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TABLE OF CONTENTS

CONTENTS PAGE NO.

I. Pililla’s Vision Statement and Its Impacts …………………………. 3

Vision
Implications of the Vision Statement

II. Land Use Planning Framework …………………………………. 5

National Framework for Physical Planning 2001-2030
CALABARZON Regional Development Plan 2004-2030
Laguna de Bay Basin Master Plan: 2016 and Beyond
Major Regional Development Strategies Impacting Rizal
Rizal Provincial Development Plan

III. The Proposed Pililla Spatial Strategy ……………………….................. 10

IV. The Pililla Master Plan 2017-2026 …………………………………. 36

V. Anchor Development Programs …………………………………. 50

VI. Proposed New Development Projects and Programs …………………. 53

VII. Solid Waste Management Plan …………………………………. 65

VIII. Municipal Shelter Development Plan ………………………………. 88

IX. Disaster Risk Management Plan …………………………………. 104

X. Local Climate Change Action Plan …………………………………. 128

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 A PLAN FOR A BETTER PILILLA

I. PILILLA’S VISION STATEMENT AND ITS IMPACTS

1.1 Vision

“We envision Pililla as the alternative energy capital of the Philippines, with a God-
fearing, peaceful, disaster resilient community, conducive to sustainable development
and efficient management of natural and land resources through active, participative,
responsive and committed leadership.”

1.2 Implications of the Vision Statement

Pililla’s vision establishes the overall basis for planning and charting its development
directions. The vision can be broken down into the following basic elements as follows:

a. To be the alternative energy capital of the Philippines - from being known as

the host municipality of the Malaya Thermal Power Plant, the back-up alternative
power source for the national grid in cases of power supply shortage or instability, to
the current and more
popular identification as
the site of the near Metro
Manila clean energy Wind
Farm Project, Pililla is
now gearing itself to be the
center of Renewable
Energy development for
the country. Interest has
already grown among
solar, hydro, biomass and
other renewable energy
players, both local and
international, in putting up Pililla Wind Farm
their plants in Pililla, because of its innate advantages as well as the positive image of
the Local Government as a power generation plant host and development partner.

Pililla is firm in its belief and its stance, that it has what it takes to lead in the
Renewable/ Alternative energy sector in the province of Rizal as well as across the
Philippines.

b. A God-fearing, peaceful,
disaster-resilient community - the
Local Government of Pililla has strong
faith in the values and character of its
people, anchored on true Godliness,
firm moral fiber and genuine goodwill
towards others. It believes that its

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people and community are its best asset in its march towards progress and in facing
the challenges posed by present-day threats, risks and adversities, both natural and
man-made. It is this characteristic of humble virtuousness and resilience of the people
of Pililla that shall lead it to reach greater heights in attaining sustainable development
and growth.

c. Conducive to sustainable
development and efficient
management of natural resources -
the Local Government of Pililla aims
to foster an atmosphere of just,
balanced and equitable growth for
its constituents through the proper
utilization of its God-given
resources. The preservation and non-
abuse of its natural bounties, such as
the serene lake waters, the majestic
mountain ranges and hills, the rich
and sustenance-giving agricultural
plains and much more, is a central
cornerstone of its approach to
pursuing its development agenda.

d. Active, participative, responsive and committed leadership - it is this brand of

new and fresh governance that the current municipal administration, led by the
Honorable Mayor Dan Masinsin, has espoused, that sets it apart from past leaderships.
Genuine partnership with the governed constituents is built by Pililla's new leaders in
performing its mandate and responsibilities. Its leaders are imbued with a passion to
make a difference by continually
enabling and empowering the people
to be part of the process of change
and development. Programs and
projects are conceived and
implemented in consultation with and
in partnership with the public
stakeholders. Thus the real needs on
the ground are truly addressed and
solutions proffered are genuinely
responsive to the people’s demands.
With this new type of leadership
steering the future of Pililla, a better
and brighter decade ahead is at hand,
of which this CLUP 2017 - 2025 shall
be its manuscript.
Mayor Dan Valencia Masinsin

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II. LAND USE PLANNING FRAMEWORK
In crafting this municipal land use strategy, the wisdom and broader context of the national,
regional and provincial plans have been used as guides that form part of a firm foundation.
These higher-level plans as well as other sectoral or special development plans are herein
cited in brief for the value and implications they have provided in the course of this CLUP
formulation effort.

2.1 National Framework for Physical Planning 2001-2030

The National Framework for Physical Planning (NFPP) is a response to the presidential
directive to formulate an integrated national land use policy agenda that would guide the
allocation, utilization, development and management of the country’s physical resources.
The NFPP provides the analytical parameters for the planned allocation, use and
management of the country’s land and
other physical resources. It is intended
to serve as a framework through which
the planning and management of these
resources are guided at the national and
sub-national levels.

In NFPP: 2001-2030, the vision of

national development is anchored on
sustainable development and growth
with social equity. To achieve the
national vision, land use, physical, and
related planning activities shall proceed
within the context of the principles that
support the allocation and use of land and water resources with due regard to their
sustainability.

These 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 People

 Market Orientation

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2.2 CALABARZON Regional Development Plan 2004-2030

The CALABARZON Regional Development Plan

formerly known as Southern Tagalog Physical
Framework Plan or serves as a guide in the
development direction of Region IV-A which
covers Rizal province and the municipality of
Pililla. It was formulated through a
consultation process with development partners
from the regional and local levels and the private
sector, making it a living document of the
vision and aspirations of the region’s stakeholders.

The CALABARZON Regional Development

Plan 2011-2016 is anchored on the long-term
vision that by the first quarter of the new
millennium, the region would:
 Be the leading global economic hub of the
country
 Be a model, livable industrial region, highly
urbanized with well-planned own clusters ideal for sustainable living
 Have a vibrant countryside offering an excellent alternative place to live and work,
and seek recreation
 Have a modern intermodal transportation system and digital infrastructure integrating
the region within, to the country, and to the global community
 Be complemented by high quality social service amenities accessible region-wide
 Have a citizenry whose high creativity and competitive spirit, genuine concern for the
environment and fellowmen, and love of country is inspired by their affinity to the
region’s heroes and unwavering faith in God
It also pinpoints key development opportunities in the areas of a.) Tourism and
Infrastructure; b.) Agribusiness, Manufacturing and Logistics, and c.) Information
Technology, Business Process Outsourcing and Creative Industries.

Its Spatial Development Strategy encompasses:

 Strengthening East-West Connections

 Manila Bay –Pacific Coast Corridor
 Promotion of Mixed-Use and Multi-Use Communities
 Appropriate Land Use Management
 Adoption and Implementation of Good Urban Design Principles
 Laguna De Bay as Manila’s Water Gateway to CALABARZON
 Livable Town and Cities
 Design for Urban Development, Riverfront and Coastline Development and
Mountain Communities

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2.3 Laguna de Bay Basin Master Plan: 2016 and Beyond

Prepared by the Laguna Lake Development

Authority (LLDA), the Laguna de Bay Basin
Master Plan: 2016 and Beyond is geared
towards addressing climate resiliency and
sustainable development. The Laguna de Bay
Updated Master Plan Framework adopts the
Integrated Lake Basin Management (ILBM),
which is a form of integrated water
management focused on centric
water systems.

Among the issues and problems affecting the

Lake, the Master Plan perceives that the
following factors are the most critical and
urgent:

 Pollution and waste primarily from

domestic and agricultural sources
 Multiple and often conflicting water
uses
 Vulnerability of lakeshore settlements
and developments to flood hazards and related health and economic risks and
indecision over settlement
 Poorly regulated developments on the shoreland and critical watersheds
 Fragmented utility infrastructure developments
 Absence of collaboration among authorities
 Limited financing for conservation for regulatory programs/projects
 Need for lake-sensitive economic prospects to expand livelihood opportunities

Based on the complexity of issues across the management continuum in Laguna de Bay
Basin and sectoral concerns, the following are the recommended interventions over the
medium term:

 Intensify waste and pollution control towards adaptive waste management systems
 Rationalize water use zoning to harmonize all uses within the lake
 Promote security of lakeshore communities from flooding and health risks
 Minimize displacement through effective water control programs and appropriate
resettlement plans
 Rationalize watershed- and shoreland-specific policies
 Rationalize ecotourism potential as development driver and promote lake-sensitive
ecotourism development
 Adopt innovative financing schemes beyond regulatory fee collection
 Market-based instruments and PPP schemes

2.4 Major Regional Development Strategies Impacting Rizal

a. Industry
 Strategic positioning of producers and suppliers in the global value chain
 Promote industry clustering and ecozones

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  Strengthen assistance and interventions to MSMEs
b. Agriculture
 Research and promotion
 Research and promotion of climatic adaptation practices and innovations
 Maximize available agricultural lands for agro-forestry and agro-tourism and
production of HVCC and integrated farming system
 Increased agriculture, forestry and fishery-based enterprises

c. Services
 Improve capacities of LGUs, investors, stakeholders and institutions on IT-BPM
 Convergence of Tourism Master Plans in prospective tourism areas
 Aggressive tourism product development, marketing and partnerships with the
private sector

d. Technology and Innovation

 Accelerate technology transfer, commercialization and utilization

2016 Most Competitive Province (Rizal)

 Strengthen open collaboration among actors in the science and technology

innovations (STI) ecosystems
 Enhance creative capacity for technology generation, acquisition and adoption
with global standards

e. Building Resilient and Secure Communities

 Strengthen convergence mechanism for poverty alleviation
 Strict implementation and increase the number of social safeguard programs for
the Elderly, PWD, children, occupational safety and health
 Conduct of land inventory, informal settler families mapping and research on
effectiveness of Local Shelter Plans

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f. Infrastructure Development
 Strengthen interregional connectivity
 Improve access to tourist destinations, transport facilities and remote areas
 Improve mobility and flow of traffic
 Promote renewable and indigenous energy development and utilization

2.5 Rizal Provincial Development Plan

The Provincial Development and Physical Framework Plan (PDPFP) of Rizal is the
primary technical guide to the development of the province. The PDPFP is a 6-year
medium-term development plan and a key link in the network of plans covering the
national, regional, provincial and city/municipal levels.

As discussed in the planning environment, the trends and scenarios in the province are
hinged on population, economic activity and physical resources. They become the basis
for the formulation of strategies, programs, projects and activities

In broad terms, the rapid population growth in the province, brought about by natural
increase and migration has serious implications on the absorptive capacity of the province
especially in the areas of housing, provision of basic services and facilities, provision of
jobs/livelihood sources and access to natural resources of the province. The proximity of
the province to Metro Manila made it a receptacle of its spills. Rapid urbanization has led
to rapid conversion of agricultural lands into subdivision settlement areas. Encroachment
in upland areas and in protection areas has raised danger of soil erosion, landslides and
flooding.

In this time of climate change, characterized by highly unusual meteorological patterns

that raise the likelihood of disastrous events, the PDPFP has become even more important
to reduce overall vulnerability to disaster and it also mainstreamed environmental
protection and conservation, disaster risk reduction and management, sustainable
development, inclusive growth that promote a more proactive and responsive local
development.

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III. THE PROPOSED PILILLA SPATIAL STRATEGY
During the CLUP preparation workshops, key stakeholders identified appropriate spatial
strategies that correspond to their desired goals, objectives, and targets. Spatial strategies
serve as a physical framework in identifying where to locate future development and what
areas to preserve for ecological or environmental reasons. Geographic Information System
(GIS) maps were used for the visual representation of spatial strategy formulation, leading
to a preferred Concept/Structure Plan. This plan reveals the relative direction of future
development, including the location of preferred land and water uses, across the entire
territory of Pililla, Rizal. The process of generating the Concept/Structure Plan is
presented as follows:

LAND SUPPLY–LAND DEMAND BALANCING

Population Projections

Pililia’s population is projected at 68,413 in year 2017 based on its annual population
growth rate of 2.74 percent recorded by the Census of Housing and Population from
1995 to 2015. The twenty-year period was used to compute the growth rate to obtain a
more reliable population trend.

Using this as baseline, the population is estimated to reach 87,258 by the end of the
planning period, which is year 2026. From 2017 to 2026, the town’s residents would
increase by 18,845 or an annual average growth of 2,094 persons.

For the purpose of this CLUP which has a 9-year timeframe (2017-2026), the
projected 2026 population will be used for estimating the demand for various future
land uses.

Land Demand Estimation

The standards approach was adopted in estimating future land demand. This approach
is the most firmly established method for setting levels of provision. Using the Food
and Agriculture Organization (FAO) standards, a fixed level of provision associated
with a given population base is used to estimate future demand for land. The standards
for estimating demand for key land use categories are presented in the table below:

FAO Standards for Different Land Uses

FAO Standards
Land Use Category (hectare per 1,000 population)
Low (Ha.) High (Ha.)
Residential* 4.00 6.00
Industrial* 0.40 1.50
Commercial* 0.20 0.50
Institutional/Admin* 0.20 0.50
Educational 0.30 0.60
Health 0.10 0.20
Open Space 0.50 3.00
Total 5.70 12.30

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 Based on the increase in population of 18,845 by year 2026, the estimated total area
required to meet the demand for various land uses is 107.42 hectares (low estimate)
and 231.8 hectares (high estimate). The total demand for residential land use in
hectares is 75.38 (low) and 113.1 (high), followed by Industrial (7.54-low; 28.27-
high), commercial (3.77-low, 9.42-high), institutional (3.77-low, 9.42-high),
education (5.65-low, 11.31-high), health (1.88-low, 3.77-high), and open space (9.42-
low, 56.54-high). The breakdown per land use category is presented in the table
below.

Estimated Land Demand for Various Urban Land Uses by 2026 for Pililia, Rizal
Estimated Total Estimated Total
Low High
Land Area Land Area
Land Use Category Projection Projection
Requirement Requirement
(Ha.) (Ha.)
(Ha.) (Ha.)
Residential 4.0 75.38 6.0 113.1
Industrial 0.4 7.54 1.5 28.27
Commercial 0.2 3.77 0.5 9.42
Institutional/Adm. 0.2 3.77 0.5 9.42
Education 0.3 5.65 0.6 11.31
Health 0.1 1.88 0.2 3.77
Open Space 0.5 9.42 3.0 56.54
Total 5.7 107.42 12.3 231.8

Aside from the standards approach, the urban land density method was also used to
project the future demand for land. This was done by dividing the base population
(year 2016) by total the urban land utilized (built-up areas) on that same year. Based
on recent map information, 1,858.16 hectares of land were developed for various
urban uses (residential, commercial, institutional, open spaces, road and utilities) in
Pililia as of year 2016. This results to a man/land ratio of 1:35.84 hectares. If this
trend will continue up to year 2026, a total of 2,501.66 hectares of urban land will be
needed to meet the future demand, or an additional of 643.50 hectares.

In assessing the supply of buildable land, the land cover data drawn from recent
satellite maps, GIS maps from the LGU, and actual land use survey conducted by the
planning team were used to reflect present conditions.

Land Use Accounting, Pililia, Rizal, 2016

Total Land Area (in Has) 8,218.00
Less: Urban Use
Residential 631.79
Commercial 237.79
Institutional 14.72
Open Spaces 3.74
Road Infrastructure and other Utilities 52.34
Agricultural Use 553.87
Agro-Industrial Use 1,020.19
Industrial Use 73.0
Production Forest 4,547.78

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 Ecological Preservation Area 122.06
Aquaculture Use 22.53
Tourism 21.01
Special Development Zone 22.81
Other Uses
- Cemetery 2.71
- Buffer Zone / Easements 95.96
Rivers and Waterways 128.95
Total Unbuildable Land 7,551.25
Total Land Area for Expansion (Ha.) 666.75

Pililia’s available area for future expansion of 666.75 hectares can satisfy the high
projection of 231.8 has. by the FAO standards and the Urban Density Method
estimate of 643.5 has. Thus, there is no urgency to explore the supply management
strategies as shown in the table below:

Supply Management Strategies, Pililia, Rizal, 2017-2026

STRATEGY LOCATION
1. Vacant lands to be in-filled Hulo, Bagumbayan and Halayhayin
2. Areas for increased urban density Halayhayin,, Hulo
3. Areas for urban renewal and/or
Takungan, Imatong, Wawa and Bagumbayan
redevelopment
4. New land from conversion of fishpond
Halayhayin and Quisao
areas
5. Marginal agricultural lands to be Hulo, Bagumbayan, Halayhayin, Quisao,
converted/re-classified Niogan and Malaya

Suitable areas to meet future land demand for various uses were identified through
digital map overlay analysis where constraints as well as areas of opportunities are
delineated on a map. Opportunity areas are generally hazard-free or, at the very least,
are low to moderate susceptible to various hazards present in the town.

For recreational land use, location and distribution of parks and playgrounds across
the town are important considerations in land use planning. Other considerations
include catchment population, barangays still not yet served by basic services,
physical constraints such as poor road condition; flooding; accessibility; land
availability; and stakeholder aspirations.

MAJOR LAND USE POLICY AREAS OF PILILIA, RIZAL

The HLURB identified four (4) major land use policy areas that need to be considered
when planning for the land use of any planning area, namely: 1) Protection; 2)
Production; 3) Settlement; and 4) Infrastructure development area.

Protection land use areas are composed of bodies of water surrounding and within
the planning area. These are resources that need to be protected, conserved,

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rehabilitated, including areas that require prevention and mitigation of disasters. The
protection area of Pililia is 350.71 hectares or 4.31 % of the total land area.

Production land use areas are composed of agricultural, commercial, industrial, and
institutional, and these areas dictate the town’s economy. The bigger the area, the
better for the economy. These areas focused on economic production from the
extractive to the modern service sector. The total land area for production in the town
is 7,180.45 has or 87.37 % of its total land area. A big portion of this is the Production
Forest (4,547.78 has.) which must also be protected.

Settlement development areas are composed of residential establishments where the

town’s people dwell. The total land area for settlement which is about 631.79 has. or
7.69% of the town’s total land area.

Infrastructure development areas are composed of road and bridges where the
utilities, such as water and electricity, are aligned. These will dictate the accessibility
of basic utilities to different parts of the town. These deal with capital investments
that support spatial integration, production efficiency and social service delivery.
Around 55.05 has. or 0.67% of the town’s total land area is occupied by
infrastructure.

Breakdown of Land Use Policy Area of Pililia, 2017-2026

Land Use Area Area (in Has) % Coverage

350.71 4.31 %
Protection

Production 7,180.45 87.37 %

Settlements 631.79 7.69 %

Infrastructure 55.05 0.67 %

Total Land Area 8,218.0 100.00%

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Flood Susceptibility over Policy Areas Map

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Landslide Susceptibility over Policy Areas Map

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 CLIMATE PROJECTIONS (MEDIUM RANGE), PILILIA, RIZAL

Observed Specific Change

Climate General Changes in Information about Patterns
Baseline Expected and
Variable Climate Variables of Change
(1971-2000) Reference Period
A B C D E
26.3 °C by 2020 and 28.2 °C by 2050 during the - About 1 °C increase in - Slightly more warming in
25.4 °C during the DJF;
DJF; temperature for all MAM season
29.0 °C by 2020 and 31.1 °C by 2050 during the seasons expected in 2020
27.9 °C during the MAM;
MAM; and about 1.9 °C in 2050
Temperature
28.5 °C by 2020 and 30.3 °C by 2050 during the
27.6 °C during the JJA;
JJA;
27.8 °C by 2020 and 29.7 °C by 2050 during the
26.8 °C during the SON
SON
- Decreasing rainfall - Reduction in rainfall during
during DJF 2020 and in the summer seasons in 2020
2050 and 2050;
262. 4 during the DJF; 249.3 by 2020 and 237.8 by 2050 during the
- Decreasing rainfall - Increase during Amihan
DJF;
during MAM in 2020 and season, but amount of rain
241.5 during the MAM; 210.8 by 2020 and 171 by 2050 during the
2050 expected to be lesser than the
Rainfall MAM;
- Increasing rainfall Habagat and transition season;
1001.3 during the JJA; 1013.7 by 2020 and 1038.5 by 2050 during the
during JJA 2020 and - Reduction in rainfall during
JJA; 820.9 by 2020 and 820.1 by 2050 during
2050 the MAM 2020 and 2050
821.8 during the SON the SON
- Decreasing rainfall
during SON 2020 and in
2050
- Increasing number of - Significant increase in the
Number of 1,720 days exceeding 35 °C in 2020;
575 days hot days number of hot days in 2020
Hot Days 2768 days exceeding 35 °C in 2050
and 2050
- Decreasing number of - There will be more days
Number of 4520 days with <2.5 mm of rain in 2020;
6893 days dry days in 2020 and a with rainfall
Dry Days 4887 days with <2.5 mm of rain in 2050
slight increase in 2050
Extreme - Heavy daily rainfall - More extreme rainfall
23 extreme rainfall events 54 days with >200 mm of rain in 2020;
Daily Rainfall >200 mm increasing in expected
exceeding 200 mm 57 days with >200 mm of rain in 2050
Events 2020 and in 2050

Source: Climate Change in the Philippines, PAGASA

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SUMMARY OF CLIMATE CHANGE VARIABLES

CLIMATE CHANGE CHANGES IN CLIMATE CHANGE CLIMATE CHANGE

VARIABLES VARIABLES EFFECTS IMPACTS
Temperature Increase Longer period of droughts Decline in crop production

Warmer days and nights Heat-related stresses on health

Seasonal Rainfall Increase Frequent flooding Damage to agricultural crops

Decline in water supply, decline

Decrease Drought in crop production

Climate extremes Increase in extreme Potential changes in frequency Property damage, deaths
one day rainfall and severity of flooding events;
events
Potential changes in frequency in
rain-induced landslide events

Sea level Increase Permanent sea water inundation Loss of low lying/coastal land
of inland areas areas. Damaged property to low-
lying settlements
Stronger storm surge resulting in
coastal flooding
Source: Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risks in the Comprehensive Land Use Plan

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 SUMMARY OF CLIMATE CHANGE EFFECTS AND IMPACTS

Systems Climate General Changes in Climate Climate Change Impacts

Variable Climate Variable Change Effects
Coastal zone Sea level rise Increase  Flooding  Increased erosion or damage to coastal infrastructure, beaches,
and other natural features
 Storm surge  Loss of coastal wetlands and other coastal habitats such as
mangroves
 Coral bleaching
 Pollution
 Increased costs for maintenance and expansion of coastal
erosion/ Flooding control (natural or manmade)
 Saltwater intrusion into coastal aquifers
 Submergence of low-lying lands
 Loss of cultural and historical sites on coastline to sea level rise

Human Temperature Increase  Hotter days More heat-related stress, particularly among the elderly, the poor,
Health and vulnerable population
Rainfall Increase  Flooding Increase in vector-borne diseases
Agriculture: Rainfall Erratic rain patterns -  Drought  Crops submerged in water
crop Too little rainfall -  Flooding  Wilting of planted crops
production Too much rains -  Rain-  Changes in crop yields
Early onset of rainy induced  Diminishing harvest; reduction in farmers’ income
season - Late onset of landslides  Increase risk of pest outbreaks and weeds
rainy season - Too  Damaged road transportation network
little rainfall
Temperature Increase  Drought  Increased demand for irrigation due to longer and warmer
growing season
 Inability to plant especially in times when rains are too little
 Poorer quality of agricultural products (e.g., less grain lling in
rice, smaller coconut fruits)

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 Systems Climate General Changes in Climate Climate Change Impacts
Variable Climate Variable Change Effects
Sea level Increase  Flooding  Intrusion of salt water into rice lands
 Reduced areas for rice production
 Reduction in farmer’s income • Reduced food supply
Fishery Temperature Increase (sea surface)  Less fish catch
production  Reduction in fishermen’s income
Sea level Increase (sea level)  Storm surge  Over owing of fish cages resulting to less fish catch
 Sea level  Reduction in fishermen’s income
rise
Water Rainfall Decrease  Drought  Increased competition for water (irrigation and hydropower)
Resources  Changes in water quality
Extreme More events  Flooding  Changes in water quality
rainfall
Infrastructure: Extreme More events  Flooding  More travel disruptions associated with landslides and flooding
roads and rainfall  Rain-  Damage to flood control facilities
bridges; induced
Flood control landslide
networks
Business Extreme More events  Flooding  Impacts on business infrastructure located in floodplains or
rainfall coastal areas
 Increased insurance premiums due to more extreme weather
Rainfall Increase events
Source: Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risks in the Comprehensive Land Use Plan

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EXPOSURE DATA DEVELOPMENT

The town of Pililia is susceptible to two natural hazards: flood and landslide.

Flood is the “inundation of land areas which are not normally covered by water usually
caused by a temporary rise of the water level of a river, stream, lakes, oceans, reservoirs or
other water bodies”.

While floods are basically hydrological in nature, they are also caused by storm surges, dam
failures or intense and prolonged precipitation associated with tropical cyclones, monsoons,
inter-tropical convergence zones or active low pressure areas. Recent flood occurrences were
attributed to human activities such as unregulated cutting of trees and urbanization which
have changed the hydrological conditions of the area.

On the other hand, landslide is a “downward movement of slope materials either slowly or
quickly, which can be a rock fall, topple and slide or lateral spreading. Mountainous areas,
cliffs, steep river banks and other steep slopes are prone to landslides.” Landslide may be
caused by an earthquake or rain-induced.

FLOOD SUSCEPTIBILITY

Analysis of the latest flood hazard map revealed that 18.63% of the total area of Pilila,
occurring in all nine barangays, is affected by flood. In terms of the probability of flood
occurrence, 867.44 has. are considered high, 398.02 has. are moderate, and 445.45 has. are
low. Barangay Halayhayin have the largest area with high susceptibility to flood with 265.25
has., followed by Brgy. Bagumbayan with 164.06 has. and Brgy. Hulo with 80.57 has.

FLOOD SUSCEPTIBILITY
AREA SUSCEPTIBLE AREA
BARANGAY SUSCEPTIBILITY
(HECTARES) (HECTARES)
High 164.06
Bagumbayan 1,367.18 Medium 82.03
Low 41.02
High 265.25
Halayhayin 2,652.50 Medium 164.46
Low 236.07
High 80.57
Hulo 1,007.17 Medium 50.36
Low 20.14
High 3.21
Imatong 3.36 Medium 0.15
Low 0.00
High 58.17
Malaya 1,163.46 Medium 34.90
Low 11.63
High 19.45
Niogan 486.22 Medium 4.86
Low 14.59

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 High 75.54
Quisao 1,510.76 Medium 60.43
Low 120.86
High 4.89
Takungan 5.21 Medium 0.56
Low 0.24
High 16.30
Wawa 21.87 Medium 0.27
Low 0.90
TOTAL 8,217.73 1,530.92

LANDSLIDE SUSCEPTIBILITY

Pililia’s hilly and mountainous landscape makes the whole town vulnerable to landslide. A
total of 5,358.29 hectares in seven (7) barangays are susceptible to landslide. Out of this,
883.73 hectares are highly susceptible, 783.73 hectares are moderately susceptible, and
3,494.13 hectares are marginally susceptible. Highly susceptible areas occur mostly in Brgy.
Malaya (300.30 has.), followed by Brgy. Quisao (241.60 has), and Brgy. Niogan (196.70
has.).

LANDSLIDE SUSCEPTIBILITY
AREA SUSCEPTIBLE AREA
BARANGAY SUSCEPTIBILITY
(HECTARES) (HECTARES)
High
Bagumbayan 1,367.18 Medium
Low 608.92
High 111.90
Halayhayin 2,652.50 Medium 142.36
Low 2,213.70
High 33.23
Hulo 1,007.17 Medium 40.84
Low 504.34
High
Imatong 3.36 Medium
Low
High 300.30
Malaya 1,163.46 Medium 483.10
Low 87.76
High 196.70
Niogan 486.22 Medium 34.08
Low 79.41
High 241.60
Quisao 1,510.76 Medium 83.35
Low 677.40
TOTAL 8,217.73 5,358.29

21
POPULATION EXPOSURE TO FLOOD

A total of 1,176 households or 5,174 individuals (7.77% of the population) are exposed to
flood hazard. 632 households (2,780 individuals) are highly exposed, 200 households (880
individuals) are moderately exposed, and 334 households (1,513 individuals) are slightly
exposed to flood. Brgy. Bagumbayan has the most number of exposed households with 288,
followed by Brgy. Takungan with 199 HHs and Brgy. Hulo with 179 HHs.

POPULATION EXPOSURE TO FLOOD

(1% CHANCE OF OCCURRENCE IN ANY ONE YEAR)

Population (2016 Affected Affected Exposure

Barangay Susceptibility
Projected) Households Population Percentage

High 86 378 3.32%

Bagumbayan 11,405 Medium 24 106 0.93%
Low 98 431 3.78%
High 65 286 3.44%
Halayhayin 8,312 Medium 43 189 2.28%
Low 21 92 1.11%
High 57 251 2.45%
Hulo 10,239 Medium 67 295 2.88%
Low 55 242 2.36%
High 132 581 60.69%
Imatong 957 Medium 5 22 2.30%
Low 0 0 0.00%
High 8 35 0.44%
Malaya 7,960 Medium 5 22 0.28%
Low 3 13 0.17%
High 6 26 0.52%
Niogan 5,073 Medium 3 13 0.26%
Low 12 53 1.04%
High 13 57 0.35%
Quisao 16,260 Medium 23 101 0.62%
Low 135 594 3.65%
High 178 783 45.46%
Takungan 1,723 Medium 15 66 3.83%
Low 6 26 1.53%
High 87 383 8.22%
Wawa 4,659 Medium 15 66 1.42%
Low 14 62 1.32%
TOTAL 66,588 1,176 5,174

22
POPULATION EXPOSURE TO LANDSLIDE

A total of 7,368 households with 32,418 members (48.68% of the population) are exposed to
landslide. Fortunately, a small portion of the population are highly exposed to this hazard
(251 households; 1,104 individuals). On the other hand, 48 households (211 individuals) are
moderately exposed, and 7,069 households (31,103 individuals) are slightly exposed. Brgy.
Halayhayin has the most number of exposed households with 1,629, followed by Brgy.
Bagumbayan with 1,556 HHs, Brgy. Quisao with 1,365 HHs, and Brgy. Hulo with 1,359
HHs.

POPULATION EXPOSURE TO LANDSLIDE

Population
Affected Affected Exposure
Barangay (2016 Susceptibility
Households Population Percentage
Projected)
High 0 0.00%
Bagumbaya
11,405 Medium 0 0.00%
n
Low 1,556 6,846 60.03%
High 76 334 4.02%
Halayhayin 8,312 Medium 5 22 0.26%
Low 1,548 6,811 81.94%
High 7 31 0.30%
Hulo 10,239 Medium 32 141 1.38%
Low 1,320 5,808 56.72%
High 0 0.00%
Imatong 957 Medium 0 0.00%
Low 0 0.00%
High 40 176 2.21%
Malaya 7,960 Medium 11 48 0.61%
Low 655 2,882 36.21%
High 25 110 2.17%
Niogan 5,073 Medium 0 0 0.00%
Low 728 3,203 63.14%
High 103 453 2.79%
Quisao 16,260 Medium 0 0 0.00%
Low 1,262 5,553 34.15%
High 0 0.00%
Takungan 1,723 Medium 0 0.00%
Low 0 0.00%
High 0 0.00%
Wawa 4,659 Medium 0 0.00%
Low 0 0.00%
TOTAL 66,588 7,368 32,419

URBAN USE AREA EXPOSURE TO FLOOD

A total of 1,067 residential buildings and 109 commercial buildings are exposed to flood
hazard. Out of this figure, 575 residences and 57 commercial establishments are highly
exposed. Brgy. Bagumbayan has the highest number of exposed residential buildings with
193, followed by Brgy. Takungan with 180 and Brgy. Hulo with 166. On the other hand,
Brgy. Imatong has the most number of exposed commercial buildings with 22, followed by
Brgy. Takungan with 19, and Brgy. Wawa with 17.

23
 URBAN USE AREA EXPOSURE TO FLOOD
Affected Affected
Affected Area
Barangay Susceptibility Residential Commercial
(Hectares)
Buildings Buildings
High 164.06 80 6
Bagumbayan Medium 82.03 22 2
Low 41.02 91 7
High 265.25 60 5
Halayhayin Medium 164.46 40 3
Low 236.07 20 1
High 80.57 53 4
Hulo Medium 50.36 62 5
Low 20.14 51 4
High 3.21 112 20
Imatong
Medium 0.15 3 2
High 58.17 7 1
Malaya Medium 34.90 5 0
Low 11.63 3 0
High 19.45 6 0
Niogan Medium 4.86 3 0
Low 14.59 11 1
High 75.54 12 1
Quisao Medium 60.43 21 2
Low 120.86 126 9
High 4.89 166 12
Takungan Medium 0.56 10 5
Low 0.24 4 2
High 16.30 79 8
Wawa Medium 0.27 10 5
Low 0.90 10 4
TOTAL 1,530.92 1,067 109

URBAN USE AREA EXPOSURE TO LANDSLIDE

The table below reveals that a significant number of residential buildings (7,168) are located
in landslide prone areas. Fortunately, only 239 of them are in highly susceptible areas while
48 are moderately susceptible. Meanwhile, 200 commercial buildings are found in areas
vulnerable to landslide. Only 12 are establishments highly susceptible while the rest are
marginally susceptible.

URBAN USE AREA EXPOSURE TO LANDSLIDE

AFFECTED AFFECTED AFFECTED
BARANGAY SUSCEPTIBILITY AREA RESIDENTIAL COMMERCIAL
(hectares) BUILDINGS BUILDINGS
Bagumbayan Low 608.92 1,530 26
High 111.90 68 8
Halayhayin Medium 142.36 5 0
Low 2,213.70 1,504 44
High 33.23 7 0
Hulo
Medium 40.84 32 0

24
 Low 504.34 1,303 17
High 300.30 40 0
Malaya Medium 483.10 11 0
Low 87.76 584 71
High 196.70 23 2
Niogan
Low 79.41 721 7
High 241.60 101 2
Quisao
Low 677.40 1,239 23
TOTAL 5,721.56 7,168 200

NATURAL RESOURCE BASED PRODUCTION AREA EXPOSURE TO FLOOD

The result of hazard sieve mapping revealed that 74.97 hectares of agricultural lands in six
(6) barangays of Pililia are vulnerable to flooding. Almost half of this area, or 33.15 hectares
to be exact, is located in highly flood prone areas while 26.65 hectares are moderately prone.

NATURAL RESOURCE BASED PRODUCTION AREA EXPOSURE TO FLOOD

AFFECTED
AGRICULTURAL
BARANGAY SUSCEPTIBILITY
AREAS
(hectares)
High 8.20
Bagumbayan Medium 4.10
Low 2.05
High 13.26
Halayhayin Medium 8.22
Low 11.80
High 4.03
Hulo Medium 2.52
Low 1.01
High 2.91
Malaya Medium 1.75
Low 0.58
High 0.97
Niogan
Low 0.73
High 3.78
Quisao Medium 3.02
Low 6.04
TOTAL 74.97

NATURAL RESOURCE BASED PRODUCTION AREA EXPOSURE TO

LANDSLIDE

Landslide hazard has the potential to affect 68.15 hectares of agricultural areas. Thankfully,
these lands are not highly sensitive to landslide. About 90.7% or 61.84 hectares are slightly
vulnerable, while 6.31 hectares are moderately susceptible to landslide.

25
 NATURAL RESOURCE BASED PRODUCTION AREA EXPOSURE TO LANDSLIDE
AFFECTED
BARANGAY SUSCEPTIBILITY AGRICULTURAL
AREAS (hectares)
Bagumbayan Low 21.45
Hulo Low 32.57
Medium 6.31
Malaya
Low 0.67
Niogan Low 0.97
Quisao Low 6.18
TOTAL 68.15

CRITICAL POINT FACILITIES EXPOSURE TO FLOOD

Critical point facilities here refer to key socio-economic support services such as schools,
hospitals/rural health units, and local government buildings. A total of 34 of these facilities
were identified as located in places with flood susceptibility. Eleven (11) facilities are highly
prone, 8 are moderately prone, and 15 are slightly prone.

CRITICAL POINT FACILITIES EXPOSURE TO FLOOD

NO. OF AFFECTED
BARANGAY SUSCEPTIBILITY
CRITICAL FACILITIES
Medium 2
Bagumbayan
Low 4
Medium 2
Halayhayin
Low 3
Hulo Medium 3
Imatong High 4
Medium 1
Malaya
Low 2
Medium 2
Niogan
Low 1
Quisao Low 3
Takungan High 4
Wawa High 3
TOTAL 34

26
CRITICAL POINT FACILITIES EXPOSURE TO LANDSLIDE

There are 15 critical point facilities located in 5 barangays with medium or low exposure to
landslide hazard.
CRITICAL POINT FACILITIES EXPOSURE LANDSLIDE
NO. OF AFFECTED
BARANGAY SUSCEPTIBILITY
CRITICAL FACILITIES
Bagumbayan Low 3
Medium 2
Halayhayin
Low 4
Hulo Low 1
Malaya Low 3
Niogan Low 2
TOTAL 15

LIFELINE UTILITIES EXPOSURE TO FLOOD

Flood events in Pililia is predicted to submerge 108.32 kilometers of roads traversing all nine
(9) barangays. About 51.5 percent equivalent to 55.75 kilometers are highly sensitive to
flood, 21.88 kilometers are fairly susceptible, and 30.69 kilometers are least likely to be
flooded.

LIFELINE UTILITIES EXPOSURE TO FLOOD

LENGTH OF ROADS
BARANGAY SUSCEPTIBILITY
AFFECTED (Kilometers)
High 5.62
Bagumbayan Medium 1.52
Low 2.06
High 10.68
Halayhayin Medium 5.64
Low 9.22
High 1.45
Hulo Medium 6.00
Low 4.68
High 8.33
Imatong
Medium 1.83
High 2.00
Malaya Medium 1.61
Low 1.85
High 1.20
Niogan Medium 0.44
Low 3.46
High 12.34
Quisao Medium 0.83
Low 5.74
High 6.57
Takungan Medium 0.41
Low 0.80
High 7.56
Wawa Medium 3.60
Low 2.85
TOTAL 108.32

27
LIFELINE UTILITIES EXPOSURE TO LANDSLIDE

Rain- or earthquake-induced landslides may affect 44.63 kilometers of road in six (6)
barangays. High probability of this occurrence is identified in Barangay Quisao (1.11
kilometers) while the rest of the roads are slightly susceptible.

UTILITIES EXPOSURE TO LANDSLIDE

LENGTH OF ROADS
BARANGAY SUSCEPTIBILITY
AFFECTED (Kilometers)
Bagumbayan Low 9.03
Halayhayin Low 18.44
Hulo Low 4.47
Malaya Low 2.56
Niogan Low 0.80
High 1.11
Quisao
Low 8.22
TOTAL 44.63

28

CLIMATE POPULATION
VARIABLE
Rainfall Potential reduction in
available potable water which
may impact quality of life and
well-being;
Hot Days/Dry  More heat-related stress,
Days particularly among the
elderly, the poor, and
vulnerable population;
 Increased energy
consumption for cooling
Extreme Daily  Possible deaths, injuries
Rainfall Events triggered by extreme
rainfall events (i.e.
floods, landslides)
 Increased poverty
incidence due to loss of
income and damaged
dwelling
Source: Supplemental Guidelines on Mainstreaming Climate Change and Disaster Risks in the Comprehensive Land Use Plan
Summary of Climate Change Impacts, Pililia Rizal
NATURAL, CRITICAL POINT URBAN USE AREA INFRASTRUCTURE
RESOURCE-BASED FACILITIES AND UTILITIES
PRODUCTION AREAS
 Reduced volume and Reduced availability of Reduced availability of  Reduced water
quality of yields due to potable water supply to potable water supply to availability
changes in seasonal sustain key services sustain urban use areas  Reduced water
patterns and reduction recharge rate
in the projected total  Potential changes in
annual accumulative water quality
rainfall;  Potential problems in
 Reduced soil moisture water supply allocation
(temperature with for competing users
reduced rainfall)
 Reduction in food
supply
 Reduced crop yield, Increased energy  Increased temperatures None
fisheries, and livestock consumption for cooling in urban areas
production due to heat for the provision of key  Increased energy
stress services (i.e. hospitals, consumption for
 Higher costs of inputs governance, schools etc.) cooling
to sustain crop and
livestock production
 Reduced food supply
 More frequent flooding  Possible damages or  Property damage 
Potential damages or
resulting to damage to disruption to social  Disruption of disruption of key
crops support services/ economic activities transportation
 Soil erosion and 
facilities as a result of Reduction in overall infrastructure (bridges
excessive run-off more frequent floods economic outputs and roads) affecting
resulting to potential and landslides  area access and
Reduced quality of life
loss in soil fertility  Potential reduction in linkages
 Reduced food supply available supply and  Potential damage and
quality delivery of disruption of
social support facilities distribution networks
and services (i.e.
power, water and
communication)
29
 CLIMATE IMPACTS POLICY INTERVENTIONS AND MITIGATING MEASURES

CLIMATE POLICY INTERVENTIONS/ MITIGATING MEASURES

VARIABLE
Temperature Increase  Urban Greening and restoration/rehabilitation of public open
spaces
 Enforcement of the network of green spaces, greenbelts, etc.
 Reduction of Greenhouse Gas through anti-smoke belching
ordinance and environment code implementation
 Requiring the use of "climate change friendly" construction
materials – green friendly materials
 Reforestation and rehabilitation of forest area
(Hot Days/Dry Days)  Irrigation system improvement
 Water supply development
 Water impounding projects
 Sustainable water supply facilities at barangays with emphasis on
dengue-proof storage, water conservation, water reuse and
recycling, rainwater harvesting, etc.
 Rainwater Harvesting Project
Rainfall/ Extreme  Drainage Improvement Project
Daily Rainfall Events  Replacement of old drainage pipes
 Rehabilitation of outfalls
 Dredging of natural waterways
 De-clogging of canals, drainage system
 Construction of additional drainage lines
 Using permeable materials for ground cover for faster water
absorption and use of pavers instead of concrete pavements
 Tree planting along rivers and creeks
 Improving solid waste collection and disposal

ISSUES MATRIX FOR FLOOD, PILILIA RIZAL

DECISION TECHNICAL FINDINGS IMPLICATIONS POLICY
AREAS INTERVENTIONS/
MITIGATING MEASURES
Brgy. Bagumbayan 288 households are highly prone to  Potential deaths and  Implement a mandatory
flood injuries due to lack of relocation policy on
early warning system, structures/ dwellings
8.20 hectares of agricultural areas makeshift houses, within the 10 meter river
are highly exposed to flood especially in areas easements.
located along the river
5.62 kilometers of road are highly  Establish open spaces,
exposed to flood  Destruction of recreation areas, or parks
agricultural crops along rivers
Brgy. Takungan 199 households are highly prone to resulting to loss of
flood income of farmers and  Relocation of informal
decrease in crop yield settlers
19 commercial buildings are highly
exposed to flood  Damage to  Develop regulations with
commercial facilities emphasis on hazard
4 critical point facilities are highly including resistant design
exposed to flood

30
Brgy. Hulo 179 households are highly prone to
flood
4.03 hectares of agricultural areas
are highly exposed to flood
Brgy. Halayhayin 13.26 hectares of agricultural areas
are highly exposed to flood
10.68 kilometers of road are highly
exposed to flood
Brgy. Quisao 103 households are highly prone to
landslide
3.78 hectares of agricultural areas
are highly exposed to flood
12.34 kilometers of road are highly
exposed to flood
Brgy. Malaya 40 households are highly prone to
landslide
Brgy. Imatong 22 commercial buildings are highly
exposed to flood
8.33 kilometers of road are highly
exposed to flood
Brgy. Wawa 17 commercial buildings are highly
exposed to flood
3 critical point facilities are highly
exposed to flood
7.56 kilometers of road are highly
exposed to flood
merchandize
 Mandatory retrofitting of
 Some critical point existing structures
facilities affected will
not be able to provide  Establishment of early
relief and other warning system
services needed
during calamities  Formulation of flood
contingency plan
 Significant  Provision of
government resources comprehensive housing
will be allocated for program for affected
rescue and relief families
operations  Livelihood program for
families below the
 Required post-disaster poverty threshold
assistance for affected
families/individuals  Pursue watershed
far exceeds available rehabilitation to minimize
local financial surface water run-off in
resources low lying areas
 Available livelihood  Implement flood control
opportunities are not and river control works
enough to such as dikes, retarding
accommodate affected basins, water impounding
families structures, revetments,
dredging/channelization
works, spur dikes, and
other related structures
and facilities
 Implement urban drainage
systems, including
drainage mains, outfalls,
pumping stations, control
gates, and dredging and
improvement of major
drainage channels.

ISSUES MATRIX FOR LANDSLIDE, PILILIA RIZAL

DECISION TECHNICAL FINDINGS IMPLICATIONS POLICY
AREAS INTERVENTIONS/
MITIGATING
MEASURES
Brgy. Halayhayin 76 households are highly prone to  Potential deaths and  Implement a mandatory
landslide injuries, especially in relocation policy on
areas located along structures/ dwellings
8 commercial buildings are highly steep slopes and hill near highly prone area
exposed to landslide areas to landslides

31
Brgy. Quisao 103 households are highly prone to
landslide  Potential damage to
commercial buildings
1.11 kilometres of road are highly and merchandize
exposed to landslide
 Damage to roads and
Brgy. Malaya 40 households are highly prone to cutting off road network
landslide system during landslide
 Significant government
resources will be
allocated for rescue and
relief operations
 Relocation of informal
settlers
 Reforestation program
 Implement slope
stabilization such as
rock slope protection,
slope roughening,
terracing and rounding,
and erosion control
blankets/mats

PREFERRED SPATIAL DEVELOPMENT

3.1 Present Situation

A major challenge for the development of Pililla is its geography.

Pililla’s topography is relatively flat from the Laguna Lake on the west which then
abruptly slopes steeply to the mountains on the East. Pililla’s present development and
majority of its built-up areas are located in the relatively flat lowlands.

3.2 Planning Analysis Regions

The following planning analysis approach used is by topographical slope and elevation:

Pililla is divided into 2 regions: Lowland Region, and Upland Region.

1. Pililla Lowland Region

Pililla Lowland Region is located on the western side of Pililla. It stretches from
Laguna Lake to before the topography slopes steeply to the mountains. Its slope
ranges from 0 to 15%.
Majority of the built up areas are located in Pililla Lowland Region. The whole of
Barangays Takungan, Wawa, and Imatong are in Pililla Lowland Region while only
part of Barangays Hulo, Bagumbayan, Halayhayin, Quisao, Niogan, and Malaya.
Pililla Lowland Region is ideal of urban development.

2. Pililla Upland Region

Pililla Upland Region is located on the eastern side of Pililla. It stretches from the
easternmost side of Pililla to before the topography slopes gently at 15%.
Pililla Upland region has a rich vegetation and tree cover which is should be
preserved and enriched through reforestation projects. The Alternergy Wind Farm is
also located in this region. As such, this region is ideal for similar renewable energy
projects and ecotourism development.

32
 Pililla’s development is generally located in the lowlands; having several growth
nodes connected by a major transport spine.

3.3 Structure Plan for Pililla

A combination of linear, multi-nodal, and radial development pattern is ideal for Pililla.
The ideal development of Pililla based on its present configuration of having several
independent growth nodes is to have these growth nodes expand to form larger urban
areas. This growth however should be directed to avoid having a sprawling development.
By directing the growth first along the transport spines before directing the growth farther
away from these spines, sprawling development will be avoided.

The first growth pattern considered for Pililla is a multi-nodal development.

Presently, 5 growth nodes are identified in Pililla. The first one is in barangays Takungan,
Imatong, Wawa, Bagumbayan and Hulo. The four other growth nodes are in Quisao,
Niogan, Malaya, and Halayhayin, connected by Manila-East Road and Pililla-JalaJala
Road.

The second growth pattern considered for Pililla is radial development radiating from the
said growth nodes.

The third growth pattern considered for Pililla is a linear development along Manila-East
Road and Pililla-JalaJala Road. Land use will be distributed in strips following the
profile of these transport spines.

From the identified growth nodes, primary growth direction will be along Pililla-JalaJala
Road and Manila-East Road. Secondary growth direction will be perpendicular to these
transport spines. With these directed growth, sprawling development will also be avoided.

33
34
35
IV. THE PILILLA MASTER PLAN 2017- 2026

The two (2) development regions of Pililla are further subdivided into zones with specific
land uses. Each land use has a prescribed development direction with its corresponding
development controls. The identified land uses intend to optimize the potential of the land by
having the zones harmonize and complement each other to benefit Pililla as a whole.

LAND USE ZONES

I. Agricultural
Agricultural lands are lands which may or may not be irrigated by NIA whose
primary produce is rice. These rice fields are mostly located near and between the
urban growth nodes of Pililla Lowland Region. These areas are recommended to be
retained of their current use based on practical economic and environmental reasons.

II. Low Density New Residential Development Area

This zone is characterized by adobe-type rock surfaces, sparse trees and grasslands
which are currently largely idle on the left side of the Manila East Road found in the
lower portions of Barangay Bagumbayan and Barangay Quisao in Pililla Lowland
Region. The topography of these areas is gentle to moderate slope. These areas are
proposed for new residential developments so as to optimize the use of these idle
lands. Some portions on the foothills of the mountain area below the alignment of the
Wind Farm, may be developed into layered rainbow-colored residential structures
similar to the ones in La Trinidad, Benguet, Rio de Janeiro, Brazil and Santorini,
Italy, which may be a future tourist attraction.

III. Orchard Area

Areas currently utilized for permanent crops such as mangoes and other fruit-bearing
trees are zoned under orchard areas. These areas are characterized by thick tree
growth. It is recommended for these areas to be further developed into orchard-type
high-value farming, industrial forestry management, and activities that will preserve
and improve the present tree cover.

IV. Agro-Industrial
Agro-industry and agribusiness contribute greatly to the economy of Pililla. Existing
agro-industrial plants and areas around these plants in Barangay Bagumbayan,
Quisao, and Niogan are zoned as Agro-Industrial Zones.
Farm waste-to-energy facilities are recommended to be developed in these areas not
only in accordance to Pililla’s thrust towards alternative energy sources but to reduce
the environmental and health hazards these industries may cause. A 10-meter tree line
buffer is recommended as a buffer zone between residential and agro-industrial zone
to diminish foul odor coming from poultries and piggeries.

36
V. Aqua-Industrial
Being a municipality adjacent to Laguna Lake, Pililla aims to develop its aqua
industry to capitalize on this geographic feature. An aqua-industrial zone located in
Barangay Wawa will have a fish port complex with its own wharf for fishing vessels
to load and unload their products.
The fish port complex will have a bagsakan area where fresh fish and products may
be bought and sold in bulk. The complex will also house freezing and refrigeration
facilities that will help in preservation and prolonging the shelf life of the said
products.
There will be ample distance and buffer area between the development and the
adjacent Urban Expansion Areas.

VI. Cemetery
Currently, there are three public cemeteries in Pililla Lowland Region located in
Barangay Malaya, Quisao, and Bagumbaran. Another cemetery is proposed to be built
in Barangay Halayhayin to meet future the future demands of the municipality. These
public spaces serve not only as places where the deceased are buried but also as open
spaces which will help relieve the temperature of the surrounding built-up areas.
The public cemeteries in Barangay Bagumbayan and Malaya in particular are located
within the designated Urban Development Zones. These cemeteries are recommended
to preserve and improve their grass and tree cover to help prevent the surrounding
built-up areas from becoming urban heatsinks.

VII. Commercial Strip

A 35-meter strip on both sides of the Manila-East Road and Pililla-Jala Jala Road
starting from the southern end of Barangay Halayhayin urban expansion area up to the
south-western end of Barangay Malaya is zoned as commercial strip; interrupted only
by the industrial zone of Barangay Malaya and the tourism strip between the urban
development zones of Barangay Bagumbayan and Barangay Halayhayin. With these
roads passing through the identified urban growth nodes of the municipality, this strip
has a strong potential for commercial activities which will cater not only to the
residents of Pililla but to travellers and tourists as well.

VIII. Eco-Tourism
A hundred meter ecotourism strip around the special use zones will further add to the
growing tourism industry of Pililla. Development in these areas will mostly cater to
outdoor activities with minimum environmental impact such as mountain trekking,
hiking, nature appreciation, and other activities with very limited development of
structures.
Structures which may be built in these areas are campsites, hiking trail stations, and
other camping facilities with certain height limitations.

37
IX. Ecological Preservation Area
The ecological preservation area of Pililla Upland Region covers the south-eastern
part of Barangay Malaya, including Mt. Sembrano which has the highest elevation in
Pililla. It is recommended that the forest cover in this area to be preserved and
reforestation be pursued in areas with sparse vegetation.
Income generation for this area can be pursued by regulating ecotourism activities
such as mountain hiking and trekking. Settlements near this area should also be
monitored and controlled to prevent encroachment. Furthermore, residents of these
settlements may be tapped as tour guides and forest watchers.

X. Aquaculture
This zone is located in Barangay Halayhayin where Get Farm, which cultivates fish
fingerlings, is located. Development in this area should similarly be geared towards
aquaculture. Aquaponics may also be pursued to raise fish and crops at the same time.

XI. High Value Agriculture Development Zone

Arable lands in the eastern part of Halayhayin currently utilized for pineapple
cultivation are zoned under High Value Agriculture Development Zone. It is
recommended for these areas to be preserved of their current use to further contribute
to Pililla’s growing economy and to further promote Pililla’s One Town One Product.

XII. Light to Medium Industrial

There are two light-medium industrial zones in Pililla namely, Malaya Thermal Power
Plant, and Fiesta Gas Filling Plant in Barangay Halayhayin.
The 650MW Malaya Thermal Power Plant serves as a back-up power supply when
there is insufficient power in the grid.
Fiesta Gas Filling Plant is an industrial plant for packaging liquid petroleum gas to be
distributed in South Luzon.
Development in these zones will be limited to light-medium industrial facilities with
limited impact on the environment, and with sufficient safeguards to hazards.

XIII. Institutional
Institutional zones composed of local government centers, schools, municipal health
centers, churches, sports centers, and other institutional buildings are scattered
throughout Pililla to provide services to its citizens. The Municipal Hall Government
Complex is located in Barangay Bagumbayan which comprises the Municipal Hall,
URS Pililla Campus, Municipal Health Center, and Pililla National High School.
Hulo, Imatong, Takungan and Wawa Barangay Complex areas, Pililla Medicare,
Melendres Elementary School, Pililla Central School and Hulo Elementary School are
part of the Urban Expansion Zones.

XIV. Land Recovery Area

An area in Laguna Lake directly adjacent to the Barangays of Takungan and Hulo,
will be dredged to accommodate a development which will add to Pililla’s tourism
sector. This zone will have a docking area for small boats, a lakeside promenade

38
overlooking Laguna Lake, and viewing decks among others. A bridge is also planned
to be constructed that will connect the western part of Barangay Takungan with the
western part of Barangay Imatong.

This zone will serve as a venue for several municipal events. The dredged area and
the lakeside promenade will be landscaped to add to Pililla’s many tourism sites.

XV. Parks, Recreation, and Open Spaces

Urban open spaces are aesthetically designed and maintained recreational and
assembly green spaces. These spaces should be maintained for their social and
ecological benefits.
An open space is located in front of the municipal hall in the Municipal Hall
Government Complex in Barangay Bagumbayan. Another is located in Barangay
Malaya.
These spaces are intended to serves as venues for leisure and relaxation as well as an
assembly area for certain municipal events.

XVI. Residential
Low density residential packets ideal for low to mid-level type housing projects are
identified in several areas of Barangay Bagumbayan, Hulo, Halayhayin, and Quisao.
These residential areas will primarily cater to the growing population of Pililla as well
as to those who will be affected by the development projects of the municipality.

XVII. Special Use Zone (Alternergy Wind Farm)

Pililla is famous for its windmills located in Barangay Halayhayin. Another set of
windmills are set to be developed which will traverse the eastern parts of barangay
Halayhayin, Quisao, Niogan, and Malaya.
Within 50 meters around the windmills and 50 meters on each side of the municipal
roads leading to these windmills are zoned as special land use.
Development in these zones will have special limitations which includes building
height limit, building materials to be used, color and character of the buildings to be
constructed. Structures that may be built on these zones will cater mostly to the
tourism industry, such as viewing decks and restaurants with scenic views.

XVIII. Tourism
Pililla has a number of tourism zones designed for different activities.
Included in Pililla’s tourism zones is a Liger Animal Sanctuary in Bagumbayan which
is home to several exotic animals. Pililla also has Quisao Island which is being
developed as one of its tourism zones which is located across Yakat-Bulo Bulo
Boulevard which is also a tourism zone.
Aside from the ones mentioned above, Pililla also has heritage tourism sites such as
the Bahay-na-Bato in Barangay Imatong and St. Mary Magdalene Church in

39
Barangay Wawa which should be preserved in accordance to the Philippine National
Heritage Act of 2009.
Several restaurants and resorts are located in Barangay Halayhayin along Pililla-Jala
Jala Road. It is recommended to further encourage the development similar
establishments in this area to develop into a tourism strip.
Magnificat is a planned unit development proposed to be developed in Barangay
Halayhayin, south of the Manila-East Road. Aside from tourism facilities, the
development will also have residential and institutional components.

XIX. Urban Expansion

Five urban expansion zones are identified in Pililla’s present physical configuration.
These five nodes are located in (1) Barangays Hulo-Takungan-Imatong-Wawa-
Bagumbayan, (2) Barangay Halayhayin, (3) Barangay Quisao, (4) Barangay Niogan,
and (5) Barangay Malaya. These growth nodes are connected to each other by Manila-
East Road and Pililla-Jala Jala Road.
Mixed use residential and commercial development will be encouraged in these zones
to boost the economy of the municipality while observing urban design practices
which will keep these urban growth nodes from congesting.
Urban growth patterns as discussed in the spatial strategy will keep these urban
growth nodes from undirected sprawl.

XX. Woodland Preservation Area

Areas in Pililla Upland Region not primarily utilized for agricultural production but
with thick tree cover which may or may not be fruit-bearing trees are classified as
woodland preservation areas. It is recommended for these areas to be preserved of
their current use to preserve the present tree cover for ecological and health reasons.
Tree-planting and reforestation activities are encouraged in these areas.

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41
THE COMPREHENSIVE LAND USE PLAN

After measuring the present land use trend, projecting the future land demand, considering the spatial effects climate and disaster risk,
integrating the major thrusts of Pililia, and considering the prescribed national standards, in depth assessment and evaluation were performed
to come up with a suitable land use allocation for the next nine years (2017 to 2026).

Existing Land Use and Proposed General Land Use Allocation, Pililia, Rizal, 2017-2026
Land Use Existing Land Use % Total Proposed Land Use % Total % Change
Area (ha.) Area (ha.)
Residential 631.79 7.69% 1,012.38 12.32% 4.63%
Commercial 237.79 2.89% 264.19 3.21% 0.32%
Ecological Preservation Zone 122.06 1.49% 822.26 10.01% 8.52%
Woodland Preservation Zone 1,510.06 18.38% 18.38%
Institutional 14.72 0.18% 108.95 1.33% 1.15%
Agricultural 553.87 6.74% 522.89 6.36% -0.38%
High Value Agriculture Development Zone 216.86 2.64% 2.64%
Light to Medium Industrial 73.00 0.89% 66.68 0.81% -0.08%
Agro-Industrial 1,020.19 12.41% 892.83 10.86% -1.55%
Aqua-Industrial 36.66 0.45% 0.45%
Cemetery 2.71 0.03% 10.12 0.12% 0.09%
Production Forest 4,547.78 55.34% 0.00% -55.34%
Tourism 21.01 0.26% 38.52 0.47% 0.21%
Ecotourism 358.05 4.36% 4.36%
Aquaculture 22.53 0.27% 22.53 0.27% 0.00%
Orchard Area 1,659.19 20.19% 20.19%
Special Development Zone 22.81 0.28% 0.00% -0.28%
Special Use (Windmill Corridor) 313.19 3.81% 3.81%

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 River Network 128.95 1.57% 128.95 1.57% 0.00%
Road Network 52.34 0.64% 52.34 0.64% 0.00%
Buffer Zones / Easements 95.96 1.17% 145.24 1.77%
0.60%
Open Spaces / Parks / Recreation Areas 3.74 0.05% 3.74 0.05% 0.00%
Land Recovery Area 32.37 0.39% 0.39%
Idle Lands 666.75 8.11% 0.00% -8.11%
TOTAL 8,218.00 100.00% 8,218.00 100.00%

The proposed general land use, as seen in the table above, has significant differences in land distribution as compared to the existing land use.
This is more evident in the increase in the following areas: residential area from 631.79 has. to 1,012.38 has., Ecological Preservation Zone
from 122.06 has. to 822.26 has, institutional area from 14.72 has. to 108.95 has, cemetery area from 2.71 has. to 10.12 has., tourism area from
21.01 has. to 38.52 has., and buffer zones/easements from 95.96 has. to 145.24 has. In addition, allocation was provided for the first time for
Woodland Preservation Zone, High Value Agricultural Development Zone, Aqua-Industrial Zone, Eco-tourism Zone, Orchard, Windmill
Corridor, and Land Recovery Area. On the contrary, the Production Forest Area, Special Development Zone, and idle lands were allocated for
other sustainable uses.

The largest portion among the land use categories is the Orchard Area with 1,659.19 has. (20.19%), followed by Woodland Preservation Zone
with 1,510.06 has. (18.38%), Residential Area with 1,012.38 has. (12.32%), Agro-industrial Zone with 892.83 has. (10.86%), and Ecological
Preservation Zone with 822.26 has. (10.01%).

The proposed land use plan was able to address pressing environmental issues by allocating more protection areas while meeting the future
demands of housing and employment.

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LOCATION OF LAND USES

The table below lists the different land uses and their indicative locations. The
information shows that all nine barangays of Pililia have residential areas and benefit
from the services of commercial and institutional establishments. In additional, all
barangays are accessible by roads and are endowed by rivers, open spaces, and
recreational areas. Agricultural lands are located in six barangays, namely Hulo,
Bagumbayan, Halayhayin, Quisao, Niogan and Malaya. High Value Crop Production
will be enhanced in Narangay Balayhayin. Commercial tourism, ecotourism, the
orchard, and windmill corridor are found in Barangays Bagumbayan, Halayhayin,
Quisao and Niogan (ecotourism and windmill corridor only). Ironically, these four
barangays have areas for Agro-industrial uses, thus strict implementation of zoning
policies must be ensured in order to protect the agricultural areas, tourism areas, and
ecologically sensitive areas.

Location of Land Uses, Pililia Rizal

Land Use Classification Locations
Residential All Barangays
Commercial All Barangays
Ecological Preservation Zone Malaya
Woodland Preservation Zone Halayhayin, Quisao and Niogan
Institutional All Barangays
Agricultural Hulo, Bagumbayan, Halayhayin, Quisao,
Niogan and Malaya
High Value Agriculture Development Zone Halayhayin
Light to Medium Industrial Halayhayin and Malaya
Agro-Industrial Hulo, Bagumbayan, Niogan and Quisao
Aqua-Industrial Wawa and Bagumbayan
Cemetery Bagumbayan, Halayhayin, Quisao and
Malaya
Tourism Quisao, Halayhayin and Bagumbayan
Ecotourism Bagumbayan, Halayhayin, Quisao and
Niogan
Aquaculture Halayhayin
Orchard Area Hulo, Bagumbayan and Halayhayin
Special Use (Windmill Corridor) Bagumbayan, Halayhayin, Quisao and
Niogan
River Network All Barangays
Road Network All Barangays
Buffer Zones / Easements All Barangays
Open Spaces / Parks / Recreation Areas All Barangays
Land Recovery Area Hulo and Takungan

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LAND AND WATER USE POLICIES

Land and water use policies are an expression of the government's perception of the
direction to be taken on major issues related to land and water use and the proposed
allocation of land and water resources over a fixed period of time.

A sound land and water use policy is effectively part of the enabling policy
environment and covers all uses and activities on land and water. To properly
implement the CLUP, the following measures shall be enforced by the Municipal
government of Pililia to promote sustainability and conservation of its natural
resources. Generated by the community through a participatory, integrative and
iterative planning process, these policies cover all the land and water uses desired by
the stakeholders:

Eco-Tourism

Designated areas shall promote dual goals of environmental conservation and tourism
economic development.
All developments in designated areas shall be limited to eco-friendly recreational
activities that do not require permanent structures.
Allowable uses shall be limited to eco-friendly recreational activities such as trekking,
and nature appreciation.

Protected Agriculture Area to include Fishponds

Areas defined by the Soils and Water Management, Department of Agriculture

(BSWM, DA)) shall be utilized exclusively for crop production, and livestock
production.

Designated Special Agriculture and Fisheries Development Zone (SAFDZ) shall be

protected. Allowable uses include cultivation, raising and growing of staple crops,
regulated backyard raising of livestock and poultry.

Production Agricultural Area

Pililia’s prime croplands shall not be converted into urban land uses. Production
Agricultural Area shall be conserved to support a policy of maintaining some degree
of food self-sufficiency.

Protected agricultural areas shall be properly delineated on the ground, classified as

protected based on soil suitability analysis and other considerations, and mapped out
to reflect their boundaries and relative location within the town.

Surface Water Bodies and their Legal Easement

Pursuant to the provisions of the Water Code of the Philippines, all

surface water bodies including rivers, creeks, streams and others that form part of the
natural drainageway or waterway, and their legal easement throughout their entire

45
 length shall be protected.
No person shall be allowed to stay in these areas longer than what is necessary, or
build structures of any kind for whatever purpose.
Legal easements shall be vegetated or planted only to suitable species of trees (eg.
Bamboo) to protect the banks of rivers and creeks.
Road widening or road construction on or along these areas shall be regulated by the
LGU to ensure that surface water bodies are protected and preserved.

Ecological Waste Management Area

Pursuant to existing laws particularly RA 9003, all types of solid waste disposal and
management areas shall be located away from water bodies, including ground and
surface water sources.

No structures other than the MRFs shall be allowed within a 100-meter radius of the
buffer areas.

Local Cemetery and Memorial Parks

Pursuant to existing laws, cemeteries and memorial parks shall be located away from
water bodies, including ground and surface water sources.

A buffer zone of at least 50 meters shall separate them from surrounding urban uses.

Residential, Commercial, Institutional and Non-Industrial Urban Uses

These uses shall be promoted only in suitable areas of the town that are hazard-free,
buildable and accessible to the locality’s road network. These areas shall be properly
drained of storm water, and served by power and water lines. These areas shall be
kept a distance away from any type of industrial use. A buffer zone shall be
designated to separate it from conflicting uses.

Existing areas shall undergo planned rehabilitation and redevelopment work to ensure
resilience, and safety.

Open Space

Open space is a functional land use and a vital component in the development of the
town. In built-up areas, public recreational open spaces such as parks serve
irreplaceable functions. The policy is to ensure that existing open spaces are
maintained regularly for the recreational and health benefits/enhancement of its
residents.

Areas of temporary shelter and evacuation centers shall be located on hazard-free area
of Pililia.

Open spaces shall be sub-classified based on inherent qualities and functions:

Open Space for preservation of natural and human resources:

 All protected croplands, irrigated and irrigable lands;

46
  Inland surface waters per Presidential Degree No. 705;
 Environmentally-critical Areas per Presidential Proclamation No.
1586;
 Heritage Sites, and Historical Landmarks.

Open Space for managed resource protection:

 Agro-forest or Production Forests;
 Agricultural lands not protected by national laws; and
 Lands for water supply such as aquifers and aquifer recharge areas, etc.

Open space for environment enhancement:

 Ecological Waste Management Areas, including areas hosting Material
Recovery Facilities (MRF), composting, etc.
 Areas that improve air and water quality
 Cemeteries and Memorial Parks
 Designated areas for active and passive recreation
 Parks and Playgrounds
 Walks, tracks for jogging, etc.
 Areas for outdoor recreation
 Recreational open grounds inside schools, institutional facilities, and
privately owned properties

Open space to shape and guide physical development:

 Open space that provide neighbourhood and barangay identity
 Buffers, separators between conflicting and non-conforming land uses;
between and around buildings, greenbelts to control expansion of the
built up area

Open space for public safety

 Flood control reservoir, drainage channels
 Legal easements of waterways
 Planting strips and sidewalks
 Power transmission routes
 Cell phone sites/towers
 Water distribution lines

The following activities shall be restricted in all open spaces in the municipality:
 Except in areas designated as ecological waste management areas
(MRFs), dumping of any form of waste product, natural or man-made;
 Mutilating, defacing or destroying objects of natural beauty, or objects
of interests that enhances scenic value of an area
 Damaging and leaving roads, and foot paths in damaged conditions;
 Squatting or otherwise occupying any portion of public open space;
and privately owned open spaces without the permission of the
owners;
 Constructing or maintaining any kind of structure, fence or enclosures,
establishing any business enterprises without a permit;
 Leaving in exposed or unsanitary conditions refuse, or debris, or
depositing them in the ground or in bodies of water; and
 Altering, removing, and destroying of trees, and other forms of

47
 vegetation, or man-made landmarks or artefacts of historical
significance.

Waterways and their Legal Easements

Enforcement of Presidential Decree No. 1067 (Water Code of the Philippines) and
designation as protected areas to all categories of surface waters such as water
flowing over lands, water from rainfall whether natural, or artificial, and water from
agriculture runoff, seepage and drainage; atmospheric water; and groundwaters;

Based on PD No. 1067, waters found on private lands belong to the State. The owner
of the land where the water is found may use the same for domestic purposes without
securing a permit, provided that such use shall be registered, when required by the
National Water Resources Board (NWRB).

Aside from waterways, the legal easements of all waterways and channels shall form
part of the municipality’s protected areas. Waterways and their legal easements shall
have equal status with urban land uses. The minimum legal easements are prescribed
in Article 51 of P.D. No. 1067.

In line with the municipality’s thrust to protect its natural waterways the following
land and water use policies shall be adopted:

 Enforce Article 51 of the Philippine Water Code in order to recover legal

easements;
 Prohibit any construction of permanent structures on waterways and along their
entire stretch;
 Reclaim legal easements if they have been destroyed or built upon;
 Redevelop portions along these waterways as linear or pocket parks, and
areas for active and passive recreation;
 Protect the waterways through tree planting and vegetative protection;
 Ensure preservation of visual corridors in line with the town’s open space
program;
 Preserve in perpetuity all groundwater sources such as aquifers, and
aquifer recharge areas, and designating a 50-meter buffer zone around
them to prevent groundwater contamination.

Environmentally-constrained Areas

Areas that are at high risk to flooding and other hazards, as determined by the LGU or
relevant national agencies shall be designated as environmentally- constrained and
therefore shall be classified as open space.

Future settlement development or expansion shall be regulated and directed away

from these areas. If settled upon, local government shall regulate future building and
site development to ensure that adaptation and mitigating measures are adopted to
ensure safety, and resilience.

48
National Road Easements

To allow national roads to continue to function effectively, a 20- meter setback from
the edge of the Road-right-of-way (RROW) per Presidential Decree No. 705 (The
Forestry Code) shall be enforced. This will prevent the popular practice of building
too close to the road, even to the extent of encroaching on the RROW. This will
prevent encroachments along both sides of the national road and contribute to the
preservation of the town’s open space.

Heritage and Historic Preservation

Policy action shall focus on preserving historic landmarks that reflect the heritage of
the people. Pililia shall tap outside expertise to guide them in enhancing local heritage
sites and monuments.

Poblacion or Urban Center

The policy shall focus on regeneration and renewal to revitalize the local economy,
improve the quality of life, and transform the physical environment in line with its vision
of the future growth and development of Pililia. The policy intends to achieve the
following future development scenarios:

 Removal of blight which depresses property values;

 Reclassification of areas to accommodate future commercial developments;
 Provision of incentives to encourage in-filling and densification;
 Creation of a more favorable urban environment and investment climate;
 Undertake urban renewal within the Poblacion to promote commercial development;
 Urban renewal shall be the policy to spur growth in the Poblacion and secondary
growth areas of the municipality;
 Through legislative action, the LGU to engage in land bank to initiate physical
development with the private sector through joint venture agreements;
 Integration of parks and green open spaces into the planning and urban design of the
Poblacion; and
 Improvement in the quality of urban community services.

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V. ANCHOR DEVELOPMENT PROGRAMS

5.1 Alternative Clean Energy Corridor. Building on the reputation of Pililla’s well-
known in wind farms, the program seeks to establish a connected network based on green
energy resources that include
solar, hydropower and waste-to-
energy. It will not only contribute
in reducing carbon emissions in
support of sustainable and climate
resilient local economic growth
but also attract new investments
and expand the municipality’s
tourism portfolio. The program
can also lead to a model industry
showcase that can be shared with
other municipalities and cities.
Likewise, the program can initiate Pililla Wind Farm
technology innovation among
Filipino engineers and inventors.

5.2 Market-Driven Sustainable Agriculture. The program will promote and encourage
farmers in adopting sustainable practices in is producing farm goods with ready buyers. It
will address various concerns with respect to land productivity, climate change
adaptation, assured market and higher income for the farmers.

The first products to be covered by the program are pineapple, coconut and livestock. The
Department of Agriculture is expected to be a primary program partner.

Pililla Pineapple Wine

5.3 Coastal Area Development. This initiative envisions the socio-economic uplift of
fisher folks, infrastructure development in
the municipal coastal zone and generation
of new commercial activities in the coastal
area. This will also entail the transfer of
informal settlers to safer areas.

50
An initial project under the program is construction of a boulevard along the coast.

Pililla Coastal Area

5.4 Eco-Tourism Development and

Promotion. In recognition that tourism is a pillar of local development and that Pililla is a
leading tourist destination in the province, the program will strengthen the municipality’s
portfolio of eco-tourism sites including the amenities and facilities that make a visit a
worthwhile unique experience. Adventure activities in Mt. Sembrano will be the latest
addition to the list of eco-tourism projects under the program.

Mt. Sembrano (Malaya, Pililla)

5.5 Commercial Area Development. A section of the municipality will be allotted for a
commercial complex.
It is envisioned to be
a venue for social
activities and
gatherings among the
Pililla residents.

Metro Manila-based
food outlets and
shops will be a major
attraction. Local
entrepreneurs will
also be able to
showcase their
Pililla Commercial Area (Poblacion)
products in the commercial area.

51
 5.6 Agri-Industrial Development. An industrial zone will be established to host post-
harvest facilities that will process farm produce and raw materials in and around Pililla.
Power will be provided by Malaya Power Plant and inbound and outbound shipment of
goods will be facilitated by the construction of a wharf in Laguna Lake.
The proposed industrial
zone aims to generate
substantial local
investment while
creating jobs,
encouraging skills and
technology transfer, and
promoting the
development of small,
medium and micro-
enterprises.

Pililla Poultry Processing Plant

5.7 New Residential Housing Development.

Developers of exclusive subdivisions and housing units are already fast tracking
developments in the municipality. The LGU intends to launch a parallel housing program
for middle to low income families. The program will address backlogs in local demand
for housing and will accommodate transferees/relocatees from other areas provided they
satisfy the requirements of the program.

VI. PROPOSED NEW DEVELOPMENT PROJECTS AND

PROGRAMS

52
6.1 New Development Programs

6.1 Pililla Upland Tourism Enhancement. The program will help improve
current activities to entice more visitors to the attractions in the upland region of the
municipality especially around Mount Sembrano in Barangay Malaya and the
windmills in Barangay Halayhayin. It will include provision of necessary assistance
services and facilities to make each visit a worthwhile experience. An intensified
promotional campaign will also be launched to give potential tourists an appreciation
of what’s in store in the upland on top of the regular scenic sites in other places in the
municipality.

6.2 Farm-To-Market Roads Network Development and Improvement. This

program seeks to enhance the existing network of farm-to-market roads as well as
develop new ones not only to expedite the delivery to goods and services in and out of
the barangays but also to help decongest urbanizing sections of the municipality
serving as alternative routes to and from these growth centers. Priority targets of the
program are the designated agricultural zones and existing farm-to-market roads in
need of rehabilitation.

6.3 Sustainable Livelihood Program. The main objectives of the Program are to
create new revenue streams for the municipality and address poverty by raising
household income. This will be complemented by small post-harvest facilities to be
established particularly in palay-growing sections of the municipality. It will also
include the entry of large commercial establishments.
A second component, the Sustainable Livelihood Sub-Program, will support the
poorer households with training, financing and marketing services, as needed, to start
and grow their own income-generating livelihood activities.
6.4 New Infrastructure Development. Aside from the regular maintenance and
improvement of roads, this program focuses on new infrastructure that will rise such
as the new public market, the terminal center, the wharf in Niogan and Wawa and the
fish port in Quisao and Wawa which are initiatives to raise the profile of Pililla as a
one-stop center in fisheries resources. It supplements a separate Coastal Resources
Development Program.

6.5 Strengthening of Public Institutions. The Program covers on-going

infrastructure improvements and future developments in government institutions such
as the construction of the Municipal Hall of Justice and the PNP Command Center in
the Municipal Hall compound, construction of Provincial Hospital Annex at Brgy
Halayhayin, the envisioned Pililla Sports Complex as well as the computerization of
municipal transactions. Its overarching aims are to modernize public institutions and
to present a better image to the general public.

6.6 Urban Expansion. Creeping congestion in the growth centers of Pililla will
demand the provision of new alternative sites where the next generation of residents

53
and newcomers alike can prosper in a more livable, stress-free environment. The
expansion areas will be conceptualized as planned communities or townships where
the minimum standards for housing and facilities and services will be provided prior
to habitation by qualified homeowners.

6.7 Roads Improvement and Expansion. The Program will look into ways to
extend streets that are prone to congestion, aside from the regular maintenance work
on them. Another component of the Program is the installation of traffic signages,
warning signs and beautification of landmarks along the road such as the boundary
between growth centers of the municipality.

6.8 Alternative Energy Strengthening Program. This refers to present and

future developments in the renewable energy corridor of Pililla presently
characterized by the ubiquitous, tourist-drawing windmills. This will be limited to
alternative energy-generation projects that may eventually include solar and hydro
power. Special restrictions will be made on access and use of land covered by the
zone while allowing some leeway to tourism-related services such as restaurants and
souvenir centers.

6.9 Sustainable Agriculture Development Program. In the era of climate

change and today’s call for food security, the Program will draw on and share with the
farmers’ effective climate change adaptation measures that are also consistent with
ensuring food security. The concerned department will engage the services of DA
advisers and Climate Change Commission experts in cooperation with the farming
community.

6.10 Aqua-Industrial Post-harvest Development Program. In parallel with the

agro-based post-harvest facilities program, this Program will set up post-harvest
facilities for catch from Laguna Lake and the type of enterprises to be assisted will
range from establishment of cold storage plants to technology-based preservation of
the catch.

6.11 Ecological Preservation Area Development. Most ecological assets of the

municipality are in the upland region. To avert the adverse impacts of climate change
to the municipal ecology, the Program will implement projects and activities designed
to prevent the risks of erosion, landslides and flooding in the lowlands. Reforestation
and deputation of forest watchers and rangers will also be pursued.

6.12 Environmental Protection and Management. Poultry and piggery farms in

the municipality are periodically prone to odor and solid waste pollution. It has
become a difficult issue between the farm owners and the residents of the communities
around them.

54
 The Program will sponsor the introduction of a waste-to-energy facility with a proven
track record of reducing the problems with odor and solid waste while generating
renewable power for use by the farms.

6.13 Coastal Resources Development. The Program will entail sustainable

management and conservation of resources along Laguna de Bay while continuing to
provide regular income for the fishing community. It will go beyond support for
sustainable fishing to the adoption of appropriate practices that minimize the effects of
climate change on the lakeshore area.

6.14 High Value Crops Development. As its OTOP, pineapple from Pililla has
gained national recognition as one of the best and sweetest varieties in the country.
Under the High Value Crops Development Program, lessons learned from growing
pineapples can be transferred to other farming areas of the municipality or in
successfully raising other high value agricultural products.

6.15 Comprehensive Tourism Development. The Program seeks to sustain

tourist interest in Pililla’s new attractions, the windmills, and the traditional sites that
appear to have seasonal popularity as well as recent finds such as the untried adventure
experience in the upland region. It will cover improvements of access to all of the sites
and a heightened awareness campaign through both conventional media and the online
world. Aside from easy and convenient access, priority projects will be
accommodations, restaurants and pasalubong centers in the more notable tourist sites.

6.16 Woodland Preservation Area. The Program will regulate entry, access and
activities that may be undertaken in the designated woodland preservation areas.
Program implementers will principally supervise and manage all human activities in
the area such as approved construction of facilities, aside from the regular
responsibilities of monitoring the implementation of conservation plans and
responding to fire and similar threats to the woodland resources.

6.17 Gateway Access Enhancement Program. The Program covers putting up

road signs (green directional signages), enough lighting, welcoming arc and widening
of access roads to different tourist spots in Pililla. This program will enhance
accessibility of people wanting to visit different area of attractions in the municipality.

6.2 Initial Proposed Projects

1) Construction of 1-km Yakat - Bulo-Bulo Blvd. which the Mayor is very

interested in pursuing in Barangay Quisao, from Batuhan to Bulo-Bulo.

55
2) Construction of Reformation &Rehabilitation Center in Mahabang Sapa or
near Kawayan Farm.
3) Construction of Municipal Hall of Justice at Municipal Hall Compound.
4) Construction of PNP Command Center at Municipal Hall Compound.
5) Redevelopment of Pililla Oval, including children’s playground and Senior
Citizen Gymnasium with provision for chess, pingpong, etc.
6) Construction of LTO Satellite Office at the back of public market. (Documents
being prepared, for approval by LTO Region IV in Lipa City.)
7) Construction of riprap and rehabilitation along Pililla River at Barangay
Imatong and Wawa. (Request filed with the DPWH)
8) Construction of Municipal Training Center (needed venue for workshops,
seminars)
9) Construction of Provincial Hospital Annex at Brgy. Halayhayin.
10) Construction and rehabilitation of Pililla public market.
11) Construction of Pililla Sports Complex. (Planning stage since Mayor wants it
to be comprehensive like the Binangonan Recreation Center)
12) Special Education Center in Barangay Bagumbayan.
13) Construction of Pililla Terminal Center in Barangay Bagumbayan.
14) Land Development of Terminal Central in front of public market.
15) Construction of fish port and lighthouse in Brgy Bagumbayan, from Kalipi
Road to the lake.
16) Extension of fish port at Brgy Quisao.
17) Construction of cold storage and ice plant at Barangay Bagumbayan, being
worked out with BFAR, Dept. of Agriculture.
18) Construction of ice plant at Barangay Bagumbayan, being worked out with
BFAR, Dept. of Agriculture (DA)
19) Extension and concreting of wharf at Barangay Niogan.
20) Private Sector Plans: Construction of Alternergy Pililla Wind Farm Project,
Phase 2 covering Sitio Bugarin, Barangay Halayhayin, Quisao, Niogan and
Malaya.
21) Mapping and development of Bagsakan Center (at Halayhayin or near the
public market)
22) Construction of solar power plant at Sitio Bugarin. (Potential investors already
checking out the site)

56
 23) Construction of solar power plant at Barangay Quisao and Niogan, also at
Sitio Mahabang Sapa (Potential investors already checking out the sites)
24) Construction of pump storage hydropower project at Quisao (Investor
inquiries being made)
25) Construction of solar power plant at Barangay Hulo near Sitio Lipat-lipat.
26) Construction and development of 100-ha. Fil-Estate Farm lots in Sitio
Mahabang Sapa, Halayhayin
27) Construction of 15-ha. Socialized Housing Subd. at Sitio Malihim.
28) Construction of subdivision by Prime Realty Dev’t Corp. at Sitio Bugarin near
Wind Farm.
29) Construction of 40-ha. farm at Sitio Bugarin. (Contingent with MWSS project
to develop a water source near the area)
30) Construction of 40-ha. Sta Lucia farm lot subd. in Sitio Mahabang Sapa.
31) Construction of 20-ha. housing subdivision at Sitio Marita, Halayhayin.
32) Construction of housing subdivision at Sitio Bersana, Halayhayin,
implementation pending availability of water.
33) Proposed construction of Pililla Town Center with Save More as its most
prominent tenant, to rise in front of Municipal Park and URS (under
discussion)
34) Proposed construction of 7-11 Convenience Store (Almost complete near
plaza)
35) Proposed construction of Commercial Bank near the plaza.
36) Tourist Assistance Center (along Manila-East Road) near URS (University of
Rizal System.
37) Fislanding Center Project (Halayhayin)
38) Botanical Garden Project (Bugarin, Halayhayin)
39) Proposed Pililla Hospital (Hulo)
40) Proposed Memorial Park (Halayhayin)

FUNDING SOURCES

The Local Government Code (LGC) of 1991 introduced a paradigm shift in local
government units by declaring "that the territorial and political subdivisions of the
State shall enjoy genuine and meaningful local autonomy to enable them to attain

57
their fullest development as self-reliant communities and make them more effective
partners in the attainment of national goals. Toward this end, the State shall provide
for a more responsive and accountable local government structure instituted through a
system of decentralization whereby local government units shall be given more
powers, authority, responsibilities, and resources.”

To carry out their new responsibilities, the LGUs receives a regular share from the
National Government’s income in addition to the locally-generated funds and other
external revenues, as enumerated below:

1. Internal Revenue Allotment (IRA)

Through the Internal Revenue Allotment (IRA), the LGUs were to receive 40 percent
of the internal revenue taxes collected by the National Government. The IRA is to be
released automatically and directly to the LGUs. The LGUs are mandated by the LGC
to spend no less than 20 percent of the IRA for development projects. LGUs are
enjoined to submit their local development plans to the DILG. [Per Book II, Title
Three, Chapter 1, Sections 284 to 288 of the LGC]

2. LGU Shares in National Wealth and Other Taxes

LGUs were to have an equitable share in the proceeds derived by the National
Government and any of its agencies and corporations from the utilization and
development of the national wealth within their locality including those from mining
taxes, royalties, forestry and fishery charges. [Per Book II, Title Three, Chapter 2,
Sections 289 to 294 of the LGC]

3. Local Tax and Non-Tax Revenues

Municipalities and cities may impose taxes on businesses; fees for sealing and
licensing of weights and measures; and fishery rentals, fees or charges. Barangays
may impose taxes on small businesses; application fees for barangay clearance; user
fees for barangay-owned properties or service facilities; and fees and charges on
cockfighting-related activities, recreation facilities which charge admission fees, and
billboards, signboards and other outdoor advertisements. [Per Book II, Title One,
Chapters 1 and 2, Sections 128 to 152 of the LGC]

A province or city may levy and collect an annual tax of one percent on the assessed
value of real property, which shall be in addition to the basic real property tax, for the
Special Education Fund. A province or city may also impose an additional five
percent tax on idle lands. A province, city or municipality may also impose a special
levy on lands inside its area of jurisdiction that are benefited by public works projects
or improvements funded by it. [Per Book II, Title Two, Chapters 1 to 8, Sections 197
to 283 of the LGC.]

LGUs were also given the power to raise non-tax revenues. They may collect
reasonable fees and charges for services that they render. They may fix tariff rates for
the public utilities that they own and operate within their jurisdiction. They may

58
charge toll fees for the use of public roads, bridges, waterways, piers or
telecommunication systems funded and constructed by them. Cities and municipalities
may also levy a community tax. [Per Sections 153 to 164 of the LGC]

4. Loans and Grants

LGUs were also allowed to accept donations directly from donors, without prior
approval of the National Government. They are required only to report this to both
houses of Congress and the President. [Per Section 23 of the LGC]

The LGC also gave LGUs the power to create indebtedness and to avail of credit
facilities to finance local infrastructure and other socio-economic development
projects in accordance with the approved local development plan and public
investment program. LGUs may contract loans from any government or domestic
private bank and other lending institutions to finance the construction, expansion,
operation or maintenance of public facilities, infrastructure facilities, housing projects,
acquisition of real property and implementation of other capital investment projects as
well as agricultural, industrial, commercial, livelihood projects, and other economic
enterprises.

Subject to the rules and regulations of the central bank and Securities and Exchange
Commission, provinces, cities and municipalities are authorized to issue bonds,
debentures, notes and other obligations to finance self-liquidating, income-producing
development or livelihood projects. The proceeds of loans contracted or grants
secured by the National Government with foreign financial institutions or other
international funding agencies may be relent to any LGU for the construction,
expansion, operation or maintenance of public utilities and facilities, infrastructure
facilities, housing projects, acquisition of real property, and implementation of other
capital investment projects. LGUs may also enter into contracts with private
individual contractors for the financing, construction, operation, and maintenance of
any financially viable infrastructure facilities under the build-operate-transfer (BOT)
scheme subject to the provisions of R.A. 6957. [Per Book II, Title Four, Sections 295
to 303 of the LGC]

Provinces, cities and municipalities may extend loans, grants or subsidies to other
LGUs in amounts not exceeding their surplus funds. LGUs may also jointly or
severally contract loans, credits, and other forms of indebtedness for purposes
mutually beneficial to them. LGUs may, through appropriate ordinances, group
themselves, consolidate, or coordinate their efforts, services and resources for
purposes commonly beneficial to them. In support of such undertakings, the LGUs
involved may contribute funds, real estate, equipment and other kinds of property and
appoint or assign personnel as may be agreed upon by the concerned LGUs through
Memoranda of Agreement. [Per Sections 300 and 33 of the LGC]

Source: LOCAL GOVERNMENT FINANCING AND FISCAL MANAGEMENT: A

Position Paper of Local Governments on the Rationalization Program of the National
Government in Support of Local Government Financing and Fiscal Management,
October 17, 2015. Retrieved from:
http://www.pdf.ph/downloads/decentralization/DraftPositionPaper_EO_444_LCP.pdf

59
CLUP and ZONING IMPLEMENTATION STRATEGY

The Local Government Code of 1991 (RA 7160) has provided legal instruments or
tools that LGUs can adopt in the implementation of their Comprehensive Land Use
Plan (CLUP). The Zoning Ordinance is one of the most common or the principal land
use regulatory instrument that cities and municipalities adopt to implement the policies
embodied in their respective CLUPs.

1. Review the organizational structure, staff composition and responsible offices in

the Local Government Unit (LGU) vis-à-vis the requirements to ensure the
effective implementation of the CLUP and the Zoning Ordinance.

a) For the following local government offices, the use of CLUP and ZO are for the
following general purposes:

i. Municipal Planning and Development Office (MPDO)

 As decision-making tool and fundamental land use policy and regulatory

framework in land use change management; reference to guide public and
private investments and projects within the Municipality;
 As main reference in regulating and controlling human activities and physical
developments in all areas within the boundaries of the Municipality;
 As basis for scheduling implementation of identified physical development
programs and projects to carry out the CLUP within a fifteen (15) year
timeframe beginning 2017.
 The Zoning Administrator shall use this as a main reference to
evaluate/approve locational clearance and issue building permits.

ii. Municipal Engineering Office

 As main reference in the implementation of various infrastructure programs

and projects;
 As reference to carry out or set in motion the preparation of feasibility and/or
technical due diligence reports prior to the implementation of some key
infrastructure project.

iii. Municipal Assessor’s Office

 As reference for assessment and valuation of land within the Municipality.

iv. Municipal Disaster Risk Reduction Management Office (MDRRMO)

 As main reference to implement DRR policies and intervention measures as

mandated by RA 10121.

b) Creation/Reactivation of Special Bodies such as:

i. Municipal Development Council – composed of multi-sectoral

representatives created to ensure an effective partnership in implementing the

60
 policies, programs and projects in the designated development areas/zones
identified both in the CLUP and ZO.

ii. Local Housing Board – composed of representatives of the local

government unit, private sector and informal settlers association created to
manage the housing program of the Municipality based on the Housing Sector
Plan and CLUP and ZO.

iii. Citizen Participation Committee – a multi-sectoral committee established

to ensure the active participation of community in governance including
CLUP implementation.

c) Activation of the following functions or positions as provided for in the Zoning

Ordinance (ZO):

i. Local Zoning Officer

ii. Local Zoning Board of Appeals
iii. Local Zoning Review Committee

Membership, functions and duties of the aforementioned entities or units shall

be based on the approved Zoning Ordinance (ZO).

d) Establishment of a permitting system to govern land and water use development

regulations consistent with and in compliance with the approved CLUP and ZO:

 Locational clearance of development projects

 Building permits
 Business permits
 Local Revenue Assessment
 Environmental clearance
 Development permits for subdivision

e) Assessment of applications for development permits and management schemes

with the following intent:

 Conformity of all physical development projects with approved CLUP and

Zoning Ordinance; comply with regulations on, among others, permissible
uses, setbacks, open space requirements, area regulations, documentary
requirements,etc.;
 Determine whether a proposed development project is a permitted or allowable
use within the zone where the project is located or will affect, or a possible
variance within the zone applied for;
 Use Zoning Regulations and guidelines in assessing all land development
and/or physical development projects regardless of funding source.

2. Investment Programs

 Establishment of key development areas to spur income-generating activities

for, among others, retail, commercial, and industrial land uses

61
  Construction and improvement of infrastructure, communication facilities, and
utilities in the growth corridors and growth areas
 Establishment of eco-tourism and agri-tourism areas
 Reforestation of mangrove areas
 Dredging and widening of major rivers to improve its tourism function
 Enhancement and expansion of agriculture, including the strengthening of the
nipa industry
 Establishment of agri-industrial processing uses (near the fish port)
 Protection of the coast from encroachment and development of some areas for
tourism and recreational uses
 Introduction of mitigating and adaptive measures in areas that are prone to
hazard

3. Information, Education and Communication (IEC) Plan/Advocacy

 Conduct of public hearings for the dissemination of the CLUP and ZO and to
generate feedback to further enhance them.
 Dissemination of highlights and key features of the proposed CLUP and ZO
through brochures and flyers to generate and broaden interest and appreciation
of the CLUP and ZO.
 Posting of approved CLUP and Zoning Maps in strategic public buildings and
areas of the Municipality.
 Conduct of orientation meetings involving community stakeholders which
include representatives from the business sector, NGOs/POs, civic society,
among others to involve the public in the refinement of the CLUP and ZO.
 Posting of the approved CLUP and ZO in the official website of the
Municipality.

4. Strengthening of intra-LGU coordination and operations to promote the benefits of

sound CLUP and ZO implementation

 Revenue and Fiscal Incentives

 Land Value Assessment which provides tax incentives for developers to invest
in high growth areas or areas with high market values
 Permits, Licensing and Fees Systems
 Other LGU imposed fees (impact fees, development fees for residential,
industrial, and commercial uses)
 Regulatory Mechanisms
 Creation of citizen’s watchdog bodies, conduct of consultation prior to any
major changes in the CLUP/ZO, prioritization and rationalization of CDP,
allocation of services/infrastructure to targeted development areas or
constituents and adaptation of local environmental codes and building codes,
among others.

5. Monitoring Review and Evaluation

Monitoring and evaluation phase is a vital component in the overall development

planning process where project implementation activities should be monitored
systematically across the planning horizon of fifteen (15) years. Results of plan monitoring
shall be reported to the Office of the Mayor for official action/dispensation.

62
a. The CLUP

The CLUP shall be monitored every end of the calendar year of its implementation.
Any recommendation shall be reported to the Office of the Mayor for official action/
dispensation.

The LGU shall formulate a monitoring tool which will serve as a guide indicating or
identifying portions of the Plan that need to be adjusted, amended, or updated. Key
personnel of the LGU responsible for CLUP monitoring and evaluation include,
among others:

i. Municipal Local Government Operation’s Officer (MLGOO) as the Chairman

ii. Department Heads of the LGU
iii. SP Members designated by the Municipal Mayor
iv. Liga President and Punong Barangays designated by the Municipal Mayor
v. Three (3) NGO Representatives

b. The Comprehensive Development Plan of the Municipality (CDP)

The CDP and its implementing tool, the Local Development Investment Program
(LDIP) shall be monitored every end of the calendar year. Implementation status of
programs, projects and activities (PPAs) and corresponding recommendations for
action shall be reported to the Office of the Mayor for official executive and/or
legislative action. Recommendations shall be indicated in the monitoring report for
executive and/or legislative action. Key personnel responsible for monitoring and
evaluation of the CDP and LDIP include, among others:

i. Municipal Local Government Operations Officer (MLGOO) as the Chairman

Members:
ii. All Department Heads
iii. Two (2) NGO representatives
iv. Liga President
v. Three (3) Punong Barangays representing the General Services,
Economic and Social Sectors in the Municipal Development Council

c. Land Taxes

Aside from the Zoning Ordinance that embodies land regulations relative to land uses,
the local government is also mandated to exercise its taxing powers as well as its
power of eminent domain in dealing with its constituents who are private property
owners. The LGU can directly venture into infrastructure projects or any public
investments, for that matter, that would influence the private sector to invest into the
Municipality.

c.1 Real Property Tax

The real property tax and the special levies on land (e.g. special education fund and
idle land tax) are the more commonly and extensively used tax mode for revenue

63
raising purposes. When properly exercised and utilized, these real property
impositions can be effective planning and regulatory instruments.

c.2 Tax on Idle Lands

Section 236-239 of the Local Government Code of 1991 (RA 7160) provides for an
additional 5% tax on the assessed value of idle lands. The reason behind the
imposition of taxes on idle lands is the promotion of an efficient and optimum
utilization of land for the benefit of the greater number of the community. Another
reason for this is to control the practice of speculative land holdings. For the local
government concerned, the more important reason for the imposition of this idle land
tax is the prospect of getting a higher tax assessment and revenues on lands with
structures and other improvements when these idle lands become productive. This tax
on idle land can be one essential regulatory tool that can be considered if Pililia wants
to pursue additional revenues for its development programs.

For planning purposes, the idle land tax can be an effective tool to intensify
development in unproductive lands. It can likewise serve as catalyst to effect
development in the desired development areas of the municipality based on the
preferred spatial strategy or urban morphology embodied in the CLUP. Thus, the idle
land tax can be imposed on idle and under-utilized lots in the built-up are to achieve
this purpose.

64
VII. SOLID WASTE MANAGEMENT PLAN

PILILLA Rizal’s Solid Waste vision

Statement

By the end of 2020, Pililla, Rizal will be a place that

ensures public health, safety and protection of its people
and the environment; an institution which manifests and
implements proper and sustainable solid waste
management system by environmentally-friendly citizens
who will carry out and continue to ACT as excellent
managers of solid wastes.

7.1 Institutional Arrangements

Department of Environment and Natural Resources - DENR is the primary

government agency that regulates the implementation of environmental programs,
laws and policies. It coordinates with different government agencies, local
government units (LGUs) and private sectors involved in environmental management
and protection to ensure the efficient implementation of environmental projects and
activities.

DENR serves as the mother unit for the Municipal ENRO in pursuit of an effective
environmental management practices in the municipality. Through the Provincial
Environment and Natural Resources Office (PENRO) and the Community
Environment and Natural Resources Office (CENRO), DENR is providing the
Municipal ENRO various trainings and seminars to uplift the knowledge and skills of
the Municipal ENRO staff to effectively implement environmental programs that
include solid waste management.

Municipal Mayor’s Office - is responsible for providing various environmental

services thru its Municipal ENRO. It also provides the Municipal ENRO all the
assistance that it needs. All SWM related programs and events are under the guidance
of this office.

The Health and Sanitation Department - Is responsible for the collection and
disposal of solid waste. The Health and Sanitation Department is responsible in
collection, removal and disposal of solid waste from all types of sources.

65
Sangguniang Bayan - This Office serves as the legislative support for policy
interventions in relation to all SWM programs to be implemented in the Municipality
of Pililla.

General Services Office – Initiate plans and programs related to the department’s
procurement, property management, engineering maintenance and other general
administrative services and ensures effective implementation thereof and compliance
with government regulations and standards.

Municipal Environment and Natural Resources Office. The Municipal ENRO is

the single environmental government entity responsible for the execution of all SWM
programs and activities of the Municipality. It coordinates with different departments,
units, sectors, and stakeholders in the implementation of various SWM projects.

Solid Waste Officer - Is the technical head of the department who works closely with
the internal and external management structure to monitor the day-to-day operations
in the field as well as carry out other administrative and managerial functions related
to SWM.

IEC - Taking steps to communicate to the citizen, to equip them on proper waste
disposal and the effect of disobeying rules and regulations.

Barangays - All the 9 barangays in the Municipality of Pililla act as the Municipal
ENRO’s partner in the implementation of SWM projects through the initiatives of
their respective Solid Waste Management Committees.

Municipal Engineering Office - This office is responsible for the design and
construction of SWM facilities essential for the success of SWM programs.

Municipal Agriculture Office - The Agriculture Office campaign in organic farming

promotes the re-use of biodegradable wastes in the Municipality that lessen the
amount of biodegradable wastes to be collected and thus, lower the hauling cost for
wastes.

Municipal Planning and Development Office – acts as the planning partner of the
Municipal ENRO in coming up with developmental SWM strategies in the
municipality.

Private Junkshops – eight (8) junkshops act as barangay MRFs for their recyclable
wastes. They are also responsible in monitoring and reporting to the BSWMCs.

66
 7.2 Inventory of Equipment and Staff

At present, the following are the equipment being used by the municipality to implement
various SWM activities:

COLLECTION and OTHER SWM ACTIVITIES

QTY. EQUIPMENT CAP. CONDITION REMARKS REPAIRED

2 Garbage Trucks 5 cu. M Good Municipal YES

1 Garbage Trucks 5 cu. M Good Brgy. Hulo YES

1 Garbage Trucks 5 cu. M Good Brgy. Niogan YES
1 Garbage Trucks 5 cu. M Good Brgy. Malaya YES
1 Garbage Trucks 5 cu. M Good Brgy. Quisao YES
1 Pay Loader Good Municipal NO

1 Back Hoe Good Municipal NO

1 Multi Cab – Service 4 seater Good Municipal YES

Vehicle

At present, a total of 31 personnel perform specific SWM tasks:

PERSONNEL POSITION

1 Sanitary Officer
1 MENRO OFFICER
15 JOB ORDERS (perform IEC, inspection and
other office tasks)
2 DUMP TRUCK DRIVER
1 MINI DUMP TRUCK DRIVER
1 MULTI-CAB DRIVER
4 MINI-DUMP TRUCK DRIVER/BRGY. PAID
1 BACKHOE OPERATOR
1 PAY LOADER OPERATOR
2 MECHANIC
2 HELPER MECHANIC
31 TOTAL

As part of ensuring that MENRO staffs are fully equipped with the knowledge they need
to perform their functions, the LGU conducted several trainings:

67
 1. Orientation on RA 9003 and Municipal Ordinances (07 S 2011, 06 S 2011, 07 S
2014, 09 S 2011 and 07 S2006)
2. Seminar on Waste Analysis and Characterization Study
3. 10 Year Solid Waste Management Plan Writeshop

7.3 Source Reduction

Waste prevention is often given little importance by local government units. By

definition, source reduction is the process of elimination of waste before it is created. For
most occasions, this strategy is mistaken to be waste diversion. And LGU of Pililla has
fell victim to this confusion, that’s why for the longest time, SWM strategies of the LGU
has been focusing on merely collection and disposal.

Given this situation, at present, LGU of Pililla has few programs being implemented
relative to source reduction.

The LGU of Pililla through its Sangguniang Bayan Ordinance No. 07 Series of 2011 or
An Ordinance Prohibiting the Use of Plastic Bags on Dry Goods, Regulating its
Utilization on Wet Goods and Prohibiting the Use of Styrofoams / Styrophor in the
Municipality of Pililla and Prescribing the Penalties Thereof. This ordinance was enacted
last August 10, 2011.

Relevant to this, people of Pililla are encouraged to use re-usable or eco-bags, bayongs
and paper bags as an alternative to plastic bags.

Establishments are also encouraged to use environmentally accepted materials for

packaging of their products. Likewise, prohibits the selling of plastic bags and
styrofoams.

Food establishments are also encouraged to use washable kitchen wares instead of the
disposable ones.

Source reduction is deemed as an important part of proper SWM program, and as such,
the LGU intends to intensify on its IEC focusing more in this aspect to maximize a wider
range of stakeholders’ participation.

68
 7.4 Collection

The LGU of Pililla is responsible for its waste collection. Wastes being collected are then
transported to its final disposal site: the Morong Engineered Sanitary Landfill Facility.

The table below shows the collection schedule of the municipality:

Truck No. Monday Tuesday Wednesday Thursday Friday

Bio Waste / Bio Waste / Bio Waste /

1 Residual waste Residual waste Residual
waste
(Segregated (Segregated
Collection) Collection) (Segregated
Collection)

2 Special
Waste/Hazardous Recyclable Recyclable
waste

(Segregated (Segregated (Segregated

Collection) Collection) Collection)

The entire municipality is being serviced by the municipal garbage trucks on the day/s
indicated above.

Considering the land area of Pililla, the LGU opted not to source or employ services of
any private collection service provider.

7.5 Transfer

At present, there are no existing transfer stations in the municipality. All Bio, residual
and hazardous wastes are being transported directly to the Morong Engineered Sanitary
Landfill Facility while proceeds from the collected recyclables benefit the volunteer
waste collectors.

7.6 Processing Facilities

The LGU of Pililla has no processing facility as of the writing of this plan. All wastes
collected by the municipal garbage trucks are transported directly to the Morong
Engineered Sanitary Landfill except recyclables. Collected recyclable wastes are being

69
sold and the sales are given to the volunteer municipal garbage collectors equally.
Meanwhile, the MESLF is uses its facility to process the municipality’s Bio wastes
(composting), and good residual.

7.7 Final Disposal

Previously, the LGU have an open dumpsite located in Sitio Bugarin, Barangay
Halayhayin, Pililla Rizal. But due to administrative warnings received by the LGU from
DENR Region IV-A, the LGU initiated the closure of the said disposal facility and
presented a closure plan to the regional office in 2014

At present, the LGU of Pililla has an existing Memorandum of Agreement with Basic
Environmental System and Technologies, Inc., the owner, builder and manager of the
Morong Engineered Sanitary Landfill Facility.

The agreement constitutes that the LGU can utilize the MESLF as its final disposal site
for its residual wastes.

The LGU shall pay the MESLF the amount of Php. 600.00 per ton of municipal solid
waste delivered to the facility as Tipping Fee.

7.8 Special Wastes

Households and establishments special wastes are being collected by the municipal
garbage truck, and are directly transported to the MESLF.

At present, it is estimated at 1.23 tons or 4.55% of Pililla’s daily waste generation.

7.9 Health Care Wastes

Healthcare wastes generated by the Municipal Health Center, and the nine (9) Barangay
Health Centers are being collected by Clean Haul Environmental Services, Inc. and are
being treated using the facility of Integrated Waste Management, Inc. (please refer to
attached MOA)

The Pililla Community Hospital (Rizal Provincial Hospital Annex) has a present contract
with the RHU for the transportation and disposal thru the service of CHEVALIER
Environmental Services for its healthcare wastes.

Based from the Hazardous Waste Collection Report, by CleanHaul Environmental

Services, Inc., the Municipal Health Office generates about one hundred (100) kilograms
of healthcare wastes every month. While the Pililla Community Hospital generates
around forty (40) kilograms every month.

70
 7.10 Market for Recyclables

At present, the municipality depends on its junkshops for the marketing of its recyclable
wastes. No other business establishments market the municipality’s recyclables.

About 2,867.70 kgs. of recyclables are being collected by the junkshops daily. Table
below illustrates the list of accredited junkshops in the municipality with the types of
recyclable they accept with corresponding percentage share of each type of materials.

TYPES OF RECYCLABLES

ALUMINUM
PLASTICS

CARTONS
BOTTLES

BOTTLES
METALS

WASTES

SCRAPS
TANZO

TOTAL
PAPER
GLASS

ELEC.
YERO
LATA
PET

JUNKSHOP
NO.
NAMES

kg
kgs. kgs. kgs. kgs. kgs. kgs. kgs. kgs. kgs. kgs. kgs. kgs.
s.
Derry's 25. 30. 15. 10. 30.
1 30.0 5.0 2.0 - - 50.0 197.0
Junkshop 0 0 0 0 0
Bernardo 30. 25. 15. 20. 18.
2 30.0 5.0 3.0 12.5 15.0 13.0 95.0 281.5
Paulete 0 0 0 0 0
ALN 45. 30. 85. 10.
3 45.0 2.0 2.0 5.0 15.0 - 5.0 - 244.0
Junkshop 0 0 0 0
ALZ
4 - 5.0 - 5.0 - - 5.0 - 5.0 - 10.0 10.0 40.0
Junkshop
RMC 10 50. 30. 10. 53. 45. 100.
5 30.0 3.5 2.0 10.0 - 433.5
Junkshop 0.0 0 0 0 0 0 0
Romy 50. 120 50. 200. 210 30. 300. 110. 1,201.
6 4.0 2.0 45.0 80.0
Arogones 0 .0 0 0 .0 0 0 0 0
Lyndon 95. 55. 31. 58. 55. 120.
7 28.0 8.0 3.7 5.0 12.0 - 470.7
Junkshop 0 0 0 0 0 0
34
315 226 368. 34. 16. 366 183 297. 322. 210. 185.0 2,867.
TOTAL 5.0
.00 .00 00 00 20 .00 .00 50 00 00 0 70
0
12. 10. 12.
7.8 12.8 1.1 0.5 6.3 10.3 11.2 7.32 6.45 100.00
03 98 76
8% 3% 9% 6% 8% 7% 3% % % %
% % %

* Please take note that as of the writing of this plan only seven (7) junkshops submitted their
data.

71
7.11 Information, Education and Communication Campaign

An effective IEC campaign can capacitate various stakeholders in Pililla. It can increase
the level of awareness, knowledge and commitment to various SWM programs presented
by the LGU.

The challenge is to come up with tailored yet realistic and practical IEC strategies that
can reach all levels of audience in the locality. At present, the LGU of Pililla Rizal is
conducting the following:

1.Postering and Flyering of SWM related materials

2.School and Community Based SWM Symposiums
3.Information dissemination of various Municipal Ordinances / Resolutions relevant
to SWM

The IEC targets the entirety of Pililla, focusing its core to the importance of segregation at
source and the 3 Rs: Reduce, Re-Use and Recycle.

7.12 Costs and Revenues

At present, the LGU of Pililla allocates a lump sum amount of Php. 2.05 M for its various
environmental programs including SWM. This amount excludes budget allocated for
personnel services amounting to Php. 972,000.00.

Assuming that there are very minimal if not no movements from the previous year’s
expenditures, a total amount of more or less Php 2 M was Pililla’s expenditure from the
previous year in addition to around Php 900,000 for personnel services.

A miniscule amount is collected as garbage fees from the previous year totalling to Php
431,000.00 that are incorporated in the fees assessed from business permits and licensing
applicants.

7.13 Key Issues

Key issues on SWM should be documented. If properly processed and addressed, these
issues are actually keys to improve the LGU’s quality of delivering SWM services.

The following are the issues forwarded by the SWM stakeholders through various
dialogues and consultations:

1. Improper waste disposal from community members

2. Non practice of segregation at source in some households and establishments
3. Lack of proper IEC mechanism for both municipal and barangays.
4. Lack of coordination between the MSWMB and BSWMC.
5. Lack of barangay MRFs
6. Garbage collections are sometimes missed, due to lack of personnel, scheme and
equipment.

72
 7. Stakeholders participation (discipline)

7.14 Waste Analysis and Characterization Study

The Waste Analysis and Characterization Study is a very important part of an effective 10
– Year Solid Waste Management Plan. The result of this study can be used as the basis
for effective and tailored SWM interventions that the LGU can provide.

The following are the results of the WACS conducted by the LGU of Pililla through the
assistance of SMEC last June 19 to 21, 2015.

73
 7.15 Disposed Waste

WACS RESULT in grams

RESIDUALS
SOURCES % Share KGS/day
BIO SPECIAL TOTAL
GOOD BAD TOT. RES.

RESIDENTIAL 114,507.43 41,943.01 45,616.40 87,559.41 1,959.33 204,026.18

% Share 41.97% 15.37% 16.72% 32.09% 0.72% 74.78%
76.71% 18,992.57
DWG based on % share
7,971.28 2,919.81 3,175.52 6,095.33 136.4 14,203.01

in kgs

COMMERCIAL 610,171.73 39,181.42 468,435.75 507,617.17 79,951.83 1,197,740.73

% Share 46.26% 2.97% 35.51% 38.48% 6.06% 90.80%
8.11% 2,007.73
DWG based on % share
928.69 59.63 712.97 772.6 121.69 1,822.98

in kgs

INSTITUTIONAL 48,284.40 9,577.05 10,779.35 20,356.40 6,411.60 75,052.40

1.52% 375.69
% Share 47.48% 9.42% 10.60% 20.02% 6.31% 73.81%
DWG based on % share
178.4 35.38 39.83 75.21 23.69 277.29
in kgs
INDUSTRIAL 143,317.00 134,173.00 43,314.00 177,487.00 13,320.00 334,124.00
% Share 34.35% 32.16% 10.38% 42.54% 3.19% 80.08%
3.37% 834.45
DWG based on % share
286.63 268.35 86.63 354.97 26.64 668.25
in kgs
OTHER SERVICES 64,350.05 17,660.85 18,991.38 36,652.23 2,978.73 103,981.01
% Share 49.04% 13.46% 14.47% 27.93% 2.27% 79.24%
4.01% 992.13
DWG based on % share
486.54 133.53 143.59 277.12 22.52 786.18
in kgs
AGRICULTURAL 103,448.48 41,796.00 24,364.13 66,160.13 7,492.50 177,101.10
% Share 46.53% 18.80% 10.96% 29.76% 3.37% 79.66%
6.29% 1,556.19
DWG based on % share
724.14 292.57 170.55 463.12 52.45 1,239.71
in kgs
TOTAL 1,084,079.08 284,331.33 611,501.01 895,832.33 112,114.00 2,092,025.41
% Share 43.99% 11.54% 24.81% 36.35% 4.55% 84.89%
100.00% 24,758.77
DWG based on % share
10,891.26 2,856.55 6,143.48 9,000.03 1,126.36 21,017.66
in kgs

Based on WACS results shown in the table presented above (also in attached Form 4.3), a
total of 21,017.66 kg per day or 7.671.44 tons per year are being disposed by the LGU

74
 (considering the present situation that only recyclable wastes are being diverted) from
major sources of wastes.

From the same table, residential source is rated as the biggest waste generator, followed
by commercial. Also, the table shows that on all sources, biodegradable waste has the
highest percentage followed by residual wastes (both good and bad).

7.16 Diverted Wastes

SOURCES % Share KGS/day

RECYCLABLES TOTAL

RESIDENTIAL 68,802.02 68,802.02

% Share 25.22% 25.22%
76.71% 18,992.57
DWG based on % share
in kgs 4,789.56 4,789.56
COMMERCIAL 121,389.81 121,389.81
% Share 9.20% 9.20%
8.11% 2,007.73
DWG based on % share
in kgs 184.76 184.76
INSTITUTIONAL 26,632.40 26,632.40
% Share 26.19% 26.19%
1.52% 375.69
DWG based on % share
in kgs 98.40 98.40
INDUSTRIAL 83,102.00 83,102.00
% Share 19.92% 19.92%
3.37% 834.45
DWG based on % share
in kgs 166.20 166.20
OTHER SERVICES 27,239.75 27,239.75
% Share 20.76% 20.76%
4.01% 992.13
DWG based on % share
in kgs 205.95 205.95
AGRICULTURAL 45,211.61 45,211.61
% Share 20.34% 20.34%
6.29% 1,556.19
DWG based on % share
in kgs 316.48 316.48
TOTAL 372,377.59 372,377.59
% Share 15.11% 15.11%
100.00% 24,758.77
DWG based on % share
in kgs 3,741.11 3,741.11

75
 Based from the table above, a total of 3,741.11 kgs. per day or 1,365.51 tons per year of
recyclables are being diverted (mainly through selling to junkshops).

7.17 Generated Waste

WACS RESULT in grams
SOURCES % Share KGS/day RECYCLA RESIDUALS
BIO SPECIAL TOTAL
BLES GOOD BAD TOT. RES.

RESIDENTIAL 114,507.43 68,802.02 41,943.01 45,616.40 87,559.41 1,959.33 272,828.19

% Share 41.97% 25.22% 15.37% 16.72% 32.09% 0.72% 100.00%

76.71% 18,992.57
DWG based on %
share 7,971.28 4,789.56 2,919.81 3,175.52 6,095.33 136.4 18,992.57

in kgs

COMMERCIAL 610,171.73 121,389.81 39,181.42 468,435.75 507,617.17 79,951.83 1,319,130.53

% Share 46.26% 9.20% 2.97% 35.51% 38.48% 6.06% 100.00%

8.11% 2,007.73
DWG based on %
share 928.69 184.76 59.63 712.97 772.6 121.69 2,007.73

in kgs

INSTITUTIONAL 48,284.40 26,632.40 9,577.05 10,779.35 20,356.40 6,411.60 101,684.80

% Share 47.48% 26.19% 9.42% 10.60% 20.02% 6.31% 100.00%

1.52% 375.69
DWG based on %
share 178.4 98.4 35.38 39.83 75.21 23.69 375.69

in kgs

INDUSTRIAL 143,317.00 83,102.00 134,173.00 43,314.00 177,487.00 13,320.00 417,226.00

% Share 34.35% 19.92% 32.16% 10.38% 42.54% 3.19% 100.00%

3.37% 834.45
DWG based on %
share 286.63 166.2 268.35 86.63 354.97 26.64 834.45

in kgs

OTHER SERVICES 64,350.05 27,239.75 17,660.85 18,991.38 36,652.23 2,978.73 131,220.76

% Share 49.04% 20.76% 13.46% 14.47% 27.93% 2.27% 100.00%

4.01% 992.13
DWG based on %
share 486.54 205.95 133.53 143.59 277.12 22.52 992.13

in kgs

AGRICULTURAL 103,448.48 45,211.61 41,796.00 24,364.13 66,160.13 7,492.50 222,312.71

% Share 46.53% 20.34% 18.80% 10.96% 29.76% 3.37% 100.00%

6.29% 1,556.19
DWG based on %
share 724.14 316.48 292.57 170.55 463.12 52.45 1,556.19

in kgs
TOTAL 1,084,079.08 372,377.59 284,331.33 611,501.01 895,832.33 112,114.00 2,464,403.00
% Share 43.99% 15.11% 11.54% 24.81% 36.35% 4.55% 100.00%

DWG based on % 100.00% 24,758.77

share 10,891.26 3,741.11 2,856.55 6,143.48 9,000.03 1,126.36 24,758.77

in kgs

76
 7.18 Projected Waste Generation

With the assumption that the LGU of Pililla will maintain a 0.40445035 kg as its per
capita, the table below shows that annual waste generation of the municipality based from
its projected growth in population with waste generation projection per barangay:

Projected Projected Projected Projected Projected

Name of WASTE WASTE WASTE WASTE
No. Population Population Population Population Population
Barangay
on 2016 on 2017 on 2018 on 2019 on 2020

GEN GEN GEN GEN

1 Bagumbayan 9,727 3,934.14 9,782 3,956.22 9,837 3,978.41 9,892 4,000.74 9,947

2 Halayhayin 8,024 3,245.27 8,069 3,263.48 8,114 3,281.79 8,160 3,300.20 8,206
3 Hulo 10,073 4,073.84 10,129 4,096.70 10,186 4,119.68 10,243 4,142.80 10,301
4 Imatong 995 402.36 1,000 404.62 1,006 406.89 1,012 409.18 1,017
5 Malaya 7,985 3,229.38 8,029 3,247.50 8,074 3,265.72 8,120 3,284.04 8,165
6 Niogan 4,785 1,935.28 4,812 1,946.14 4,839 1,957.06 4,866 1,968.04 4,893
7 Quisao 13,738 5,556.15 13,815 5,587.32 13,892 5,618.67 13,970 5,650.20 14,048
8 Wawa 1,699 687.2 1,709 691.05 1,718 694.93 1,728 698.83 1,738
9 Takungan 4,535 1,834.06 4,560 1,844.36 4,586 1,854.70 4,611 1,865.11 4,637
61,559 24,897.69 61,905 25,037.39 62,252 25,177.87 62,601 25,319.14 62,953

WASTE Projected WASTE Projected WASTE Projected WASTE Projected WASTE Projected WASTE
Name of
No. Population Population Population Population Population
Barangay
on 2021 on 2022 on 2023 on 2024 on 2025

GEN GEN GEN GEN GEN GEN

1 Bagumbayan 4,023.18 10,003 4,045.76 10,059 4,068.46 10,116 4,091.29 10,172 4,114.24 10,230 4,137.33

2 Halayhayin 3,318.72 8,252 3,337.34 8,298 3,356.07 8,344 3,374.90 8,391 3,393.83 8,438 3,412.88
3 Hulo 4,166.04 10,358 4,189.42 10,416 4,212.93 10,475 4,236.56 10,534 4,260.34 10,593 4,284.24
4 Imatong 411.47 1,023 413.78 1,029 416.1 1,035 418.44 1,040 420.78 1,046 423.15
5 Malaya 3,302.47 8,211 3,321.00 8,257 3,339.63 8,304 3,358.37 8,350 3,377.21 8,397 3,396.16
6 Niogan 1,979.08 4,921 1,990.19 4,948 2,001.36 4,976 2,012.59 5,004 2,023.88 5,032 2,035.23
7 Quisao 5,681.90 14,127 5,713.78 14,207 5,745.84 14,286 5,778.08 14,366 5,810.50 14,447 5,843.10
8 Wawa 702.75 1,747 706.7 1,757 710.66 1,767 714.65 1,777 718.66 1,787 722.69
9 Takungan 1,875.58 4,663 1,886.10 4,690 1,896.68 4,716 1,907.32 4,742 1,918.03 4,769 1,928.79
25,461.20 63,306 25,604.06 63,661 25,747.73 64,018 25,892.19 64,377 26,037.47 64,739 26,183.57

77
7.19 Conclusion

A total of 2,464.40 kilograms or 2.46 tons of wastes were derived from the WACS with a
total of 245 samples (195 from HH sources and 50 from NHH sources). It is projected
that Pililla Rizal generates a total of 24,758.77 kg. or 24.75 tons of wastes per day or
9,036.95 tons in a year. These data gives the LGU of Pililla 0.40445035 kg. as its per
capita waste generation.

76.81 % are from residential sources, 8.07 % are from commercial sources
(including the public market), 1.51% from institutional sources, 3.36% are from
industrial sources, 6.26 % are from agricultural and 3.99 % are from other sources
(various business types).

Through the study, it has been determined that 43.99 % are classified as biodegradable
wastes, 15.11 % are recyclables, a total of 36.35 % are classified as residuals(11.54%
of which have potential for diversion and 24.81% are for outright disposal) and only 4.55
% are classified as special wastes.

7.20 Plan Strategies

This section illustrates the desired outcomes of the entire SWM Plan.

7.20.1 Vision
LGU’s SWM vision: By the end of 2020, Pililla, Rizal will be a place that ensures
public health, safety and protection of its people and the environment; an institution
which manifests and implements proper and sustainable solid waste management
system by environmentally-friendly citizens who will carry out and continue to ACT
as excellent managers of solid wastes.
The plan is designed to create systematic and realistic strategies for all SWM
stakeholders that will ensure that the vision will be realized. The MSWMB will be
the driving force in the implementation of various SWM activities and programs as
well as on achieving the plan’s goals and targets.

7.20.2 Goals
 To provide a systematic and sustainable solid waste management program that
will enhance the living conditions of the Pilillians;
 To inform, create awareness and implement the proper storage, processing,
collecting and disposal of solid waste among its people.
 To address the Local Climate Change and address sustainability concerns.
Also provide financial support to improve their waste management under
various scheme and program.

78
7.21 Targets

7.21.1 Diversion Targets per Year

YEAR DIVERSION TARGET DISPOSAL TARGET

2016 59.00 % 41.00 %
2017 59.00 % 41.00 %
2018 62.00 % 38.00 %
2019 65.00 % 35.00 %
2020 70.00 % 30.00 %
2021 70.00 % 30.00 %
2022 70.00 % 30.00 %
2023 70.00 % 30.00 %
2024 70.00 % 30.00 %
2025 70.00 % 30.00 %
2026 70.00 % 30.00 %

In 2016, still with the absence of the Integrated Solid Waste Management Facility or
Eco Park (with MRF), the LGU will introduce alternative technologies to promote
diversion especially on bio wastes. By 2017, once the planned MRF is constructed it
can ensure that all bio wastes and recyclables can be addressed. 2018 and 2019, the
LGU will gradually address residuals with potential for diversion and by 2020, the
plan intends to have a facility complete with necessary equipment that can address
bio, recyclables and by then, the LGU expected that it already have a MOA with
CEMEX for the processing of all its residuals with potential for diversion.

7.22 Strategies

General Approach

7.22.1 Continue and Expand Partnerships with Private Sector and Other
Institutions

The Municipal Government of Pililla will continue its existing partnerships with
various private and institutions to ensure the effectiveness of its SWM programs. The
partnership with MESLF will be sustained to ensure that the LGU will have a proper
disposal site for its residuals. It will also encourage the barangays to continue its
partnership with different junkshops in the municipality.

The LGU is at present in the exploratory stage in terms of signing a MOA with
CEMEX for the processing of its residual wastes with potential for diversion.

Likewise, the LGU will encourage and welcome new partners like NGOs and
companies to adopt and actively participate in various SWM strategies such as waste
reduction, segregation and 3 Rs.

7.22.2 Introduction of Incentive Program

79
The LGU of Pililla will introduce different incentive programs to various stakeholders
that showed and and expressed its commitment in proper SWM. The incentive could
be in a form of monetary, certificate of recognitions and others. The program will
have different categories that will cater individuals, schools, barangays, government
offices, NGOs, businesses and many others. Rewards for this program will be from
the revenues generated from collected recyclables sold to junkshops, SWM products
sold by the LGU and/or other SWM activities that can generate funds.

7.22.3 Establishment of SWM Monitoring Scheme

The LGU through its MENRO will craft a monitoring scheme that can determine real
time data for SWM key performance indicators: Waste Diversion, Waste Disposal as
well as Waste Generation. This scheme can help the LGU track the progress of its
efforts based on the indicators in the plan.

7.22.4 Implementation and Enforcement of National and Local Laws

RA 9003 is the guiding principle of proper environmental management, thus, a keener

attention will be given into cascading its provisions to the community. The same
applies to local ordinances and resolutions that are related to SWM and environment
as a whole.

7.22.5 Maintain Openness on Appropriate Technologies / Strategies

The LGU will continue to explore the possibility in venturing to new SWM
technologies. The MSWMB and its MENRO will continue to participate in seminars,
workshops, conferences and other activities that can capacitate them with updated
information and alternative solutions to the present SWM issues facing the locality.

7.22.6 General Description of Coordination with Barangays

The LGU through the MSWMB will be faithful in the conduct of its quarterly
meetings. It will also focus on ensuring that barangays are well aware of SWM plans
and programs to be implemented.

The MSWMB will require the BSWMC to submit their annual SWM Action Plans to
ensure synchronicity and support. Likewise, BSWMC will be required to submit
monthly SWM accomplishment reports with focus on segregation at source and MRF.

7.22.7 General Description of Collection

The LGU of Pililla intends to remain responsible for the collection of its wastes within
the next ten (10) years. However, it also acknowledges the need for more garbage
trucks to achieve maximum waste collection efficiency, thus, the LGU plans to
purchase three (3) more garbage trucks for the duration of the ten (10) year planning
period. (See Chapter 11: Investment Cost)

80
 7.22.8 General Description of Disposal

The LGU of Pililla have an existing agreement with Basic Environmental Systems
and Technologies, Inc, the owner, builder and manager of the Morong Engineered
Sanitary Landfill Facility to serve as the final disposal site of Pililla’s residual wastes.
The LGU intends to maintain the same agreement for the duration of this plan.

7.23 Implementation Strategy

7.23.1 Framework

81
 7.23.2 Diversion Projections

The table below shows the Projected Waste Diversion Rate per year. The data were
based on the WACS result for 2016 projected population of 61,559 with a per capita
waste generation of 0.403924782 kg.

Projected Waste Diversion Rate per Year

Per Capita
Projected Daily waste
Waste Target Target
population generation Weight to be Target weight
generation Per waste waste
Year (1.09% based on diverted to disposal
day based on diversion disposal
Growth population (kg/day) (kg/day)
WACS (%) (%)
Rate) (kg/day)
(kg/day)

2016 0.4044504 61,559 24,897.69 59% 14,689.64 41% 10,208.05

2017 0.4044504 61,905 25,037.39 59% 14,772.06 41% 10,265.33
2018 0.4044504 62,252 25,177.87 62% 15,610.28 38% 9,567.59
2019 0.4044504 62,601 25,319.14 65% 16,457.44 35% 8,861.70
2020 0.4044504 62,953 25,461.20 70% 17,822.84 30% 7,638.36
2021 0.4044504 63,306 25,604.06 70% 17,922.84 30% 7,681.22
2022 0.4044504 63,661 25,747.73 70% 18,023.41 30% 7,724.32
2023 0.4044504 64,018 25,892.19 70% 18,124.54 30% 7,767.66
2024 0.4044504 64,377 26,037.47 70% 18,226.23 30% 7,811.24
2025 0.4044504 64,739 26,183.57 70% 18,328.50 30% 7,855.07

WACS

Re siduals
with
Ye ar Re siduals with
Biode gradable s Biode gradable s Re cyclable Re cyclable s pote ntial
pote ntial for dive rsions
% kgs/day s % kgs/day for
kgs/day
dive rsions
%

2016 44% 10,954.98 15% 3,734.65 0% -

2017 44% 11,016.45 15% 3,755.61 0% -
2018 44% 11,078.26 15% 3,776.68 3% 755.34
2019 44% 11,140.42 15% 3,797.87 6% 1,519.15
2020 44% 11,202.93 15% 3,819.18 11% 2,800.73
2021 44% 11,265.79 15% 3,840.61 11% 2,816.45
2022 44% 11,329.00 15% 3,862.16 11% 2,832.25
2023 44% 11,392.57 15% 3,883.83 11% 2,848.14
2024 44% 11,456.49 15% 3,905.62 11% 2,864.12
2025 44% 11,520.77 15% 3,927.53 11% 2,880.19

82
7.23.3 Monitoring Program

The MENRO is designated as the main agency to monitor all SWM programs and
data. They are responsible in report generation that later on needs to be submitted to
the MSWMB. Monitoring will be done regularly to ensure that every action taken is
in accordance to the provisions of this plan. MENRO is also responsible in
coordinating and overseeing the programs being implemented by SWM partners and
the barangays through their respective BSWMCs.

MENRO through the authority of MSWMB will create units under it to act as focal
points for various SWM interventions to be implemented: Collection, MRF, Transfer
station and IEC. These units are mandated to submit a monthly accomplishment
report to the MENRO of their respective divisions using the comprehensive KPI
monitoring sheet.

The MENRO will also ensure that regular site visitation is a part of their monitoring
strategy.

The MSWMB will monitor the overall performances during their regular monthly
meetings.

7.23.4 Incentive Programs

The LGU will launch incentive programs to sectors that promote excellent SWM
programs.

1. Recognitions and monetary incentives will be given to the Cleanest

Barangays in terms of lowest pcg waste generation based from their
population
2. Monetary incentives will also be given to schools with innovative
SWM programs (GROW, MRF etc).
3. Grants will be awarded to communities that practice proper SWM
(segregation at sources, waste diversion, 3Rs and the likes)
4. Recognitions to individuals and NGOs that show full commitment to
proper environmental management.

The LGU allotted substantial amount in its annual budget allocation to support this
incentive program as reflected in Chapter 11: Annual Investments.

83
 Municipality of Pililla – Ten Year SWM Plan (2016-2025)
INDICATOR BASELINE (2016) TEN YEAR PLAN REMARKS

Waste Waste diversion program
includes the
Diversion
implementation of:
•Intensive IEC
•composting projects
( promotion of backyard
composting in the
absence of MRF)
•Composting at the SLF
•recovery of recyclables
•Use of recyclables as
main raw materials in
various livelihood projects
•Segregated Collection
System
Activities to support waste diversion for the
ten year planning period to be implemented
all year round include:
•Strict implementation of ordinances
•Use of reusable bags
•MOA with CEMEX for the residuals with
potential for diversion
•Operationalization of central and barangay
MRFs
•Search for best Schools, Barangays &
Business Establishments
•Use of reusable containers and utensils
•Composting through MRF
•Continuous Recovery of recyclables
•Monitoring of performance of households,
commercial, institutional & business
establishments
•Intensive marketing of products made from
recyclables and good residuals.

Municipality of Pililla– Ten Year SWM Plan (2016-2025)

INDICATOR BASELINE TEN YEAR PLAN REMARKS
Recyclables generated by the Estimate Quantity of Recyclable Waste to • Although
Recyclable
Barangays be Diverted by Year Based on % wacs showed
Wastes composition from WACS. that
Recyclables is
Weight of 15.11% of
Weight of Recyclables
Year DWG, the
Year Recyclables for Diversion LGU opted to
(kgs/day) (kgs/day) target only
15% of
2016 3,729.80
2015 3,741.11 Recyclables
2017 3,750.73 for the
2018 3,771.77 duration of
2019 this plan.
3,792.94
2020 3,814.22
2021 3,835.62
2022 3,857.14
2023 3,878.78
2024 3,900.55
2025 3,922.43

Municipality of Pililla– Ten Year SWM Plan (2016-2025)

INDICATOR BASELINE (2016) TEN YEAR PLAN REMARKS

Waste Diversion continuation…

•By 2020 the LGU expects
the MRF’s full potential in
diverting bio-waste and
good residuals therefore a
70% diversion rate has
been targeted and will be
maintained within the
duration of the plan.

84
 Municipality of Pililla– Ten Year SWM Plan (2016-2025)
INDICATOR BASELINE TEN YEAR PLAN REMARKS

Annual •Reported revenue from 2015

YEAR Total Total is at 431,000, the LGU
Budget Appropriation YEAR Appropriation projected the same amount of
(PhP) revenue for 2016 and a
2015 3,022,000 conservative 5% annual
2016 10,150,000 increase in revenue for the next
Total appropriation 2017 4,500,00 5 years from SWM activities
includes Personal and regulatory fees. These
2018 4,500,000
Services, MOOE, revenues will be studied by the
Capital Outlay and 2019 3,500,000 SWM Board for inclusion in the
Donations by Private Municipality’s Revenue Code.
2020 3,500,000
Sectors.

Municipality of Pililla– Ten Year SWM Plan (2016-2025)

INDICATOR BASELINE
Special Households and
establishments special
Wastes
wastes are placed in
separate containers and
collected by the municipal
garbage truck, and are
directly transported to the
MESLF.
At present, it is estimated at
1.23 tons or 4.55% of Pililla’s
daily waste generation.
TEN YEAR PLAN
Households and
establishments’ special wastes
will still be collected by the
municipal garbage trucks.
However, a new process of
storage will be introduced.
Special wastes must be put in
a closed plastic container
before pick up.
The LGU will have a temporary
special waste holding area
constructed in the Municipal
Integrated Solid Waste
Management Facility. It is
designed to accommodate
special wastes from the
sources mentioned above that
cannot afford to contract their
exclusive collection service
provider.
REMARKS
The Temporary Special
Waste Holding Area will
be constructed under the
recommendations of the
following agencies to
ensure that it will have the
highest standards and
capacity:
DENR for technical and
other concerns;
DOST to ensure it has
appropriate technologies;
DPWH to ensure the
holding area conforms to
the agency standards and
DOH more health matters.
The stored special wastes
will be hauled and treated
by a private hauler and
treater at least once every
6 months. (as per RA
6969)

Municipality of Pililla– Ten Year SWM Plan (2015-2025)

INDICATOR BASELINE (2016) TEN YEAR PLAN REMARKS
Source Enforcement of Municipal • Continuous enforcement
Ordinance No. 06, S 2011, An
Segregation ordinance approving the
implementation of segregation
of biodegradable and non-
biodegradable waste
Municipality of Pililla.

Enforcement of Municipal • Continuous strict

Ordinance No. 7, S 2006, An enforcement
ordinance approving the
implementation of Solid Waste
Management in the
Municipality of Pililla.

Continuous IEC • Strengthen IEC and

incentive programs

• Launch of Resiklo kapalit

ng serbisyo ng munisipyo.

85
 Municipality of Pililla– Ten Year SWM Plan (2016-2025)
INDICATOR BASELINE (2016)
Waste Diversion As of year 2016, waste
diversion of LGU is
projected at about 14.67
TPD or 59% while waste to
be disposed is 10.20 TPD
or 41% (for the 1st yr. only
the recyclables 15% and
bio-waste 45% are
targeted for diversion)
Municipality of Pililla– Ten Year SWM Plan (2016-2025)
INDICATOR BASELINE
• The LGU accredited
Biodegradable
hog and/or farm
Wastes animal raisers in the
locality to collect
Biodegradable
wastes.
• Promotion of backyard
composting.
• Composting at the MESL
• IEC on Bio-waste
management.
TEN YEAR PLAN REMARKS
• In the first 2year of the
plan the LGU opted to
target 59% diversion rate
mainly coming from
recyclables and bio-waste
since this is just the early
stages of its operation.
•The LGU is in the initial
stages of agreement with
CEMEX to process its
residual waste with
potential for diversion
TEN YEAR PLAN REMARKS
Encourage more accredited
bio waste collectors.
Continuous promotion of
backyard composting.
Continuous IEC educating
the community on how to
properly manage their
biodegradable wastes.
Implement new programs
that can promote diversion
of bio wastes to usable
products.
Construction of MRF
complete with composting
facility.
86
 Municipality of Pililla– Ten Year SWM Plan (2016-2025)
INDICATOR BASELINE TEN YEAR PLAN REMARKS
Institutional
Continuation…
Arrangement/
partnerships Citizens and NGOs will be
encouraged to become
environmental advocacy
partners of the LGU. As
advocates, they will assist
the LGU in various IEC
programs relevant to SWM.

Municipality of Pililla– Ten Year SWM Plan (2016-2025)

INDICATOR BASELINE
Health Care Healthcare wastes generated
by the Municipal Health
Waste
Center, and the nine (9)
Barangay Health Centers are
being collected by CleanHaul
Environmental Services, Inc.
and are being treated using
the facility of Integrated
Waste Management, Inc.
(please refer to attached
MOA)
The Pililla Community
Hospital (Rizal Provincial
Hospital Annex) has a
present contract with the
RHU for the transportation
and disposal thru the service
of CHEVALIER
Environmental Services for
its healthcare wastes.
TEN YEAR PLAN
The LGU will maintain its
present arrangements with its
health care wastes for the
duration of this plan. Clean
Haul Environmental Services,
Inc. will act as collector and
transporter of special wastes
generated by the Municipal
Health Center and the nine (9)
Barangay Health Centers.
Integrated Waste Management,
Inc will act as the treater of
these wastes.
The Pililla Community Hospital
(Rizal Provincial Hospital
Annex) will continue its
contract with the RHU for the
transportation and disposal
thru the service of
CHEVALIER Environmental
Services for its healthcare
wastes.
REMARKS
The Temporary Special
Waste Holding Area will
be constructed under the
recommendations of the
following agencies to
ensure that it will have the
highest standards and
capacity:
DENR for technical and
other concerns;
DOST to ensure it has
appropriate technologies;
DPWH to ensure the
holding area conforms to
the agency standards and
DOH more health matters.
The stored special wastes
will be hauled and treated
by a private hauler and
treater at least once every
6 months. (as per RA
6969)

Municipality of Pililla– Ten Year SWM Plan (2016-2025)

INDICATOR BASELINE
Institutional The MSWMB and the
BSWMC shall work hand in
Arrangement/
hand in terms of the
partnerships
implementation of this plan.
The MENRO acts as the
implementing arm of the
board that ensures all
programs and projects are
implemented accordingly.
TEN YEAR PLAN REMARKS
The MSWMB and BSWMC
are also responsible in
building and maintaining the
SWM coalition consists of
different stake holders within
the community: NGOs,
Business sectors, private
individual and other
institutional partners.
Proposed permanent MENR
Office

87
VIII. MUNICIPAL SHELTER DEVELOPMENT PLAN

8.1 Rationale

Local development managers today are expected to perform multifarious roles-delivery of

basic services, employment generation, development planning, provision of infrastructure
facilities and many others. In the face of ever changing environment, they have to take
stock of its traditional roles and realign, set and develop new approaches, strategies as
well as practical and effective answers and solutions to address rapid economic growth,
population increase and urbanization. It may require a re-study of its mission, corporate
objectives, action and implementation strategy to address effectively the challenges and a
lot of issues that confront them.

At present, Pililla started initiating several responses to address the problem of inadequate
housing in the area. Important government concerns include projects such as project focus
on shelter and touches on the current housing situation and the challenges surrounding it
and provisions of basic services and absence of clear rules and regulations concerning
tenurial rights.

 Vision

To improve the quality of life of the present and future generation of Pililla residents.

 Goals

1. To maximize the use of natural/land resources, minimize natural hazards, improve

solid waste disposal and promote environmental stability.

2. To maintain the municipality’s slow population growth rate and low dependency ratio
as well as lower its unemployment rate.

3. To increase infrastructure facilities such as berthing water supply, irrigation, drainage

and postal facilities.

4. To provide decent, affordable and disaster risk resilient and climate change adaptive
shelter.

 Objectives

1. To acquire/access/develop 35.5 hectares of land for housing and resettlement

beginning 2015 until 2022;

2. To reduce the doubled-up households by 39 units (annually) between 2015 and 2022;

3. To reduce the displaced households by 1240 between 2015 and 2017;

4. To bring down the number of households needing land tenure upgrading by 48 units
(annually) from 2015 to 2019.

88
 5. To upgrade existing roads or provide access roads to 45 households (annually) from
2015 to 2016.

6. To upgrade existing drainage system or provide drainage to 594 households

(annually) from 2015 to 2019;

7. To upgrade/provide access to potable water to 108 households (annually) from 2015

to 2019;

8. To provide access to power connection to 172 households (annually) from 2015 to

2019;

9. To upgrade/provide sanitation facility to 174 households (annually) from 2015 to

2019;

10. To ensure proper garbage disposal of all households beginning 2015 to 2019;

11. To encourage structural upgrading of dilapidated, condemned and houses needing

major repair starting 2015;

12. To facilitate access to employment and income generating activities of 917 household
beneficiaries.

Target Population

The target population that the Local Shelter Plan (LSP) addresses totals to 1,240
households. These are constituted of households classified as the backlog (doubled-up,
displaced and homeless) the future need resulting from increase in population, and those
with upgrading needs. Majority of them have marginal and informal sources of income.

8.2 Assessment of Shelter Need

8.2.1 Assumptions & Definitions:

1. Planning period is from 2015-2022.

2. The population growth rate of 2.77% based on NSO 2010 Census and will remain constant for the next
8 years.

3. Housing stock is computed to be 12,532. This is derived from the number of occupied dwelling units at
the beginning of the 1st planning period.

4. Household size of 4.9 is assumed to be the same throughout the 8-year planning period.

5. Number of households needing relocation (displaced units) totals to HH. They are presently found in the
following locations: (data itemise in Worksheets M2-1, M2-2, M2-3, M2-4, M2-5)

89
6. Adequate land tenure refers to lands that are being owned, amortized, and covered by lease or usufruct
agreements.

7. Number of households needing tenurial upgrading totals to 242. They are presently found in the
following locations: (data itemize in Worksheets M2-6)

8. Adequate power supply is defined as having the presence of Utility Provider primary and secondary
lines in the area.

9. Adequate potable water supply means the presence of service lines within the site.

10. Adequate sanitary facility is one that is water- sealed with a depository.

11. Adequate garbage disposal system means regular collection of garbage for proper sorting and disposal.
Composting is being practiced and the sanitary landfill project had commenced and can accommodate
even adjacent municipalities.

12. Areas needs upgrading of drainage system are those clogged drainage that cause flooding and those that
needs to be rehabilitated and needs a bigger drainage system. (data itemize in Worksheets M2-11)

13. Units needing structural upgrading referred to unacceptable housing units such as those made of very
light materials.

14. Income Groupings are composed of the following:

1st income group - trisikad/tricycle drivers/small fisher folks, vendors

2nd income group- tricycle operators, casual workers, small businessman (vendors)

3rd income group - skilled laborers

4th income group - professionals/supervisor (locally employed)

5th income group – OFWs

15. Household with adequate drainage are those residing in areas with functioning drainage system.

16. Households with adequate roads, road access are those residing in areas with roads/access roads that are
B.P. 220 standards.

17. Units needing structural upgrading referred to acceptable housing units such as those classified as
unfinished, dilapidated, condemned and needing major repair.

18. Income data used in the Affordability Analysis were based on the perceived livelihood and economic
activities being engaged in by the residents of identified sites needing relocation and upgrading of
tenurial status.

90
 8.2.2 Current Housing Situation

 New Units Needed

 Backlog

No. of Households/
Population in 2010 59,477 1.025
No. of Dwelling Units
No. of Displaced Units
(Total No. of
Annual Growth Population 2.77% Families/Households in 1,240
Worksheets 2-A, B, C, D, E,
and F)
Household Size 4.7 Homeless 0

No. of Households 12,841 Housing Stock 12,532

Backlog. The backlog is computed to be 1,318 units. It is composed of the displaced,

totaling to 1,240 HHs, the doubled-up or sharers, numbering some 309 HHs, and the
non-homeless. These data revealed that 76.55 % of the Housing stock comprises the
displaced units, 23.45% are doubled-up. The displaced units/households are made up
of households presently occupying danger areas, sites to be used for government
infrastructure projects, households issued with court orders for eviction or those that
are potential for displacement due to climate change and other hazards.

 Future Growth

Future Need. With an average annual growth rate of 2.77%, an additional of 4,583
new households is expected to make up the future need within the period covered by
the plan.

Upgrading Needs. There are 242 HHs needing tenurial upgrading. They comprise
1.93% of the housing stock. Likewise, there are households needing upgrading of the
various basic services; to wit: 860HHs (6.86% of HS) need upgrading of the power
facility, 539HHs (4.30%) needs upgrading of the water facility; 2,312HHs (18.45%)
needs upgrading of sanitary facility; 90HHs (0.72%) needs road upgrading; 2,968HHs
(23.68%) needs upgrading of drainage; 2,428HHs (19.37%) needs upgrading of
garbage collection and disposal. There is also an estimated 0.10% or 10 units that
need structural improvement or upgrading in order to make these houses safe for
habitation.

91
 TOTAL HHs
% OF HOUSING
UPGRADING NEEDS that Needs ANNUAL PROGRAM PERIOD
STOCK
Upgrading

1. Tenure Need 242 1.93 48 2015-2019

2.
Infrastructure 120 0.96 24 2015-2019
Need

 Units without
860 6.86 172 2015-2019
electricity

 Units without
adequate water 539 4.3 108 2015-2019
supply

 Units without
adequate 2,312 18.45 462 2015-2019
sanitation

 Units without
drainage 2,968 23.68 594 2015-2019
system

 Units with
drainage
system but 998 594 2015-2019
needs
upgrading

 Units without
adequate road 90 45 2015-2016
access

 Units without
regular garbage 2,428 19.37 1,214 2015-2019
collection

3. Structural
improvement 12 0.1 12 2015
needed

TOTAL 10,569 75.65 3,273

92
8.2.3 Affordability of Households for New Housing and Affordable Housing
Options.

The target population to be provided with housing assistance are classified into six
income groups, and an affordable housing option is recommended for each group.

T OT AL
DUE T O
DOUBLED- DISPLACE FOR T HE
YEAR HOMELESS POPULAT ION ANNUAL
UP D PROGRAM
GROWT H
PERIOD

2015 39 336 375 750

2016 39 336 375 750 1,500
2017 39 337 402 778
2018 39 0 402 441
2019 39 0 402 441 1660
2020 38 0 436 474
2021 38 0 436 474
2022 38 0 436 474 1422

309 1,009 3,265 TOTAL 4,852

93
 SUMMARY OF HOUSING UNITS NEEDED

(due to backlog and population growth)

PLANNING PERIOD HOUSING UNITS

DUE TO DUE TO TOTAL PERCENTAGE

BACKLOG POPULATION (%)
GROWTH

1st Planning 2015-2016 750 751 1,501 0.33

Period

2nd Planning 2017-2019 454 1,206 1,660 0.36

Period

3rd Planning 2020-2022 114 1,309 1,423 0.31

Period

 Total New Units Needed

This table shows the total housing units needed per planning due to population
growth. For the first planning period, a total of 1,501 units are needed while in
second and third 1,660 and 1,423 respectively.

 Upgrading Needs

 Tenure Upgrading Need

Families who pay more than 30% of its annual income for housing are considered cost
burdened.

Affordability of urban housing means provision of adequate shelter on a sustained

basis, ensuring security of tenure within the means of the common urban household.

Out of 1,009 informal settlers of Municipality of Pililla surveyed as of June 2014. A

total number of 240 Internally Displaced Persons/Families will be given the
opportunity to own a lot they are currently occupying.

 Infrastructure Upgrading Need

Development, improvement and maintenance of basic services to the urban and rural
poor, including water supply, sewerage, drainage solid waste management approach

94
 and internal roads, function hall/sports facilities, street lighting, community facilities
such as community toilets and baths, informal sector market and livelihood centers.

8.3 ASSESSMENT OF AFFORDABILITY

 Affordability of Households for Housing

The 1st income group is composed mainly of households of with monthly household
income falling below the poverty threshold estimated to be P3,500.00 and below. With a
typical household monthly income of P3,000.00, their affordable housing option is
(describe the option in terms of lot size, type of house, floor area and level of land
development), payable in 30 years at 0.06% interest. It is estimated that 20% of the total
new units needed will be for the 1st income group.

Majority of those belonging to the 2nd group are with typical monthly income of
P5,000.00. The affordable housing option is (describe the option in terms of lot size, type
of house, floor area and level of land development) payable in 30 years at 0.06% interest.
Based on the estimates, 20% of the new units is needed by households belonging to this
group.

The 3rd income group has typical household monthly income of P10,000.00 and is
composed of (describe the sources of household income of those belonging to this income
group) . Their affordable option is (describe the option in terms of lot size, type of house,
floor area and level of land development) payable in 30years at 0.06% interest.
Approximately 35% of the new units needed is for the third income group.

The 4th income group comprises the families or households whose bread winners are
with typical monthly household income of P20,000. Their affordable housing option is
payable in 25years at 0.06% interest. Of the total new units needed, 15% is needed by
this income group.

The 5th income group includes families of with typical monthly household income of
P20,001 and above. Their affordable housing option is (describe the option in terms of
lot size, type of house, floor area and level of land development) payable in 25years at
0.07% interest. Of the total new units needed, 10% is needed by this income group.

95
 Affordable Housing Options

st nd rd th th
1 2 3 4 5
Income Income Income Income Income
Group Group Group Group Group

Income Bracket
Min: 0- 3,501- 5,001- 10,001- 20,001-
____________ 3,500.00 5,000 10,000 20,000 above
Max:
____________
% of new units 0.2 0.2 0.35 0.15 0.1
Total Number
of Units: 917 917 1,604 688 458
____________
Typical Monthly
3,000 4,000 8,000 16,000 35,000
Income

Potential % of
Income for
0.12 0.12 0.13 0.18 0.2
upgrading/new
housing

Potential
Annually for
4,320 5,760 12,480 34,560 84,000
Capitol Cost of
Housing

LOAN TERMS 0 0 0 0 0

Interest Rate 0.06 0.06 0.06 0.06 0.07

Repayment
30 30 30 25 25
Period

Affordable
13.76 13.76 13.76 12.78 11.65
Housing Loan

Affordable
59,464 79,285 171,785 441,793 978,901
Option
Required Land
0 0 0 0 0
Area/Unit
Lot Size 40 40 40 64 100

Required land
57.14 57.14 57.14 91.43 142.86
(in has.)

Minimum Residential land requirements in 2014-2022

Total Land Requirement (all income group) 32.48 hectares

96
 Total Indirect
Main Land Development House Construction Total Unit
Land Land Cost Cost
Options/ Lot Size Cost Cost Cost
Need/ (12%)
(m2 )
Description unit (m2 ) /(m2 ) /unit /(m2 ) /unit /(m2 ) /unit /unit (P)
A 40 57.14 400 22,857 500 28,571 0 0 6,171 57,600
B 40 57.14 800 45,714 400 22,857 0 0 8,229 76,800
C 40 57.14 1,000 57,143 800 45,714 0 0 12,343 115,200
D 64 91.43 1,000 91,429 1,000 91,429 4,000 200,000 45,943 428,800
E 100 142.86 1,500 214,286 1,000 142,857 6,000 480,000 100,457 937,600

This table shows the five (5) affordable housing option, one for each corresponding
income group designed based on the estimated costs of land and its development. The
table also includes the breakdown of the mentioned options.

8.4 ASSESSMENT OF RESOURCES FOR SHELTER PROVISION

8.4.1 Land

OWNER LAND AREA LOCATION STATUS

(hectares)

Municipality of Pililla 1 Sitio Kay-Guiral, Brgy. Residential

Hulo

Municipality of Pililla 2 SitioLigua, Brgy. Hulo Mix-Used

Ayala Land 12.5 Brgy. Halayhayin Titled Residential

Provincial Gov’t. Of 20 SitioKawayanFarm,Pililla Forest Land

Rizal , Rizal

 Infrastructure (for new units and upgrading of infra facilities)

 Finance (for new units and upgrading of infra facilities)

97
 8.5 WORK AND FINANCIAL PLAN

8.5.1 PROPOSED WORK AND INVESTMENT PROGRAM

Integrating approach in ameliorating the conditions of the Urban Slum

Dwellers who do not possess adequate shelter and reside in dilapidated
VISION conditions.

Increasing exploring the development of housing for low-income

groups.

Aims to promote various types of Public-Private Partnerships among

the private-sector, financial services sector, state parastatals and Urban
GOAL Local Bodies, for realizing the goal of affordable housing for all.

Formulate guidelines for identifying right beneficiaries.

Development, improvement and maintenance of basic services to urban

poor, including water supply, sewerage, drainage, solid waste
MISSION management, approach and internal roads, streets lighting, community
facilities such as community toilets and baths, informal sector markets
and livelihood centers.

* Facilitating accessibility to serviced land and housing with focus

on economically weaker sections and low-income group categories;

OBJECTIVES
* Land assembly, development and disposal to be encourage by
both and private and public sectors;

* Forgoing strong partnerships between public, private and

cooperative sectors for accelerated growth in the housing sector and
sustainable development of habitat;

98
 * Accelerating the pace of development of housing and related
infrastructure;

* Creating adequate housing stock both on rental and ownership basis

with special emphasis on the economically weaker sections through
appropriate capital or interest subsidies; and

* Using technology to modernize the housing sector and enhance

energy and cost efficiency, productivity and quality.

8.6 MONITORING AND EVALUATION SCHEME

Form 1. Secure Tenure

LGU: PILILLA

Provision of Secure Tenure

NEW SIT ES UPGRADING SIT E

% %
PROGRAM
NO. OF HHs ACCOMPLISH- NO. OF HHs ACCOMPLISH-
PERIOD
T ARGET ED NO. OF HHs MENT T ARGET ED NO. OF HHs MENT
FOR ASSIST ED FOR ASSIST ED
ASSIST ANCE ASSIST ANCE

2015 48 40 83.33
2016 48 40 83.33
2017 48 40 83.33
2018 48 42 87.5
2019 50 44 88
2020
2021
2022

99
 Form 2. Basic Services -Power, Energy and Transport

LGU: PILILLA

Provision of Basic Services –Power

MONIT ORING AND EVALUAT ION
NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
PERIOD
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 320 79.01 172 150 87.21

2016 405 320 79.01 172 150 87.21
2017 405 320 79.01 172 150 87.21
2018 405 340 83.95 172 150 87.21
2019 405 340 83.95 172 154 89.53
2020 405 350 86.42 172 154 89.53
2021 405 350 86.42 172 154 89.53
2022 405 350 86.42 172 154 89.53

Form 3. Basic Services - Water Supply and Sanitation

LGU: PILILLA

Provision of Basic Services –

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

% %
PROGRAM
NO. OF HHs ACCOMPLISH- NO. OF HHs ACCOMPLISH-
PERIOD
T ARGET ED NO. OF HHs MENT T ARGET ED NO. OF HHs MENT
FOR ASSIST ED FOR ASSIST ED
ASSIST ANCE ASSIST ANCE

2015 405 310 76.54 108 78 72.22

2016 405 310 76.54 108 78 72.22
2017 405 310 76.54 108 78 72.22
2018 405 310 76.54 108 78 72.22
2019 405 320 79.01 108 82 75.93
2020 405 320 79.01 108 82 75.93
2021 405 320 79.01 108 82 75.93
2022 405 320 79.01 108 82 75.93

100
 Environmental sustainability for cities/municipalities with particular reference to
water sanitation sector requires insight into all the urban areas in terms of - who,
what, why, and how in terms of water management? It was also evident that hardly
any rural areas was receiving 24 hour supply of drinking water or even addressing
new concerns like climate change and related uncertainly in water availability. This
requires understanding of how the cities/municipalities have organized their multiple
institutions dealing with water and sanitation towards sustainability in it
environmental, social, and economic dimensions in their policies, plan, programs and
projects.

Form 4. Basic Services - Health and Education

LGU: PILILLA

Provision of Basic Services –

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
PERIOD
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 310 76.54 108 78 72.22

2016 405 310 76.54 108 78 72.22
2017 405 310 76.54 108 78 72.22
2018 405 310 76.54 108 78 72.22
2019 405 320 79.01 108 82 75.93
2020 405 320 79.01 108 82 75.93
2021 405 320 79.01 108 82 75.93
2022 405 320 79.01 108 82 75.93

101
 Form 5. Basic Services - Food Security and Agriculture

LGU: PILILLA

Provision of Basic Services

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
PERIOD T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 310 76.54 108 78 72.22

2016 405 310 76.54 108 78 72.22
2017 405 310 76.54 108 78 72.22
2018 405 310 76.54 108 78 72.22
2019 405 320 79.01 108 82 75.93
2020 405 320 79.01 108 82 75.93
2021 405 320 79.01 108 82 75.93
2022 405 320 79.01 108 82 75.93

Form 6. Basic Services - Sustainable Livelihood Program

LGU: PILILLA

Provision of Basic Services –

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
PERIOD
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 310 76.54 108 78 72.22

2016 405 310 76.54 108 78 72.22
2017 405 310 76.54 108 78 72.22
2018 405 310 76.54 108 78 72.22
2019 405 320 79.01 108 82 75.93
2020 405 320 79.01 108 82 75.93
2021 405 320 79.01 108 82 75.93
2022 405 320 79.01 108 82 75.93

102
 Form 7. Drainage System -

LGU: PILILLA

Provision of Basic Services

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
PERIOD T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 360 88.89 594 510 85.86

2016 405 360 88.89 594 510 85.86
2017 405 360 88.89 594 510 85.86
2018 405 360 88.89 594 510 85.86
2019 405 370 91.36 594 520 87.54
2020 405 370 91.36 594 520 87.54
2021 405 370 91.36 594 520 87.54
2022 405 370 91.36 594 520 87.54

Form 8. Garbage Collection -

LGU: PILILLA

Provision of Basic Services –

MONIT ORING AND EVALUAT ION

NEW SIT ES UPGRADING SIT E

NO. OF HHs % NO. OF HHs %

PROGRAM
T ARGET ED NO. OF HHs ACCOMPLISH- T ARGET ED NO. OF HHs ACCOMPLISH-
PERIOD
FOR ASSIST ED MENT FOR ASSIST ED MENT
ASSIST ANCE ASSIST ANCE

2015 405 370 91.36 1,214 910 74.96

2016 405 370 91.36 1,214 910 74.96
2017 405 370 91.36 1,214 910 74.96
2018 405 370 91.36 1,214 920 75.78
2019 405 374 92.35 1,214 920 75.78
2020 405 374 92.35 1,214 920 75.78
2021 405 374 92.35 1,214 930 76.6
2022 405 374 92.35 1,214 930 76.6

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IX. DISASTER RISK MANAGEMENT PLAN

In accordance with the Republic Act 10121 with the desire to better provide for wellbeing of
its citizens, the Municipality of Pililla is developing Disaster Management Plan to ensure
preparedness and effective response by the municipality and its citizens in the event of a
disaster.

9.1 What is a Disaster?

A disaster is a progressive and sudden, widespread or localized, nature or man-made

occurrence which causes:

A.
i. Death, injury, or sickness
ii. Damage to property, infrastructure, or the environment, or
iii. Disruption of a community and

B. A magnitude which exceeds the ability of those who are affected to defend the
Results by making use of only their own resources.

9.2 What is disaster management?

Disaster management is a continuous and integrated multi sector, multi-disciplinary

process of planning and implementation of measures aimed at
a. Prevention or reduction of the risk of disaster;
b. Relieve of the severity of results of disaster;
c. Emergency preparedness;
d. Swift and effective reaction on disasters; and
e. After disaster repair and rehabilitation.

9.3 Objectives

The objectives of the plans are as follows:

* To regulate the disaster response to the benefit of the community and visitors.
* To respond effectively to the requirements of individuals towards the protection
Of life and said property.
* To establish those most vulnerable and at risk.
* To provide temporary sheltered accommodation, clothing, and feeding arrangements
For person evacuated, or made temporarily homeless.
* To restore normality of the affected community within a reasonable timescale,
Dependent on the seriousness of the incident.

9.4 Types of Disasters

Common Risks

1. Extreme Heat
2. Extreme cold
3. Thunderstorms

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4. Floods
5. Landslide and debris flow
6. Earthquakes
7. Wildfires

9.5 Manmade Disasters and other Risks

Other risks as well and should be accounted for in an emergency plan.

1. Terrorist Hazards

* Explosion
* Biological Treat
* Chemical Treat

2. Technological and accidental hazards

* Blackouts
* Hazardous material incidents

3. Influenza

4. Medical Emergencies

5. Pests/ infestations

9.6 Response to a Major Disaster

a) Activating Procedure

 The Municipal Disaster Risk Reduction and Management Officer, after

having received an early warning of a possible incident, will contact the
Municipal Operation Center Officer through telephone, and if he is not
available, the Acting Officer.
 Disaster Management Official will in turn contact the Duty Officer at the
Operation Center and advise them of the danger.
 The Operation Center will instructed to contact all the relevant role players
requesting them to place their personnel on standby.
 The Evacuation Managers will received instruction form the Disaster
Official to undertake evacuation centers in the event of a disaster where
residents will be endangered, as well as in other cases.
 The Disaster Management Officer will advise the Disaster Management in
the event of large incidents.

b) Establishment of Operation Center

It will be the responsibility of the MDRRMO to invoke a local emergency response,

after consultation with the MDRRMC. At the onset of the event, it will congregate at

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 the Operation Centre and determine whether a Joint Operation Center at the barangay
level is required. This decision must be communicated to the MDRRMO.

The MDRRMO will have the responsibility, depending on circumstances to invoking

all or part of the plan. The Operation Center will determine what internal and external
resources are required. A representative to the Operation Center must be identified.

c) Composition of Operation Center

 MDRRMO
 Head of Communication and Secretariat, co-coordinator
 Law enforcement, BFP, PNP, TRAFFIC ENFORCEMENT
 It is advisable that all should attend the establishment meeting.
Thereafter the MDRRMO involved in terms of line functions.
 Police Services, An Officer, not below in rank with knowledge of the specific area
affected if appropriate.
 Medical Services or medical practitioners
 Secretariat, a team responsible for data collection and communication.
 Delegated Councilor, Two councilor are to be nominated to sit on the operation
center, ideally these should member of the Municipal Disaster Risk Reduction and
Management Council.

d) Functions of the Operation Center

 To act as node for the required response according to the disaster itself and
developing situations.
 To act as an emergency communication centre, for all responding services
including public enquiries.
 To ensure continuity of locally motivated response.
 To record and process and act upon information received from whatever source.
 To act as media centre, preparing media releases for residents and visitors.

9.7 Communications

The Spokesperson shall be responsible for all communication and thus act as the
Secretariat Coordinator.

The secretariat coordinator shall comprise of at least four Municipal Officials, depending
on the extent and nature of the event.

All incoming calls shall be logged and channeled to the relevant office for prioritization
and action. As far as possible all logging response should be captured electronically.
Every role player will make use of his own communication equipment.

The Operation Center will require a minimum of two incoming lines and one out going
unpublished number, as well as a further dedicated channel. Operation Center will
established where organization with regard to incidents will be handled. Ideally e-mail
and fax facilities should be available and the support of Telecommunication, in the
provision of additional communication, should be sought at the earliest opportunity.

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Regular line functions briefings should be held to ensure continuity of effort, together
with an overall assessment of progress.

The Media Officer will send out information to the media and community, thus avoiding
unnecessary pressures on those coordinating the emergency response, and also in an
attempt to reduce the spread of rumors which otherwise could cause harm and
unnecessary alarm. The use of the local medical should be sought to achieve this.

Community-Based Disaster Nodes will be established in each Ward, which will provide
information to the Operation Center and feed information to the community. These will
be situated at the Housing Offices, or in the relevant community and Barangay Hall.
Limited supplies will also be placed in these centers.

9.8 Counseling Services

Where appropriate the counseling services of psychologist and local faith practitioners
will be sought. These services will be available to all person, directly or indirectly
involved in the disaster itself.

9.9 Insurance Liability

The municipality shall agree to indemnify all volunteer staff acting in good faith and with
the knowledge against personal injury and/or loss or damage to personal property, whilst
carrying out duties directly to the disaster.

9.10 Financial Implication

An Audit trail to be maintained by the Municipal Treasurer, throughout the incident, so

that accounts may be sent to the appropriate votes against invoices raised.

9.11 Debriefing

As soon as possible after the Operation Center has been established, council needs to be
briefed on the matter. The purpose of the briefing is to formally inform Council of the
extent of the event, and to decide whether to declare the event a disaster. The outcomes
of this meeting need to be communicated to Municipal and Provincial Disaster.

9.12 Closure of Incident

Once all of the emergency services have withdrawn from the scene with their onsite
investigation completed, the Operation Officer will close, and it will be the responsibility
of the MDRRMO to initiate whatever recovery programme is identified as necessary to
re-establish the status.

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9.13 Definitions

ALERT

An “Alert” is an incident that currently does not affect the local or general population
but has the potential to a more serious emergency. The situation is unresolved and
should be monitored closely. Some limited protective actions may be implemented
and additional assistance requested from the relevant specialist agencies.

CAPACITY
The ability or the resource availability of one or more services/organizations to
respond to any given incident, emergency or situation.

CONTROL AREA

The bringing together of organizations and elements to ensure effective

emergency/disaster management response and is primarily concerned with the
systematic acquisition and application of resources (organization, manpower and
equipment) in accordance with the requirements imposed by the threat or impact if an
emergency or disaster. Coordination relates primarily to resources, and operates
vertically, within an organization as a function of the authority to command, and
horizontally, across organizations, as a function of the authority to control - UNIFIED
COMMAND.

BARRIER

Temporary or permanent structure/s that prevent access to demarcated areas as

identified by the risk assessment.

DANGER ZONE

The cordoned off area immediately around the crash site where emergency operations
take place.

DISASTER
A progressive or sudden, widespread or localized, natural phenomena or human
caused occurrence which
a) causes or threatens to cause:
i) death, injury, or disease;
ii) damage to property, infrastructure or the environment;
iii) disruption of a community; and

b) is of a magnitude that exceeds the ability of those affected by the disaster to

cope with its effects using only their own resources.

DISASTER MITIGATION

Disaster Mitigation refers to structural and non-structural measures that are

undertaken to limit the vulnerable areas, communities and households. These efforts
can target the hazards or threat itself) for example, the positioning of firebreaks on the

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urban/wildland interface). This is often referred to as “structural mitigation”, since it
requires infrastructure or engineering measures to keep the hazard away from those at
risk. Disaster mitigation efforts can also target people who are at risk, by reducing
their vulnerability to a specific threat (for instance, promoting community
responsibility for controlling fire risk in an informal settlement). This is often called
“non-structural mitigation as it promotes risk-avoidance behavior and attitudes.

DISASTER OPERATION CENTER

It is fully equipped dedicated facility within the Municipal, Provincial or National

Disaster Risk Reduction Management Office. Such facility must be capable of
accommodating any combination of emergency and essential services representatives,
including all relevant role players and stakeholders identified in response and
recovery plans for the purpose of multi-disciplinary strategic management of response
and recovery operations, when a local, provincial or national disaster occurs or is
threatening to occur. This facility will also be linked to all other established safety
and security offices.

DISASTER RECOVERY

Disaster recovery (including rehabilitation and reconstruction) focuses on the

decisions and actions taken after a disaster to restore lives and livelihoods, services,
infrastructure and the natural environment. In addition, by developing and applying
risk reduction measures at the same time, the likelihood of a repeated disaster event is
reduced. Disaster recovery includes:

* rehabilitation of the affected areas, communities and households;

* reconstruction of damaged and destroyed infrastructures
* recovery of losses sustained during the disaster event, combined
with the development of increased resistance to future similar occurrences.

DISASTER RISK REDUCTION (or RISK)

The measure of potential harm from a hazard or threat. Risk is usually associated
with the human inability to cope with a particular situation. In terms of disaster
management it can be defined as the probability of harmful consequences, or expected
losses death, injury, damage to property and the environment, jobs, disruption of
economic activity or social systems. Hazards will effect communities differently in
terms of ability and resources with which to cope. Poorer communities will be more
at risk that others.

DISASTER RISK ASSESSMENT

Assessment of the threat posed by identified hazard with disaster potential.

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DISASTER RISK MANAGEMENT

Means of continuous and integrated multi-sectoral, multi-disciplinary process of

planning implementation of measures aimed at:

a) Preventing or reducing the risk of disaster

b) Mitigating the severity or consequences of disasters
c) Emergency preparedness
d) A rapid and effective response to disasters, and
e) Post-disaster recovery and rehabilitation.

DISASTER MANAGEMENT OFFICE

An office specializing in Disaster Risk Management established in Barangay,

Municipality, and Province or at National level.

DISASTER RISK MANAGEMENT PLAN

A document describing the organization structure, its roles and responsibilities and
concept of operation covering all aspects of the Disaster Risk Management Council
and placing emphasis on measures that reduce vulnerability, viz. Hazard
identification, risk and vulnerability assessment, risk reduction and mitigation,
planning and preparedness, emergency response, relief and recovery efforts.

DISASTER RISK REDUCTION

Disaster Risk Reduction can be seen as the systematic development and application of
policies strategies and practices to minimize vulnerabilities and disaster risks
throughout a society to prevent and limit negative impacts, within the broad context of
sustainable development. Disaster Risk Reduction is an integral and important part of
disaster management.

EMERGENCY

A local event, actual or imminent, which endangers or threatens to endanger life,

property or the environment, and which is beyond the resources of a single
organization or community or which requires the coordination of a number of
significant emergency management activities.

EMERGENCY EXIT

Structural means whereby a safe route is provided for people to travel from any point
in a building or structure to a place of safety without assistance.

EMERGENCY RESPONSE PLAN

The Section of a Disaster Risk Management developed to deal specifically with the
organizational structure, its roles and responsibilities, concept of operation, means and

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principles for intervention during an incident or emergency occurring at a specific
venue or event.

EMERGENCY PROCEDURES

A set of documents describing the detailed action to be taken by response personnel

during an emergency.

EVACUATION

The controlled, rapid and directed withdrawal of a population, during an emergency,

from a place of danger to a place of safety in order to avoid acute exposure to any
incident.

EVACUATION CONTROL PROCEDURES

The plans made by the various services to outline their duties and ensure the orderly
movement of people during the evacuation period.

EVACUEES

Persons who might leave an area in periods of intense in response to a real or feared
threat, whether or not they are advised to do so.

EVENT

Entertainment (including lives acts), recreational, educational, cultural, religious,

business, (including marketing, public relations and promotional), charitable,
exhibitional, conferential, organizational and similar activities hosted at a stadium or a
venue or along a route or its precinct. Event may also be referred to in this DRM Plan
as the “EVENT”.

TECHNICAL EVENTS COMMITTEE

Committee established for each designation of an event and any other relevant
legislation, including in cases where the provisional risk categorized of an event or
type of identify weaknesses that could affect the response to an actual emergency.
Termination of an escape route from a venue or structure giving access to a place of
safety such as a street, passageway, walkway or open space and positioned to ensure
that people can disperse safely from the vicinity of the building or structure and from
the effects of hazard.

INCIDENT COMMAND POST

This is the single joint of command post for all on-site operations during the response
phase of an emergency incident and it will be located at an appropriate location at or
near the scene of the emergency, normally within the INNER
PERIMETER/RESTRICTED ZONE. Incident Commanders from key response

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agencies as the Incident Management Team, will jointly operate under UNIFIED
COMMAND to coordinate incident operations. It may also be referred to as the ON-
SITE OPERATIONS CENTER.

HAZARD

A potentially damaging physical event including human injury or death, social and
economic disruption or environment degradation or some combination of these.

HAZARD AREA

Area(s) designated by the Disaster Risk Management Services, or locally through a

hazard risk and vulnerability analysis, which are relatively more likely to experience
the direct effects of natural or man-made disasters.

HAZARD MITIGATON

All methods and measures employed during the response phase to eliminate or make
less severe/reduce the effects of a major disaster or emergency, or pro-active risk
reduction initiatives refer also to the DISASTER MITIGATON.

HAZARDOUS MATERIAL

Any substance or material in a quantity or form which may be harmful or injuries to

humans, animals, economical crops, or property when released into the environment.
There are 4 traditional classes: Chemical, Biological, radiological and explosive.

HELIPORT

A defined are on land or water (including any buildings, installations and equipment)
intended to be used either wholly or in part for the arrival, departure and surface
movement of helicopters.

HOT ZONE – refer to danger zone.

INCIDENT

An emergency which impacts upon localized community or geographical area, but not
requiring the coordination and significant multi-agency emergency management
activities at a Local Government Unit.

INCIDENT COMMAND POST - Refer to the forward command post.

ON SITE JOINT OPERATION

This is the single point of joint command for all on site operations during the
response phase of an emergency incident and it will be located at an appropriate
location at or near the scene of the emergency, normally within the INNER
PERIMETER/RESTRICTED ZONE. Incident Commanders/Managers from key
response agencies will jointly operate under UNIFIED COMMAND to coordinate

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incident operation-this functions was previously referred to as the FORWARD
COMMAND POST or the INCIDENT COMMAND POST.

OUTER PERIMETER (SAFE ZONE)

They are area outside of the Restricted Zone/Inner Perimeter, still with limited public
access, to act as a safety zone from the public.

PLACE OR SAFETY

Place away /outside of danger

PREPAREDNESS

The range to deliberate, critical tasks and activities necessary to build, sustain, and
improve the operational capability to prevent, protect against, respond to, and recover
from incidents.

Preparedness contributes to disaster risk reduction through measures taken in advance

to ensure effective response to the impact of hazards, including timely and effective
early warnings and the temporary evacuation of people and property from threatened
locations. Preparedness enables organs of state and other institutions involved in
disaster risk management, the private sector, communities and individuals to
mobilize, organize, and provide relief measures to deal with an impending or current
disaster, or the effects of a disaster. Preparedness differs from prevention and
mitigation, as it focuses on activities and measures taken in advance of a specific
threat or disaster.

PREVENTION

Actions taken to avoid an incident or intervene to stop an incident from occurring.

PROTECTION

Actions to mitigate the overall risks to critical infrastructure people, assets , systems,
networks and functions and their interconnecting links, from exposure, injury,
destruction, incapacitation or exploitation.

RESILIENCY

The capability of people, assets and systems to maintain functions during a disaster
and to expeditiously recover and reconstitute essential services after the event.

RESPONSE (DISASTER RESPONSE)

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 TRAFFIC CONTOL POINTS

Places along access or routes to/from the incident site and primarily used by
emergency vehicles and/or places along evacuation routes that are manned by law
enforcement officials to direct and control to and from the area being evacuated.

TRIAGE

Means the medical sorting of casualties into treatment priority.

VEHICLE STAGNG AREA(S)

An area demarcated for all primary emergency vehicles of the responding services to
assemble and deploy their vehicles on an organized basis.

VENUE

An area or place where an event is to be hosted, which may consist of seating

spectators, attendees and/or audience and a field of play and/or a permanent or
temporary podium of other recreational area, which has seated and/or standing
spectator, audience or event attendee capacity of at least 2000 persons at any one
time, as certified by a local authority.

VENUE OPERATION CENTER

The designated structure equipped with the necessary facilities, located in a suitable
position at a particular Venue and established pro-actively to enable all relevant role-
players/disciplines to jointly manage all safety and security related aspects of any
event, using the UNIFIED COMMAND SYSTEM. During the Response Phase of
any major incident at an event, the UNIFIED COMMAND may be supplemented by
PNP if the situation so warrants.

VULNERABILITY

The degree to which people, property, the environment or social and economic
activity – in short, all elements-at-risk-are susceptible to injury, loss of life, damage,
disruption, exploitation or incapacitation by all hazards.

9.14 Emergency Policies and Standard Operating Procedures (SOP)

By the end of 2018, the MDRRMC and BDRRMC of Pililla, Rizal should have met the
basic needs of affected population and decreased the number of casualties by accelerating
its disaster preparedness and mitigation activities.

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 1. Transparency and accountability in the management of donations and
resources.

2. Do no harm. Emergency assistance will enhance existing capacities of target

beneficiaries. A “damage, needs and capacities assessment” (DNCA) of the specific
target area will be conducted to check appropriateness of responses and to ensure
participation of the community. The number and names of beneficiaries will be
jointly defined by the target communities and MDRRMC and such data be updated in
monthly or quarterly basis as may be deemed necessary.

3. Emergency Response is an opportunity to build local capacities. The local

authority will lead the emergency operations in close coordination with various
organizations of the vulnerable groups. The role of higher government units
(provincial, regional, national) is to support the local government unit. Unless stated
otherwise. On-the-job training activities will conducted so that staff and volunteers
are equipped with knowledge and skills to perform their specific duties and tasks.

4. Operational expenses should not exceed 30% of the total emergency costs.
70% of the total resources should go to direct services to beneficiaries such allocation
of resources must involve the participation of vulnerable sectors particularly PWD,
pregnant women, children and senior citizens.

5. Criteria for beneficiary selection. The LGU must consciously take the effort
to reach out for the most affected and least served families. More should be given to
those vulnerable groups namely PWD, Children, Pregnant Women and Senior
Citizens.

6. Cash assistance during emergency is only considered as the last option, if and
when delivery of non-cash assistance is not possible.

9.15 Concept of Operation

I. Municipal Disaster Risk Reduction Management Council (MDRRMC)

Chairperson - Municipal Mayor

Vice Chairperson - Municipal Vice Mayor

Members - SB Chair on Appropriation

- SB Chair on Social Services

- Municipal Disaster Risk Reduction and Management Officer

- Municipal Social Welfare and Development Officer
- Municipal Health Officer
- Municipal Engineer

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 - Municipal Planning and Development Officer
- Municipal Agriculture Officer
- Municipal Budget Officer
- Municipal General Service Officer
- Municipal Treasurer
- District Supervisor of the DepEd
- Bureau of Fire Marshall
- Pililla PNP – Chief of Police
- Representative of the 16th IB PA
- Representative of the 33rd PNP Special Action Company
- ABC President
- MLGOO, DILG
- Chairman PNRC
- NGO
- Private Sector

The function of the Municipal Disaster Risk Reduction Management Council

(MDRRMC) are as follows:

1. Establish a physical facility to be known as the Disaster Operation

Center (DOC)
2. Coordinate from the DOC the disaster operation activities
3. Implement within the municipality the guidelines set by the Provincial
Disaster Risk Reduction Council (PCRRMC).
4. Advise the Barangay Disaster Risk Reduction Management Councils
(BDRRMC) regarding disaster risk management.
5. Submit recommendations to the PDRRMC, if necessary.

A. MDRRMC : Municipal Mayor

Roles and Responsibilities

1. Activates the Disaster Operations Center.

2. Provides leadership to MDRRMC
3. Convenes and presides all MDRRMC meetings to ensure effective
disaster response.
4. Leads implementation of municipal contingency plan.
5. Upon receipt of warning advisory from PHIVOLCS and PAG-ASA,
overseas the conduct of capacity and vulnerability assessment and
decides accordingly.
6. Coordinates with higher coordinating councils, donors and partners.
7. Upon receipt of warning advisory, transmit the same to
communications, warning and public information team for
dissemination.
8. Ensures that concerned BDRRMC are taking appropriate action and
are provided adequate support by the MDRRMC.
9. Collects and collates situation reports from field personnel and takes
appropriate actions.
10. Recommends to the DepEd suspension of classes when necessary.

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 11. Orders the evacuation of high risk communities/population as needed.
12. Declares state of calamity in accordance with the provisions stipulated
under RA 8185.
13. Advises the BDRRMCs to conduct observation of rainfall and
monitoring of river conditions when the area is declared by PAGASA
under typhoon warning signal number 1.
14. Suspends office works of government and private agencies during
evacuation stage, except those personnel of offices that are involved in
emergency related services.

B. MDRRMC - ExeCom (Executive Committee)

1. Ensures that the Disaster Operations Center (DOC) is fully equipped to

undertake emergency response.
2. Acts as the MDRRMC Secretariat.
3. Monitors simultaneous activities being conducted by the staff and task
units of the MDRRMC.
4. Collects and consolidates reports from the Operation and Warning
Group and Relief and Rehabilitation Group.
5. Fill in gaps and provide technical assistance and clarifications to all
staff and task units, as needed.
6. Performs such other functions and responsibilities that may be
assigned by the Chair from time to time.

II. THE MDRRMC shall have three groups responsible for disaster response,
they are as follows.

A. Logistics and Administration Group

a. The Logistic and Administration Group shall be headed by the

Municipal Administrator as Chairman with the following as members:

- Municipal Planning and Development Officer

- Municipal Treasurer
- Municipal Budget Officer
- General Services Officer

b. Its duties, responsibilities and functions are:

1. Evaluates disaster situation and recommends courses of action of the

MDRRMC.
2. Monitors disaster situation and prepares daily situation reports and
advices MDRRMC.
3. Recommends measures to arrest further deterioration of an emergency
situation suggests precautionary measures to minimize the effects of
disaster.
4. Coordinates with Operations Group and Relief and Evacuation Group
regarding requirements of the emergency situation.

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5. Conducts and updates resource inventory and determine gaps that
require support from higher DRRMC and other donors and partners.

6. Allocates resources based on the projected disaster needs and

capacities assessment.
7. Conducts resource generation activities like Donor’s Forum and other
fund campaigns.
8. Determine required stock level and alerts Chair to replenish resources
based on agreed scale of operation.
9. Receives cash and non-cash donations.
10. Sets-up and maintain the logistics supply system, including the
procurement/purchasing, receiving, storage/ warehousing, release and
documentation of goods.
11. Ensures that all cash and non-cash transactions are adequately
documented.
12. Prepares and publishes periodic reports to demonstrate accountability
and transparency.
13. Performs such other functions and responsibilities that may be
assigned by the Chair from time to time.

B. Operations Group

a. The Operations Group shall be headed by the Chief of Police as

Chairman with the following as members:

- Municipal Engineer
- Fire Marshall
- Representatives from 16th IB
- Representative from PNP – SAF

b. Its duties, responsibilities and functions are:

1. Operates the multi-early warning system, link to disaster risk reduction

to provide accurate and timely advice to municipal emergency
response organizations and to the general public.
2. Shall take charge of the set of capacities needed to generate and
disseminate timely and meaningful warning information to enable
individuals, communities and organizations threatened by a hazard to
prepare and to act appropriately and in sufficient time to reduce the
possibility of harm or loss.
3. Shall take full control over the opening and closure of the Wawa Dam.
4. Full responsibilities for addressing all aspects of emergencies, in
particular preparedness, response and initial recovery steps.
5. Organized PNP personnel and the barangay tanods to provide security
support services. Maintains peace and order situations in vulnerable
areas and the designated evacuation centers.
6. Secures critical properties and resources in the threatened areas and
recommends appropriate support ordinances or resolutions for
enactment by the Sangguniang Bayan.
7. Maintains road traffic order.

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8. Requests security assistance from the AFP through the PNP Provincial
Office when necessary.
9. Instruct security staff on of duty.
10. Dispatches security personnel in the evacuation center, disaster area.
11. Provides security support to other teams assignment.
12. Maintains crowd control Mediates in conflict resolution. Provides
manpower and transport facilities necessary for emergency response
like search and rescue, evacuation, hauling and distribution of goods,
transporting patients to hospital, etc. evacuation, hauling and
distribution of goods, transporting patients to hospitals, etc.
13. Performs such other functions and responsibilities that may be
assigned by the Chair from time to time.

C. RELIEF AND REHABILITATION GROUP

a. The Relief and Rehabilitation Group shall be headed by the Municipal

Social Welfare Officer as Chairman with the following with the
following as members:

DepEd District Supervisor

Municipal Agricultural Officer
Municipal Health Office

1. Develop and strengthen the capacities of vulnerable and marginalized

groups to mitigate, prepare for, respond to, and recover from the
effects of disasters.
2. Provide maximum care, assistance and services to individuals and
families effected by disaster, implement emergency rehabilitation
projects to lessen the impact to disaster, and facilitate resumption of
normal social and economic activities.
3. Implement the restoration and improvement where appropriate, of
facilities, livelihood and living conditions, of disaster-affected
communities, including efforts to reduce disaster risk factors. Restores
and repairs lifelines (electric, communication, water supply, drainage,
etc.)
4. Conducts clearing of debris on roads, canals, waterways and render
them passable to traffic.
5. Establishes temporary shelters and required facilities like latrines,
drainage, etc.
6. Identifies and marks safety routes and alternate routes.
7. To ensure the ability of affected communities/areas to restore their
normal level of functioning by rebuilding livelihood and damaged
infrastructures and increasing the communities’ organizational
capacity.
8. Provides general housekeeping services including food (meals) and
accommodation to the MDRRMC member/workers.
9. Mobilize medical team that will be tasked to perform public health and
emergency medical services.

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 10. Prepare report of casualties which is considered as the official data of
casualties
11. Performs such other functions and responsibilities that may be
assigned by the Chair from time to time.

III. Early Warning System

A. Flood Warning Protocol

Flood warning may be issued based on the established assessment of water

level in river dam. If it is rapidly exceeds the 1 foot high water level.

9.16 Extreme Weather events

Floods

During periods of heavy rainfall in the catchments areas, a number of low lying areas
become flooded. Cut off low pressure system contributes to the floods in and around
the municipality.

RISK MAPPING AND ASSESSMENT:

Low- lying areas prone to flooding/flash floods is at the center of municipality

(Poblacion) which is composed of 3 Barangays namely
Bagumbayan, Imatong and Hulo; and other residential areas near lagunalake
barangays, Halayhayin, Quisao, Niogan, Malaya, Wawa and Takungan

- National roads situated in all barangay are passable

- 9 barangays of our municipality are situated in mountainous area and located

along Laguna de Bay ,
And are prone to flood and flashflood.

- Our constituents fed their families through farming and fishing.

- Flood/Flashflood occurred on August 5-8, 2012 by Monsoon Rain destroyed

houses and Agricultural products were also severely affected.

- Water level along Laguna de Bay was about 4 to 7 feet and the reason that the
Residents vacated their place due to under water houses.

- Stagnant of high water level was about 3 to 4 months.

- Early recovery was still hard to find as their other source of income was also
affected.

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 9.17 Identified Hazards

BARANGAYS AREA TYPE OF HAZARD

Malaya Lower and UpperNaval St., Flashflood, Flood,

SitioBukatot, Soil erosion
Mabiya, Upper Belleza St.,

Niogan Purok Tower, Pendon St., Manuyag Flashflood, Flood

St.,

Quisao SitioBagumbayan, Wawa,Mabini Flashflood, Flood

St., Soil erosion
(Bo. Kokak),Batuhan, Upper -
SitioCamali

Halayhayin MahabangSapa- along National Flood/flashflood

Road, Soil erosion
BonifacioRafanan Blvd., Pascasio
St.,
SitioPahang,Bulawan

Bagumbayan Bulacan-NIA Road, SitioMatagbak, Flood/soil erosion

MuntingBundok

Imatong V. Flora St., anievas St., Aquino St., flood

J.P. Rizal

Takungan Blvd Ext., Flood

Hulo Sitio Tipi, Mabuluhan, Maybanot- flood, Flashflood

San Lorenzo, Libid, Mla. East
Road,Brgy. Proper

Wawa St. Francis, J. Tibay, M. Bautista Flood/flashflood

St.,
E. Tibay, Wawa Blvd,

9.18 Summary and Vulnerability

The summary of Threat level and adaptability and its corresponding Relative vulnerability
shows the overall status of the Municipality in the changing climate, which is based on the
Natural hazard’s effects on the capacity of the LGU, and also on the past experience. The

121
 capacity of the LGU is subject to changes because of the ever changing effects of climate
change

Summary of Threat Level and Adaptability and Relative Vulnerability.

The relative vulnerability is the result of the formula: Threat Level/Adaptive Capacity
= Vulnerability.

Relative
Adaptive Index
HAZARDS THREAT LEVEL (Mean) Vulnerabilit
capacity (Status)
y
Population 3.56 2.00 1.78 Medium Low
vulnerability
Urban use 2.44 2.00 1.22 Low
vulnerability
Temperature Agriculture 4.00 3.00 1.33 Low
Increase, Long Dry vulnerability
Spell/Drought, Hospitals, Health 2.00 2.00 1.00 Low
Typhoon With Centers vulnerability
Strong Wind, Schools 2.00 2.00 1.00 Low
Landslide, Flooding. vulnerability
Communications 1.50 Low
3.00 2.00 vulnerability
Roads 0.50 Low
1.00 2.00 vulnerability
Low
Mean 2.57 2.14 1.19 vulnerability

The index that was used to describe the LGUs capacity is depicted in the following legend:
0.2 - 0.8 = Not vulnerable/the LGU have the adaptive capacity for all the
Hazard.
1.0 – 1.5 = Low vulnerability
1.6 – 2.5 = Medium low vulnerability
2.6 – 3.5 = Medium vulnerability
3.6 – 4.4 = Medium high vulnerability
4.5 – 5.0 = High vulnerability
(Source: LGU Guidebook on the Formulation of Local Climate Change Action Plan, 2014)

The hazards and other associated hazards which is depicted, was obtained from climate
and hazard information in the preceding chapter. The second column which is the threat
level is the level of danger in the population, urban areas, agriculture, hospitals and health

122
centers, schools, communication facilities and roads. The next column is the adaptive
capacity, and next to it is the numerical relative capacity and its equivalent status.

The population’s threat level of the municipality scored 3.56 and its adaptive capacity is
2.00, from which the relative vulnerability is 1.78, equivalent to medium low
vulnerability. The urban use is 2.44 threat level, 2.00 adaptive capacity, 1.22
vulnerability, which has a status of low vulnerability. Also, agriculture, hospitals and
health center, schools, communication facilities, and road, have scored low vulnerability
status. And the overall status of the LGU is low vulnerability to all hazards that may
struck in the future.

This implies, that as of now, the Municipality of Pililla has a low vulnerability, but it
doesn’t mean that it is safe from the incoming menace of climate change. This may vary
from time to time, which is according to future experience of disasters. There should be
plans that will mitigate the upcoming events of climate change in order to adapt the LGU
in the future.

Natural Hazard

a) Fire (Forest and Bush)

The risk of Fire, particularly in the dry season in prevalent throughout the
Municipal area.

b) Fire (Informal Settlements)

Communities in Informal settlements are the most vulnerable.

9.19 Team Responsibilities

Overview

The Disaster committee is made up of two main functional areas, which are the
Disaster Management Team and the Systems Recovery Team. They are responsible
for the coordination and management of the entire disaster recovery process in the
event that a disaster is declared.

The Team consists of the following:

 Disaster recovery coordinator

 Process Coordinator

123
 Systems Recovery Coordinator
 Operations Recovery Coordinator
 Recovery Site Coordinator

The Systems Recovery Team and their responsibilities include the following:

* Respond immediately to a summons from the Disaster Recovery coordinator

* Assist the Disaster Recovery Coordinator in assessing the impact of the potential
disaster
* Deciding whether or not to declare a disaster
* Channeling communication
* Ensuring that obstacles impeding on the recovery process are dealt with swiftly
* Obtain a copy of the Disaster Risk Plan

RISK MAPPING AND ASSESSMENT:

Low- lying areas prone to flooding/flash floods is at the center of

municipality (Poblacion) which is composed of 3 Barangays namely
Bagumbayan, Imatong and Hulo; and other residential areas near
lagunalake barangays, Halayhayin, Quisao, Niogan, Malaya, Wawa and
Takungan

- National roads situated in all barangay are passable

- 9 barangays of our municipality are situated in mountainous

area and located along Laguna de Bay ,
And are prone to flood and flashflood.

- Our constituents fed their families through farming and fishing.

- Flood/Flashflood occurred on August 5-8, 2012 by Monsoon

Rain destroyed houses and Agricultural products were also severely
affected.

- Water level along Laguna de Bay was about 4 to 7 feet and the
reason that the Residents vacated their place due to under water
houses.

- Stagnant of high water level was about 3 to 4 months.

- Early recovery was still hard to find as their other source of

income was also affected.

124
 9.20 Identified Hazards

BARANGAYS AREA TYPE OF HAZARD

Malaya Lower and UpperNaval St., Flashflood, Flood,

SitioBukatot, Soil erosion
Mabiya, Upper Belleza St.,

Niogan Purok Tower, Pendon St., Manuyag Flashflood, Flood

St.,

Quisao SitioBagumbayan, Wawa,Mabini Flashflood, Flood

St., Soil erosion
(Bo. Kokak),Batuhan, Upper -
SitioCamali

Halayhayin MahabangSapa- along National Flood/flashflood

Road, Soil erosion
BonifacioRafanan Blvd., Pascasio
St.,
SitioPahang,Bulawan

Bagumbayan Bulacan-NIA Road, SitioMatagbak, Flood/soil erosion

MuntingBundok

Imatong V. Flora St., anievas St., Aquino St., flood

J.P. Rizal

Takungan Blvd Ext., Flood

Hulo Sitio Tipi, Mabuluhan, Maybanot- flood, Flashflood

San Lorenzo, Libid, Mla. East
Road,Brgy. Proper

Wawa St. Francis, J. Tibay, M. Bautista Flood/flashflood

St.,
E. Tibay, Wawa Blvd,

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 9.21 Actions to be taken in Disaster Mode

This section identifies the activities to be followed once a disaster has been declared
1 Respond to disaster
declaration from
Disaster Recovery
Coordinator
2 Inform System
Coordinator to
mobilize recovery
team

3 Notify users of
incident and handle
querries

4 Contact external
coordinator if
required

5 Channel
communication
between recovery
team and management
6 Provide constant
support during
recovery process

1 Order Mobilization of
Recovery team and
inform security staff
2 Oversee recovery
effort once in disaster
mode

3 Notify users of
incident and handle
querries

4 Communicate with
external command
post if necessary

5 Channel
communication
between management
and recovery team
6 Provide constant

126
 support during
recovery process

7 Control any necessary

expenditures during
recovery process

DISASTER RECOVERY COORDINATOR

This table needs to be used as a working sheet during disaster mode

No. Actions Start End Comments

1 Order Mobilization of
Recovery team and
inform security staff
2 Oversee recovery
effort once in disaster
mode

3 Notify users of
incident and handle
querries

4 Communicate with
external vendors if
necessary

5 Channel
communication
between management
and recovery team
6 Provide constant
support during
recovery process

7 Control any necessary

expenditures during
recovery process

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X. LOCAL CLIMATE CHANGE ACTION PLAN

10.1 Situation on Disaster Risks Reduction and Climate Change

Pililla belong to the province of Rizal, is vulnerable to natural disasters, e.g. drought,
storm surges, flooding, earthquake, flashflood, tropical cyclones and landslide. As such,
the province has been incurring significant economic and environmental damages from
natural and man-made disasters calamities that hit the province include earthquakes,
flashfloods; landslides rains in Getafe and typhoons “ONDOY ” Peping and Santi” that
left significant damage to Pililla’s agricultural assets. Man-made calamities were also
recorded during the period. The Provincial Government of Rizal has newly created the
Provincial Disaster Risk Reduction Management Council to prepare, promote and
coordinate measures to protect human lives and property during these unforeseen events.
Coordination among MUNICIPALITIES headed by the Governor Rebecca A. Ynares,
Chairman on the Provincial Committee on PDRRMO is very vital on the event of
disasters with support from 13 municipal government offices 1 City and private
establishments. Communication and warning mechanisms are already in-place through
PAG-ASA, Philippine National Police, Communication System, information and
warnings that reach people in real time. The evacuation system is arranged with the
Department of Education and other government offices where schools and other public
buildings are utilized as evacuation centers.

10.2 Climate Change

Based on the distribution of rainfall during the year, climate, as classified by PAG-ASA
characterized by rainfall more or less evenly distributed throughout the year. The lake
area of the municipality is warm in contrast with the interior part, which is colder
especially during the night. Rizal is not included in the so-called typhoon belt of the
country, as typhoons rarely pass the province. The frequency of typhoon passage is 0 to
10% from an average of 20 typhoons passing over the Philippines per year. However, the
effects of climate change are now being felt. Impact of this change has affected forest, its
biodiversity, water, agricultural and fishery resources and even cultural assets with wide-
range adverse impact on human health.

A monitoring mechanism and plan shall be established and formulated and it should be
supported by legal instrument and resources in order to perform and execute fully on the
activities formulated in the plan. The PILILLA LGUs thru the Municipal Planning and
Development Coordinators has the biggest role in implementing the monitoring and
evaluation procedures as mandated under RA 7160 otherwise known as the Local
Government Code of 1991 through Executive Orders No. 376 and 93 to establish and
operationalize the Project Monitoring Committees in each province and municipalities.

10.3 Climate and Hazard Information

The climate hazard information gives information on how, why, what is the extent of
hazard the municipality is facing. This will trigger the action planning of the LCCAP

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 which is the Programs, Projects and Activities (PPA) to be taken into account, in order to
adapt in the situation this chapter will brought about.

10.4 Summary of Projected Climate Changes

In the climate and hazard information table (table 13), there will be slightly warmer
temperatures on all seasons as we approach the years 2020 and 2050, but the trends in the
temperatures until 2050 do not exceed 30 degrees Celsius, as projected using the observed
baseline temperatures in different seasons. Therefore, the expected trends in the
temperatures in different seasons will rise/increase as we approach the year 2050. In the
DJF (December, January, and February) season, the baseline is 25.4 degrees Celsius,
which is expected to rise 27.3 in 2050. In MAM (March, April, May) season which is
27.9 will increase to 30 degrees Celsius. Likewise in JJA (June, July, August) season,
27.6 to 29.4, and in SON (September, October, November) season is 26.8 to 28.7.

There will be an increase and decrease on different seasons on the trends in rainfall. Rainfall will
decrease on DJF and SON and increase on MAM and JJA seasons as we approach the years 2020
and 2050. Dry seasons will be dryer and wet seasons will be wetter. In DJF, the baseline
precipitation data (1971-2000) 262.4 mm and will decrease to 233.27 mm in 2050. In MAM
season 241.5 mm to 145.38. In JJA 1,001.35 mm to 1,249.6 and 821.8 to 815.23 in SON seasons.

10.5 Hazard Map and Data Sources

All flood hazard maps and landslide hazard maps were all available in all nine barangays
of the municipality (Table 14). The data source is the Geo Science Bureau which is
scaled 1:10,000. See hazard maps in the appendix.

(Source: PAGASA)

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(Source: Mines and Geosciences Bureau)

10.6 Records of Previous Disasters

There were only 4 disasters recorded in the municipality. All of which are Typhoons
which were: Typhoons Ondoy, Santi, Habagat, and Glenda (Table 15). The most
damaging is the typhoon signal Ondoy which struck in September 26, 2009. All
barangays were affected and causes death of 4 persons, 1 injured and 1 missing. But the
most damaging is in the properties and agriculture sectors including infrastructures,
institutional buildings, and private/commercial establishments. This incurred the
municipality P763,000,000.00 in Philippine pesos excluding unreported cases. All the
rest of the recorded typhoon signal are also damaging and incurred the municipality
millions of pesos.

(Source: DSWD/Agriculture Office - Pililla, Rizal)

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 10.7 Summary Hazard Matrix per Barangay

The hazard matrix in every barangay were depicted in table 16. Five (5) barangays were
most affected in the past disasters. Barangay Malaya, Lower Naval St. and Sitio Mabiya
are prone to flooding, while Sitio Bukatot, Upper Belleza st. and Sitio Villa Quintana
were prone to landslides due to soil erosion brought about by the saturation of soil to
rainfall. In Brgy. Niogan, Pendon St. and Manuyag St. are prone to flooding, and Sitio
Barak, and T. Daria St. are prone to landslide. While in Brgy. Quisao, Wawa, Mabini st.,
Sitio Bagumbayan, Batuhan are prone to flooding, and Upper Sitio Camale is prone to
landslide. In Brgy. Halayhayin, the lakeshore is prone to flooding, and Sitio Kawayan
Farm, Bugarin is prone to landslide. Lastly, in Brgy. Hulo, Lakeshore, Sitio sala are
prone to flooding and, Sitio Tabacco is prone to landslides.

(Source: DRRM, Pililla, Rizal)

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 IMPACT CHAIN ANALYSIS

Climate,
Associated hazard Primary Impact Secondary Impact Tertiary Impact
Natural trigger

Temperature Long Dry Poor Rice Displacement of Hunger

Increase Spell/Drought Production and Families
other crops Chaos
Shortage in Food
Typhoon Flash Flooding, Unemployment
Damaged to rice Supply
Fresh Water Level rise
and other crops
Rise Slow economic Social unrest
Damage to Health activity
Land Slides Centers, Schools,
Basketball courts, No transport
Strong Winds Daycare Centers, service
Community
No
Hospital,
communication
Municipal Building
access

Damage to roads No Electric power

Damage to
communication
structures

Damage to Power
lines

Damage of
Establishments

Poor Water
Supply both in
irrigation and
potable water

Damage to Houses

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10.8 Exposure-Sensitivity Database

10.8.1 Population

The changing climate, which is the natural trigger to typhoons and long dry spell, is
affecting the municipality, or the barangays in particular. Exposed community with
their corresponding sensitivity are depicted in Table 17 and was designated their
corresponding threat level, from which it considered the sensitivity of its population.
Barangay Malaya scored 3, Niogan 3, Quisao 5, Halayhayin 4, Bagumbayan 3, Hulo
4, Imatong 4, Wawa 3, and Takungan 3.
The highest threat level of natural calamities in terms of sensitivity is Barangay
Quisao, and the lowest is Barangays Malaya, Niogan, Bagumbayan, Wawa, and
Takungan. This threat level is based on the percentage of population and percent of
its population which is more sensitive to the disasters (e.g. informal settlers, Young
and old, etc.).

Table 17. EXPOSURE-Sensitivity Database

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(Source: MPDC. Pililla, Rizal)

10.9 Urban Use

The urban use and threat level in terms of sensitivity of business establishments in the
municipality is reflected in Table 16. Barangays Malaya, Niogan, Quisao, Halayhayin,
Bagumbayan, Wawa Takungan and Hulo were associated to flooding, landslides and high
fresh water level rise while Barangay Imatong is associated to flooding only. All nine
barangays were classified to have a medium low threat level since there are business
establishments whose buildings are with walls made of light to salvageable materials.
The ratios of the number of business establishments in each barangay to buildings with
walls made of light to salvageable materials are as follows: Malaya 64:32, Niogan 25:10,
Quisao 75:28, Halayhayin 45:22, Bagumbayan 12:4, Wawa 34:6, Takungan 17:2,
Imatong 19:8 and Hulo 51:15. There are no buildings in dilapidated/condemned
condition. There are no business establishments with structures not employing hazard
resistant building design. And area coverage to infrastructure related hazard mitigating
measures is not present.

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 Table 18. Urban Use

(Source: MPDC, Pililla, Rizal)

10.10 Natural Resources/Agriculture

There are seven (7) barangays with crops which are exposed to natural calamities in terms
of sensitivity (table 19). Namely, these are: Brgys. Malaya, Niogan, Quisao, Halayhayin,
Bagumbayan, Wawa and Hulo. Barangays Quisao, Halayhayin, and Hulo have the
highest threat level which is 5, while Barangays Malaya, Niogan, Bagumbayan, and
Wawa have 3 threat level.
The crops that were being exposed to disasters are palay, corn, pineapple and vegetables.
All other agricultural produce were livestock and fishery sectors which is also very prone
to natural disasters.

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Table 19. Natural Resources/ Agriculture

(Source: Agriculture Office, PIlilla, Rizal)

10.11 Critical Point Facilities: Hospitals

The municipality identified that facilities like hospitals/health centers are susceptible to
typhoons and flooding in terms of sensitivity. All Barangay Health Centers are classified
under Medium Threat Level (Table 20). The health centers are of concrete type, in good
condition and with structure employing hazard resistant design but are situated in low-
lying areas and are most likely to experience service disruption or will be very difficult to
access during heavy rains with flooding and fresh water level rise.

136
 Table 20. Hospitals

(Source: Municipal Health Office, Pililla, Rizal)

10.12 Critical Point Facilities: Schools

School sites are also at risk in terms of sensitivity. The schools in the municipality (7
elementary schools and 5 high schools) have concrete walls, in good condition and with
structure employing hazard resistant design. School facilities are directly threatened
when it comes to typhoons, flooding and landslides. The threat to school facilities can be
ascribed to their location, low lying areas (Brgy. Malaya, Niogan, Quisao, Bagumbayan
and Takungan), and upland areas (Brgy. Halayhayin and Hulo) and is classified under
threat level 3 (medium). Schools in Barangays Malaya, Niogan, Quisao, Bagumbayan and
Takungan are likely to be affected by flooding. Schools in Brgy. Halayhayin will be

137
affected by strong winds, while the schools in Brgy. Hulo will be affected by landslides
(see Table 21).

Table 21. Schools

10.13 Critical Point Facilities: Communications

Communications through telephone services, mobile phone services, broadband services

and broadcast services is very important because it makes a significant contribution to a
municipality’s economy. Telecommunication infrastructures located in different
barangays can be affected by the impacts of climate change specifically by the associated
hazard like strong winds during typhoons.

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Table 22. Communication

10.14 Lifeline Utilities: Roads

Roads are critical facility that are very important in calamities. They will give access
to rescuers and the community as well in times of disasters. If ever road access were
unusable or unserviceable, it is very hard to attain zero casualty in times of calamities and
disasters.
So far, all roads in all barangays is accessible and usable. With only some with little
problems. Therefore, the threat level is all low in all barangays.

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10. 15 Adaptive Capacity DATABASE

The adaptive capacity of the municipality is based on its competence and readiness.
When there are calamities and disasters, in terms of population, the questions that may be
asked are: Is there an access to post disaster financing? Were the community or the
households were beneficiaries of Philhealth? Were the households have financial capacity
and are willing to retrofit or relocate? Does the Local Government have the capacity to
generate jobs? In Urban use, the likely questions are: Were the establishments have a
capacity and willingness to retrofit or be relocated or conform with new regulations that
will be imposed?; Were there insurance service that serve the establishments?; Is the
Government have an alternative sites for these establishments?; Is there a sufficient
resources that the government can subsidize affected establishments?; Is the Government
have the capacity to impose/implement zoning regulation/; While in natural resources,
the inquiry will be: Is the agriculture sector have insurance in times of disaster?; Do we
have access to early warning devices? Is there an alternative livelihood that the
government have structured for the agriculture sector? How much is the government’s
resources to overcome the post disaster effect? And lastly, in the infrastructure: Is there
an insurance coverage for the infrastructures? And is there a fund that will be used for
risk reduction?

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The following data will serve as an index for the adaptive capacity of the municipality:

Table 23. Adaptive Capacity of the Municipality Referring to Population.

10.16 Population

Based on the data in table 24, and in the past disasters that the municipality have faced,
all barangays have a Medium High capacity to adapt in the situations, therefore, the status
is 2. The local government had given emergency help to the affected areas after all the
calamities that struck the communities. Almost all households have access to Philheath in
times of hospitalization in the aftermath of the disaster. And the Office of the Mayor had
given the indigent population support through the DSWD program for indigent persons.
Almost all household have the financial capacity to support themselves in times of need.
Although the LGU has minimal capacity to generate jobs for the population, in any way,
the community itself have strived to have alternative income. The community that were
situated in low lying areas, where their source of income is farming, and was damaged by

141
flood, have diverted to fishing in order to have alternative income. On long dry season,
they were plating rice when the lakeshore is drying.

10.17 Urban Use

In urban areas where establishments were situated, the adaptive capacity is 2. Although
insurance coverage in the establishments was not established, the establishments have the
capacity to reconstruct their business in times of calamities. They are willing to be
relocated in case the Government imposes the zoning regulations, or they can retrofit in
order to continue with their businesses. There were many relocation sites for business
establishment if ever they were relocated, and the LGU is ready to promulgate ordinance
for immediate needs for any changes in the Land Use Plan. Although the LGUs resources
cannot provide all the necessary needs for the reconstruction of the urban areas, all
agencies of the National Government concerned, are ready to provide help in order for the
community recuperate.
Table 24. Adaptive Capacity of the Municipality Referring to Urban Use.

142
10.18 Natural Resources/Agriculture

The adaptive capacity of the LGU which refers to Agriculture is 3. This means there is a
medium capacity to cope with natural calamities such as, Monsoon rains and/or
continuous rainfall which results to flash floods, landslides, rise of fresh water coast
areas. Affected areas were the rice field in the lakeshore areas which are the barangays
Hulo, Takungan, Wawa, Bagumbayan, Halayhayin, Quisao, Niogan and Malaya. Corn
areas is the Sitio Bugarin of Brgy. Halayhayin. One remarkable disaster that struck the
agriculture areas was the TS Ondoy, which damages almost all agricultural areas of the
lakeshore and the riverside rice fields. Likewise, the crops in the areas of corn and
vegetables. All crops were not covered by any insurance company, thus, TS Ondoy
caused the farmers upsetting damage. But now, the National Government has a program
that will insure the farmers’ crops in order for them to recuperate. The AEWs of the
Department of Agriculture were all ready to support for the need of the farmers. And
also, the LGUs resources were all ready for support in the incoming calamities.
Table 25. Adaptive Capacity of the Municipality Referring to Agriculture.

143
10.19 Critical Point Facilities: Hospitals

The lone hospital which is the Ynares Community Hospital and all barangay health
centers were all concrete and in good condition. The community hospital can
accommodate 15 patients and it has basic laboratory for patients in case of calamities.
But considering the population, it is small for such big population. The health centers are
just a satellite clinics of the Municipal Health Center located at the Municipality of Pililla.
The adaptive capacity of the structure is 2, because it is all in good conditions and can be
used in case of calamities. Although there were no insurance coverage of the hospitals
and health centers, they were maintained annually.

Table 26. Adaptive Capacity of the Municipality Referring to Hospital.

144
10.20 Critical Point Facilities: Schools

Schools are one of the structures in the municipality that can be used in case of
emergencies and calamities. All schools in all barangays were all in good conditions and
concrete and were maintained annually in order to adapt to any calamities that will struck
the communities. Therefore, the adaptive capacity of the school structures in the LGU are
2, which is medium high.

Table 27. Adaptive Capacity of the Municipality Referring to School.

145
10.21 Critical Point Facilities: Communications
All communication facilities in all barangays were all in good conditions. There were 19
towers and junction box that were secured by their companies in order to serve the
municipality. Therefore the adaptive capacity is 2, which is medium high. In times of
calamities they are ensuring the best service that can be offered to the community.

Table 28. Adaptive Capacity of the Municipality Referring to Communication.

10.22 Lifeline Utilities: Roads

All road networks of the municipality is in good conditions and complying with hazard
resistant design. There were only few of the roads were not concrete but is usable and
can be used in times of calamities. The adaptive capacity of the roads in the municipality
is medium high which is 2.

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 10.23 Summary and Vulnerability

The summary of Threat level and adaptability and its corresponding Relative vulnerability
shows the overall status of the Municipality in the changing climate, which is based on the
Natural hazard’s effects on the capacity of the LGU, and also on the past experience. The
capacity of the LGU is subject to changes because of the ever changing effects of climate
change.

The relative vulnerability is the result of the formula: Threat Level/Adaptive

Capacity = Vulnerability.
Table 31. Table of Summary of Threat Level and Adaptability and Relative
Vulnerability.

The index that was used to describe the LGUs capacity is depicted in the following legend:

Adap Relative
tive Vulnerab Index
HAZARDS THREAT LEVEL (Mean)
capa ility (Status)
city
Population 3. 2.00 1.78 Medium Low
56 vulnerability
Urban use 2. 2.00 1.22
44 Low vulnerability
Temperature
Agriculture 4. 3.00 1.33
Increase, Long Dry
00 Low vulnerability
Spell/Drought,
Hospitals, Health 2. 2.00 1.00
Typhoon With
Centers 00 Low vulnerability
Strong Wind,
Schools 2. 2.00 1.00
Landslide,
00 Low vulnerability
Flooding.
Communications 3. 1.50
00 2.00 Low vulnerability
Roads 1. 0.50
00 2.00 Low vulnerability
2. Low
Mean 57 2.14 1.19 vulnerability
0.2 - 0.8 = Not vulnerable/the LGU have the adaptive capacity for all the
Hazard.
1.0 – 1.5 = Low vulnerability
1.6 – 2.5 = Medium low vulnerability
2.6 – 3.5 = Medium vulnerability
3.6 – 4.4 = Medium high vulnerability
4.5 – 5.0 = High vulnerability
(Source: LGU Guidebook on the Formulation of Local Climate Change Action Plan, 2014)

The hazards and other associated hazards which is depicted in table 30, was obtained
from climate and hazard information in the preceding chapter. The second column which
is the threat level is the level of danger in the population, urban areas, agriculture,

147
hospitals and health centers, schools, communication facilities and roads. The next
column is the adaptive capacity, and next to it is the numerical relative capacity and its
equivalent status.

The population’s threat level of the municipality scored 3.56 and its adaptive capacity is
2.00, from which the relative vulnerability is 1.78, equivalent to medium low
vulnerability. The urban use is 2.44 threat level, 2.00 adaptive capacity, 1.22
vulnerability, which has a status of low vulnerability. Also, agriculture, hospitals and
health center, schools, communication facilities, and road, have scored low vulnerability
status. And the overall status of the LGU is low vulnerability to all hazards that may
struck in the future.
This implies, that as of now, the Municipality of Pililla has a low vulnerability, but it
doesn’t mean that it is safe from the incoming menace of climate change. This may vary
from time to time, which is according to future experience of disasters. There should be
plans that will mitigate the upcoming events of climate change in order to adapt the LGU
in the future. The next chapter is the plan objectives of the municipality in order to adapt
in the uncertainties of the changing climate.

10.24 Plan Objectives

10.24.1 Goals
The goals of the Municipality of Pililla in structuring the Local Climate Change
Action Plan in 2016 onward is to:
1. Build the adaptive capacities of every barangay/local government units in
order to adapt in the changing climate and disasters that they will be facing in
the future.
2. Increasing the resilience of vulnerable sectors and natural ecosystems to all
disasters and natural occurring hazards.
3. Optimizing mitigation opportunities towards gender-responsive and rights-
based sustainable development.

10.24.2 Objectives
Specifically, the Municipality aims, in connection with the Local Climate Change
Action Plan of 2016 onward, is geared on food security, water sufficiency,

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environmental and ecological stability, human security, climate friendly commercial
establishments and services, sustainable energy and knowledge and capacity
building. .
These objectives include:
1. To ensure availability, stability, accessibility and affordability of safe and
healthy food under any circumstances, especially in the changing climate.
2. To ensure the water resources availability, supply and demand, water
quality and promote conservation of it.
3. To protect and rehabilitate the natural ecosystem which contribute mostly
in the mitigation of rising temperature of the environment.
4. To reduce the risks of women and men to climate change and disasters.
5. To promote and expand energy efficiency and conservation and develop
sustainable and renewable energy, environmentally sustainable transportation.
6. To enhance the knowledge on climate change, capacity for adaptation,
mitigation and disaster risk reduction by information and dissemination
through forums and seminars.

10.25 Adaptation and Mitigation Action

With the manifestation that the ecological, community, infrastructure, commercial

establishments, agriculture, roads, and other social institutions is vulnerable with the
changing climate as it was justified in Chapter 3 of this LCCAP. The municipality is
obliged to plan mitigating and adaptation measure to ensure survival of the town in
order not to be interrupted in the goals set, which is economic prosperity. The
impacts of climate change will affect the economic activity of the town, therefore, all
possible programs must be promulgated.
Thus, the following will be the programs, projects, activities and ordinances in
response to temperature increase, long dry spell, increase in precipitation, landslides,
and other effects:

10.25.1 Temperature Increase

In order to prepare or adapt in increasing temperature, which is approximately an
additional of 2 degrees in our present temperature towards 2050, the only way to
mitigate is to plant trees or crops with high capacity as carbon sink. This will reduce,

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in any way the greenhouse gas, one of which is the carbon dioxide, which will be
absorbed by trees, crops, and other plants.
The following program, projects and activities and propose ordinances will help
promote planting of trees and greening the community:

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Table 29: Mitigation/Adaptation Programs/Projects/Activities (PPA) in response to
Temperature increase
RESPONSIBLE IMPLEMENTATIO
PPA LCCAP RESPONSE TO OFFICE N PERIOD
Massive planting:
1. Planting of trees in all *Protection and MAO, OM, 2016 – 2050
areas of 9 barangays rehabilitation of the natural MENRO
where some lot and ecosystem.
mountain areas are *Reducing the risks of
bare. women and men to climate
change and disasters.
2. Planting of additional
trees to the Municipal -do-
Park. MAO, OM, 2016 – 2050
MENRO

3. Planting of trees on all -do-

the roadsides of the MAO, OM, 2016 – 2050
Municipality where MENRO
there are no trees.

4. Planting of mangrove at *Ensure the water

the shorelines of Pililla. resources availability, MAO, OM, 2016 – 2050
supply and demand, water MENRO
quality and promote
conservation of it.
5. Planting of bamboo in
the riversides of the
*Ensure the water
town.
resources availability,
supply and demand, water MAO, OM, 2016 – 2050
quality and promote MENRO
conservation of it.
Propose ordinances:
1. Propose an ordinance * ensure availability, SB, OM 2016
obliging every stability, accessibility and
household to plant affordability of safe and
ornamentals/vegetable healthy food under any
crops in pots in their circumstances
homes.

2. Propose an ordinance
assigning a day in a year *Protection and SB, OM 2016
as a tree planting day rehabilitation of the natural
every year to all lot ecosystem.
owners in the *Reducing the risks of
Municipality. women and men to climate
change and disasters.

3. Propose an ordinance on -do-

anti-smoke belching SB, OM 2016

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 vehicles
Posting Billboard on the
importance of tree planting:
1. Post billboards on
conspicuous places in
every barangay
information about the
importance of planting
trees in connection with
climate change and its
effect.
*enhance the knowledge MEO 2016 – 2050
on climate change,
capacity for adaptation,
mitigation and disaster risk MEO 2016-2050
reduction by information
and dissemination through
forums and seminars.

-do-
2. Post billboard in every MEO 2016-2050
schools in the
municipality
-do-
3. Post billboards in the MEO 2016-2050
Municipal Park, small
parks in the barangays
and recreation centers
especially on all
covered courts in every
barangays.

Information Education Campaign

about climate change
1. Conduct forums and
seminars in all barangay
officials of the municipality.
2. Conducts forums and
seminars in all schools in the
Municipality.
*Enhance the knowledge on NGA, LGU and NGO’s
climate change, capacity for
adaptation, mitigation and 2016-2050
disaster risk reduction by
information and dissemination
through forums and seminars.

3. Film showing about climate

change in all schools and -do-
barangays in the
Municipality.

10.25.2 Drought/Long dry spell

Long dry spell or drought is a serious problem in every sectors in the community,
especially in the agriculture sector. Without rain water in a long period of time will
cause damage in plants reducing the overall productivity of the farmers, if not, no
production at all. This will also result in poor economic growth of the municipality,
because all industry begins with this sector.

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 The following PPA’s will be specifically prepared for long dry spell/drought as was
anticipated in chapter 2 of this LCCAP.

Table 30: Mitigation/Adaptation Programs/Projects/Activities (PPA) in response

to Long Dry Spell/Drought
RESPONSIBLE IMPLEMENTATIO
PPA LCCAP RESPONSE TO OFFICE N PERIOD
Creation of Water Impounding
Structures:

1. Creation of mini-dams *Ensure the water resources MAO, MEO, 2016-2050

On rivers of every barangays in availability, supply and OM, SB,
the municipality to ensure water demand, water quality and MENRO
supply for irrigation of ricefields promote conservation of it.
and crops.
-do-
a. Pililla River situated
at Brgy. Imatong, Hulo, and -do- 2016-2050
Wawa.
-do-
b. Matagbak river
Creek at Brgy. Bagumbayan. -do- 2016-2050
-do-
c. Bugarin, Mahabang
Sapa, creek Malihim Creek and -do- 2016-2050
Lake shore at Brgy. Halayhayin . -do-

d. Bulo-bulo River at -do- 2016-2050

Sitio Bulo-bulo, Brgy. Quisao.
-do-

e. Yakat River at -do- 2016-2050

Sitio Yakat, Brgy. Quisao. -do-

-do- 2016-2050
f. Quisao Rivers at -do-
Poblacion Brgy. Quisao.
-do- 2016-2050
g. Barak River at Sitio -do-
Barak, Brgy. Quisao.
-do- 2016-2050
h. Lamuan River at Sitio -do-
Lamuan, Brgy. Quisao.
-do- 2016-2050
i. San Miguel Spring at -do-
Brgy. Niogan.
-do- 2016-2050
j. Sapang Kabayo at
Brgy. Malaya.
Cleaning and Dredging of
Rivers in all Barangays of
Pililla.

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 a. Pililla River situated
at Brgy. Imatong, Hulo, and
Wawa.
b. Matagbak river/Creek
at Brgy. Bagumbayan.
*Ensure the water MAO, MEO, 2016-2050
resources availability, OM, SB,
supply and demand, water MENRO, GSO
quality and promote
conservation of it.

c. Bugarin, Mahabang -do-

Sapa, Kawayan Farm, Malihim -do- 2016-2050
River at Brgy. Halayhayin .
-do-
d. Bulo-bulo River at -do- 2016-2050
Sitio Bulo-bulo, Brgy. Quisao.

e. Yakat River at -do-

Sitio Yakat, Brgy. Quisao. -do- 2016-2050

f. Quisao Rivers at -do-

Poblacion Brgy. Quisao. -do- 2016-2050

g. Barak River at Sitio -do-

Barak, Brgy. Quisao. -do- 2016-2050

h. Lamuan River at Sitio -do-

Lamuan, Brgy. Quisao. -do- 2016-2050

i. San Miguel Spring at -do-

Brgy. Niogan. -do- 2016-2050

j. Sapang Kabayo and -do-

Sitio Bukatot river Brgy. -do- 2016-2050
Malaya.

Posting of Billboards:

1. Posting of billboard on *Enhance the knowledge MENRO 2016-2050

the riverside about the on climate change,
importance of taking care of capacity for adaptation,
the river. mitigation and disaster risk
reduction by information
and dissemination through
forums and seminars.

Information Campaign:

1. Conduct forums and *Enhance the knowledge MAO, 2016-2050

seminars in all barangay on climate change, MENRO

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officials of the municipality capacity for adaptation,
about the importance of rivers mitigation and disaster risk
and water ways. reduction by information
and dissemination through MAO, 2016-2050
2. Conducts forums and forums and seminars. MENRO
seminars in all schools in the
Municipality about the -do-
importance of rivers trees and OM 2016-2050
plants.

3. Film showing about

the importance of rivers, trees
and plants in all schools and
barangays in the Municipality.

Table 31: Mitigation/Adaptation Programs/Projects/Activities (PPA) in response to

Typhoon with strong wind.
RESPONSIBLE IMPLEMENTATIO
PPA LCCAP RESPONSE TO OFFICE N PERIOD

Proposed ordinance on Post

Calamity Budget LCE, MPDO, 2016 TO
MDDRRMO, SUCCEEDING
A. Purchase emergency vehicle To reduce the risks of SANG. YEAR.
for rescue operation. women and men to climate BAYAN,
change and disasters. SANG.
BRGY., NGA,
B. Construction of To protect and rehabilitate NGO
infrastructure project in the natural eco-system
hazardous areas. which contributes mostly
mitigation of rising
C. Riprapping and construct temperature of the
sea wall on all water ways. environment.

D. Force evacuation ordinance.

E. Intensify early warning
system.
F. Core shelter assistance for
the renovation of shelter for
vulnerable family.
G. Conduct IEC on
Environment Awareness
To reduce the risks of
women and men to climate
change and disasters.
To reduce the risks of
women and men to climate
change and disasters.

H. Evacuation Plan for

vulnerable communities.

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 Table 32: Mitigation/Adaptation Programs/Projects/Activities (PPA) in response to
Landslide
RESPONSIBLE IMPLEMENTATIO
PPA LCCAP RESPONSE TO OFFICE N PERIOD
1. Monitoring and Planting of
trees to the area where
Landslide may occur. LCE, MPDO, 2016 TO
To protect and rehabilitate MDDRRMO, SUCCEEDING
2. Posting Billboard at danger the natural eco-system SANG. YEAR.
zone areas. which contribute mostly in BAYAN,
the mitigation of rising SANG.
3. Riprapping and Backfilling, temperature of the BRGY., NGA,
to prevent landslide environment. NGO

4. Proposed an ordinance to
prevent/ establish any
structures in the area.

LCE, MPDO, 2016 TO

5. Install early warning To reduce risks of women MDDRRMO, SUCCEEDING
device/sensory to the hazard and men to climate change SANG. YEAR.
prone areas and disasters. BAYAN,
SANG.
BRGY., NGA,
NGO

Table 33: Mitigation/Adaptation Programs/Projects/Activities (PPA) in response to

Flooding.
RESPONSIBLE IMPLEMENTATIO
PPA LCCAP RESPONSE TO OFFICE N PERIOD
Creation of Masterplan in LCE, MPDO, 2016 TO 2050
flood control program: MDDRRMO,
SANG.
1. Replacement of old To ensure the water BAYAN,
drainage pipes in the poblacion resources availability, SANG.
areas. supply and demand, water BRGY., NGA,
quality and promote NGO
2. Dredging of natural conservation of it.
waterways .

3. Declogging of
barangay canals, drainage
system .

To ensure the water 2016 TO 2050

resources availability, LCE, MPDO,
4. Construction of supply and demand, water MDDRRMO,
additional drainage lines . quality and promote SANG.

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 conservation of it. BAYAN,
SANG.
BRGY., NGA,
NGO

Protection of floodway LCE, MPDO, 2016 TO 2050

channels from obstructions MDDRRMO,
and illegal structures to SANG.
maintain good flow of water. BAYAN,
SANG.
1. Determine all BRGY., NGA,
drainage and waterways To ensure the water NGO
whether there is obstruction of resources availability,
any structures or natural supply and demand, water
debris. quality and promote
conservation of it.
2. Demolish all
obstruction by any structures.

Prohibition of construction
of houses and establishments
in danger zones:

1. Relocation of households
in To reduce risks of women
danger areas to safer resettlement and men to climate change LCE, MPDO,
sites. and disasters. MDDRRMO, 2016 TO 2050
SANG.
2. Regulation of building
BAYAN,
construction and advocating for
structurally sound houses that can SANG.
adapt to strong winds and floods. BRGY., NGA,
NGO

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 3. Enforcement of
Zoning Ordinance on non- To protect and rehabilitate
buildable protections areas. the natural eco-system
which contribute mostly in
4. Enforcement of the the mitigation of rising
Zoning Ordinance’s provision on
temperature of the
Flood Protection.
environment.
5. Construction of
Operation Center and
Warehouse

6. Construction of
Evacuation Centers/Holding
Area

7. Installation of Early warning

Device/Sensory

10.26 Monitoring and Evaluation

In every action plan, one of the most important part is the monitoring and evaluation. All
actions must be assessed every now and then to ensure the effectivity of the programs,
projects, and activities. There should be a monitoring and evaluation team that will
support the program until the target date. This monitoring and evaluation will fine tune
the outcome of the programs in order to adjust the weakness and augment the strength.
The monitoring and evaluation team will be the office who is responsible for the specific
programs.
LCCAP monitoring and evaluation will be done annually. This will focus on efficiency
and effectiveness of the plan based on assessment of the job done. The assessment will
be done on the following activity:
1. Indicating the specific PPA.
2. Enumerating the task and the calendar of the activity of the specific task.
3. List the outcome of every specific task.
4. Troubleshoot the weakness and enhancing the strength.
5. Conclusion, recommendation.

10.26.1 Indicating the specific PPA

Every program, project and activity that will be launched is specifically having its title
in order to have specific job to be done. It has a specific peculiarity in terms of the

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 goals and purposes. Thus, in starting a monitoring and evaluation the title of the
program must be indicated.

10.26.2 Enumerating the task of the PPA

There will be a checklist of task in a program in order to run the program smoothly,
and every task must have calendar of activities in order to know the parameters if the
task is completed or not. Every task should have indicated the person responsible for
the task.

10.26.3 List the outcome of every specific task

Every task will be evaluated in terms of time elapsed and quality of the task.
Indicators will be set into numerical data (e.g. 5 – Very satisfactory, 4 – Satisfactory,
3 – good, 2 – fair, poor – 1).

10.26.4 Troubleshoot the weakness and strength

Enumerate weakness, which is, the task/s that were not done in time and/or the job
has a poor quality. Justify why it is not done or not accomplished. From there, the
weaknesses will then be turn into strength. Then enumerate the strength, which is, the
task/s that was done in time or has a good quality.

10.27 Conclusion and recommendation

Based on the findings and troubleshooting, the evaluation must have conclusion and
recommendation. The elements of recommendation will be applied on the next schedule
of the PPA and then, another monitoring and evaluation will be conducted in order to
elevate the level of the PPA. Or in some case, is it possible to continue the program if it
was found out that it was not feasible, if ever it is not adapting with the present situation?
If so, then, it is always good to change planning in a particular program for the better
understanding of adaptation and mitigation in the ever changing climate.

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ANNEX A

160
ANNEX B

161
ANNEX C

162
ANNEX D

163
ANNEX E

164
ANNEX F

165
ANNEX G

166
ANNEX H

167
ANNEX I

168
ANNEX J

169
ANNEX K

170
ANNEX L

171
ANNEX M

172
ANNEX N

173
ANNEX O

174
ANNEX P

175
ANNEX Q

176