studies on City Development Policies; and Provides
technical help to barangays in designing and developing programs and projects.
  DIVISION OF MONITORING AND APPRAISE

In accordance with the authorized City Development Plan, monitor and assess the
implementation of the city’s various development programs, projects, and activities.

Analyze and recommend fiscal plans and strategies to the city’s finance committee based on
income and expenditure patterns.

 THE DIVISION OF LAND MANAGEMENT

Updates the Land Use Plan and initiatives connected to the city’s development; combines
spatial data with socio-economic statistics for better planning and decision-making.

Produces hazard and risk maps for ecological profiles, zoning, and land-use planning as a
back-up for other divisions.

 DIVISION OF MANAGEMENT

Provides personnel and staff development, records administration, supply and equipment,
budgeting and accounting, security, and general utility of the CPDO support services.,
security, and general usefulness of CPDO support services.