CALOOCAN - CDP 20 22 Final

CALOOCAN CITY 2020 – 2022 COMPREHENSIVE DEVELOPMENT PLAN
BACKGROUNDER ..................................................................................................................................... 1
HISTORY IN RESTROSPECT ................................................................................................................ 1
What’s in the Name? ........................................................................................................................... 1
Histo-Recall ......................................................................................................................................... 1
The Making of a City ........................................................................................................................... 2
GEOPHYSICAL PROFILE ...................................................................................................................... 3
Geography and Location ..................................................................................................................... 3
Territorial Boundaries .......................................................................................................................... 3
Topography ......................................................................................................................................... 3
Climate ................................................................................................................................................ 4
DEMOGRAPHY ...................................................................................................................................... 6
Population ........................................................................................................................................... 6
Household Population ....................................................................................................................... 12
Dependency Ratio............................................................................................................................. 13
Educational Attainment ..................................................................................................................... 14
Religious Affiliation ............................................................................................................................ 15
Household Population by Ethnicity .................................................................................................... 16
SOCIAL SERVICES .............................................................................................................................. 17
Education .......................................................................................................................................... 17
Health................................................................................................................................................ 23
Protective Services ........................................................................................................................... 29
ECONOMY ........................................................................................................................................... 34
Trade and Industry ............................................................................................................................ 34
Employment by Major Sector ............................................................................................................ 34
Commerce and Trade ....................................................................................................................... 35
Banking Institutions ........................................................................................................................... 35
Registered Business Establishments ................................................................................................ 36
Industry ............................................................................................................................................. 37
Infrastructure AND UTILITIES............................................................................................................... 38
Roads................................................................................................................................................ 38
Road Inventory .................................................................................................................................. 38
Transportation ................................................................................................................................... 40
Water Services .................................................................................................................................. 40
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Power Services ................................................................................................................................. 41

Telecommunication ........................................................................................................................... 41
ENVIRONMENT.................................................................................................................................... 42
Solid Waste Management ................................................................................................................. 42
Organizational Structure ................................................................................................................... 43
Executive Body ................................................................................................................................. 43
Legislative Body ................................................................................................................................ 45
Other Government and Non-Government Institutions ....................................................................... 46
Committees, Councils, Boards and Task Force ................................................................................ 47
LGU - CSO - Private Sector Linkages ............................................................................................... 48
City Development Council .................................................................................................... 48
COMPREHENSIVE DEVELOPMENT PLAN ............................................................................................ 51
VISION .................................................................................................................................................. 51
MISSION ............................................................................................................................................... 51
CROSS SECTORAL ISSUES AND CONCERNS ................................................................................. 51
Poverty and Unemployment .............................................................................................................. 51
Drainage and Flooding ...................................................................................................................... 52
Waste Management .......................................................................................................................... 53
Traffic Congestion ............................................................................................................................. 53
Increasing Housing Needs and Urban Blight .................................................................................... 53
Social Infrastructure and Services..................................................................................................... 54
Institutional Concerns on the Delivery of Basic Services .................................................................. 54
MAJOR DEVELOPMENT OBJECTIVES .............................................................................................. 56
Decrease Poverty Incidence and Reduce Unemployment Rate........................................................ 56
Uplift Level and Extent of Social and Economic Infrastructure Services ........................................... 56
Promote a Livable and Acceptable Urban Environment .................................................................... 56
Develop and Sustain Institutional Capability Measures..................................................................... 56
SECTORAL DEVELOPMENT PLANS .................................................................................................. 57
Social Development .......................................................................................................................... 57
Housing and Resettlement ................................................................................................... 57
Education ............................................................................................................................. 63
Health ................................................................................................................................... 79
Social Welfare and Community Development .................................................................... 100
Protective Services............................................................................................................. 113
Fire Prevention ................................................................................................................... 116
Sports Development Services ............................................................................................ 118
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Disaster Risk Reduction and Management ........................................................................ 119

Local Youth Development .................................................................................................. 122
Economic Development .................................................................................................................. 124
Trade and Industry ............................................................................................................. 124
Tourism .............................................................................................................................. 128
Labor and Employment ...................................................................................................... 132
Family Income and Expenditure ......................................................................................... 136
Infrastructure and Physical Development Plan................................................................................ 143
Infrastructure for Social Support Services .......................................................................... 143
Infrastructure for Public Administrative Support Services ................................................... 144
Road Infrastructure ............................................................................................................. 147
Public transportation and traffic management .................................................................... 149
Environmental Management Plan ................................................................................................... 153
Air and Water Quality Management ................................................................................... 153
Solid Waste Management .................................................................................................. 155
Institutional/ Administrative Development Program ......................................................................... 158
Barangay Development Coordination ................................................................................. 158
Civil Society Organization and Private Sector Participation................................................ 162
Fiscal Management ............................................................................................................ 164
Organizational Development .............................................................................................. 173
Organizational Structure ..................................................................................................... 173
Figure 1 Old Caloocan City Hall in A. Mabini .............................................................................................. 1

Figure 2 Original Territorial Boundaries of Caloocan .................................................................................. 2
Figure 3 2015 Age Sex Composition, Caloocan City ................................................................................ 13
Figure 4 Comparative Dependency Ratio 2000 - 2015 ............................................................................. 14
Figure 5 Household Population 5 Years Old and Over by Highest Education Attained ............................ 15
Figure 6 Household Population by Religious Affiliation 9............................................................................ 15
Figure 7 Household Population by Ethnicity10 ........................................................................................... 16
Figure 8 Caloocan City Hall Main (South Caloocan) and North Caloocan City Hall .................................. 43
Figure 9 Functional Flowchart of the Caloocan City Government ............................................................. 44
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Table 1 List of Barangays per Zone ............................................................................................................ 3

Table 2 Average Climatological Normals 1981 -2010 for North and South Caloocan ................................. 4
Table 3 Comparative Population Census Statistics .................................................................................... 6
Table 4 Comparative Population Ratio ....................................................................................................... 6
Table 5 Population by Geographic and Political Division 2 ........................................................................... 6
Table 6 Population, Household Population, Household and Population Density ........................................ 7
Table 7 Actual and Projected Number of Households 4 ............................................................................. 11
Table 8 Actual and Projected School Age Population 2015 - 2025 ........................................................... 11
Table 9 2015 Age Sex Composition, Caloocan City5 ................................................................................ 12
Table 10 2015 Dependency Ratio6 ........................................................................................................... 13
Table 11 Comparative Dependency Ratio 2000 - 20157 ........................................................................... 14
Table 12 Household Population 5 Years Old and Over by Highest Education Attained ............................ 14
Table 13 Household Population by Religious Affiliation 9 ........................................................................... 15
Table 14 Household Population by Ethnicity ............................................................................................. 16
Table 15 Summary of Educational Statistics for SY2017 – 2018 .............................................................. 17
Table 16 Enrollment in Public and Private Pre-Schools, SY2012 – 2013 to SY2017 – 2018.................... 17
Table 17 Total Number of Day Care Children per Unit Offices 2017 – 2018............................................. 18
Table 18 Enrollment in Public and Private Elementary Schools, SY2012 – 2013 to SY2017 – 2018 ....... 18
Table 19 Enrollment in Public and Private Elementary Schools, SY2012 – 2013 to SY2017 – 2018 ....... 19
Table 20 Summary of Enrollment, University of Caloocan SY2013 – 2014 to SY2018 – 2019................. 19
Table 21 School Facilities’ Risk Assessment and Hazard Vulnerability .................................................... 20
Table 22 Medical Facilities and Corresponding Bed Capacity, Caloocan City .......................................... 24
Table 23 Inventory of Operational Health Centers .................................................................................... 24
Table 24 Public Lying-In Clinics ................................................................................................................ 26
Table 25 Hospitals and Health Centers Hazard Vulnerability and Susceptibility Assessment .................. 27
Table 26 List of Public and Private Cemeteries ........................................................................................ 29
Table 27Policemen to Population Ratio 2012 – 201616............................................................................. 29
Table 28 List of Police Stations and Sub-Stations, Caloocan City 2018 ................................................... 30
Table 29 Police Stations by Hazard Susceptibility .................................................................................... 30
Table 30 BFP Manpower 2014 – 2018 ..................................................................................................... 31
Table 31 Inventory of Local Fire Stations .................................................................................................. 32
Table 32 Fire Stations by Hazard Susceptibility ........................................................................................ 32
Table 33 Custodial/Escort and Inmate Ratio 2014 - 2018......................................................................... 33
Table 34 Jail Capacity and Statistics as of December 2018 ..................................................................... 33
Table 35 Distribution of Business Establishment by Major Sector ............................................................ 34
Table 36 Number of Persons Employed by Major Economic Sector, Caloocan City 2013 – 2017............ 35
Table 37 Number of Motorcycle Traders (Units, Spare Parts, Accessories) ............................................. 35
Table 38 Number of Banking Institutions by Zone – 2017 ........................................................................ 35
Table 39 Number of Registered Business Establishment per Activity, 2013 – 2017 ................................. 36
Table 40 Number of Industrial Establishment by Revenue and Employment, 2014 - 2017 ...................... 37
Table 41 Road Classification – Caloocan City .......................................................................................... 38
Table 42 Length of National Roads by Type of Pavement (in km.) ........................................................... 39
Table 43 Inventory of National Roads (DPWH), North and South Caloocan City19 ................................... 39
Table 44 Water Accounts Services and Water Consumption.................................................................... 40
Table 45 Number of Manila Electric Company (MECO) Customer per Type of Use, Caloocan City 2011 –
2015 .......................................................................................................................................................... 41
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Table 46 Number of Customer by Type and Volume of Usage, Caloocan City 2011 – 2015.................... 41
Table 47 Annual per Capita and Family Poverty Threshold and Poverty Incidence Among Families, NCR
3rd District 2009 – 2015 ............................................................................................................................. 52
Table 48 Comparative Labor Force Status, Caloocan City 2012 and 2015 .............................................. 52
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BACKGROUNDER
Figure 1 Old Caloocan City Hall in A. Mabini
What’s in the Name?

▪ From its beginning as a humble barrio of the town of Tondo located in a ‘libis’ (lowland), it
became known as ‘Libis Espina’ or ‘Aromahan’.
▪ Originating either from the Tagalog word ‘look’ meaning bay or ‘sulok’ meaning corner.
Caloocan might have meant ‘nasa sulok’ or in the corner since Caloocan is located where
the ends of the old town of Tondo and Tambobong (now Malabon) meet.
Histo-Recall
▪ At the end of the 18th century, the fishermen of Aromahan climbed the hills to open
homesteads in Caloocan. Here, the land was free of thorny plants that infested the banks/
shorelines and although the hill was naturally stony, some form of agriculture was possible
and fishermen became farmers.
▪ In 1815, Caloocan was separated from Tondo and became an independent municipality.
Its original territory extended to the foothills of Marikina, San Mateo and Montalban in the
east; from Tinajeros, Tanza and Tala Rivers in the North; San Francisco del Monte,
Sampalok, Sta. Cruz and Tondo in the south; and Dagat-Dagatan or Aromahan in the
west.
▪ The first settlers of Libis Espina, mostly oppressed people from Tondo, fought the
landlords of Hacienda de Maysilo on the upper lands of the Dagat-dagatan area, the battle
for terrestrial rights went on for almost a hundred years.
▪ On August 30 1896, the Katipuneros led by Gat Andres Bonifacio aided them in the
rebellion against their oppressors in what is now known as the “Cry of Balintawak”.
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▪ The Filipino forces in Caloocan participated actively in Intramuros siege of the Spanish
forces in Manila until their surrender to the Americans on August 13, 1898.
▪ On January 11, 1899, the people of Caloocan showed resistance to coming to terms with
the Americans, who were bent on extending their supremacy over the country.
▪ The men of Caloocan fought the new invaders on February 23, 1899, victory eluded the
local troops on the pretext of Gen. Antonio Luna’s rift with Aguinaldo’s loyalists.
The Making of a City
▪ In 1901, under the American Regime, Caloocan became one of the towns of the Province
of Rizal. Due to the consolidation of several municipalities, Novaliches became part of
Caloocan pursuant to Act 942, as amended by Acts 984 and 1008 of the Philippine
Commission.
Figure 2 Original Territorial Boundaries of Caloocan
▪ In 1939, pursuant to Commonwealth Act 502, which created Quezon City as Capital of the
Philippines, Caloocan lost the following barrios or sitios, namely: Balingasa, Kaingin,
Kangkong, La Loma, Malamig, Matalahib, Masambong, San Isidro, San Jose, Santol and
Tatalon.
▪ In 1949, boundaries of Quezon City were redefined pursuant to Republic Act 392 as
recommended by the Capital City Planning Commission. Caloocan again lost several
barrios, namely: Baesa, Bagbag, Bahay-Toro, Banlat, Novaliches, Pasong Tamo, San
Bartolome and Talipapa. This explains why the City of Caloocan has two separate
territories.
▪ In 1961, the late Mayor Macario B. Asistio, Sr., led the people of Caloocan to turn the
historic town into a city through a plebiscite held in accordance with House Bill 6038, which
was passed and approved by both chambers of the defunct Philippine Congress.
▪ On February 16, 1962 Caloocan was inducted into Cityhood
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Geography and Location

▪ Caloocan has a combined total land area of 5,333.40 hectares and is located at the
northern part of the National Capital Region (NCR, Region IV-A).
▪ The city is divided into two geographic locations, namely: South Caloocan, with an area
of 1,362.50 hectares and North Caloocan, with an area of 3,970.90 hectares.
▪ South Caloocan is bounded on the north-northwest by Valenzuela, Malabon and Navotas;

on the east by Quezon City; and on the south by the City of Manila. The greatest length,
north to south of the boundaries is about six kilometers and the greatest width, east to
west is seven kilometers.
▪ North Caloocan, on the other hand, is bounded on the north-northwest by the province of
Bulacan; on the south-southeast by Quezon City; and southwest by Valenzuela. Its
extreme southern boundary is about 1.7 kilometers apart from the northern extreme
boundary of South Caloocan. The greatest length, north to south of the boundaries is
eight kilometers and the greatest width, east to west is ten kilometers.
Territorial Boundaries
▪ The City of Caloocan is divided into two political boundaries, namely: District 1 and District 2.
▪ District 1 is composed of 70 barangays, which include Barangays 1 to 4, 77 to 85 and 132 to 188.
▪ District 2 is composed of 118 barangays, which include Barangays 5 to 76 and 86 to 131.
▪ The two districts are further divided into 16 zones, which is composed of 188 barangays.
Table 1 List of Barangays per Zone
Zone 01 – Barangay 01 – 12 Zone 09 – Barangay 094 – 105

Topography
South Caloocan
• A westward trend of flat lands covers a land area of about 1,001.64 hectares or 74.25%
of the whole southern portion of the city, slopes of which ranging from 0% to 3%. Being
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flat and highly accessible to neighboring cities and municipalities. It is where most of the
commercial and industrial establishments in the city can be found.
• Along the North Diversion Road, the topography of South Caloocan, gradually changes
into gently to moderately sloping to rolling, with slopes ranging from 3 to 18%. Adjacent to
residential and industrial areas within the sector, vast tracts of land still exist. In these
areas lie the highest point found to be 35.00 meters above mean sea level.
• The lowest is in the southernmost end of Kaunlaran Village (Dagat-Dagatan Development
Project) measuring about 0.993 meters above mean sea level.
North Caloocan
• Out of the total land area, 58.49% or 2,322.80 hectares are characterized to have gently
to steeply undulating to rolling topography with slopes ranging from 3 to 18%. This terrain
is noted in the northern and central portion and gradually transforming into a southward
trend of flat lands down to the southwestern tip of the boundary.
• Several industrial and residential subdivisions have already been developed in these
broadly to nearly level lands, because of its proximity to some of the major access roads
in the area.
Climate
Since Caloocan is divided into two separate geographical location, two recording stations were
considered in the study of the city’s annual rainfall, the Port Area Station in Manila was considered
for South Caloocan and the Science Garden Station in Diliman, Quezon City was for North
Caloocan respectively.
In 1994, maximum rainfall in North and South Caloocan occurred in the months of July, August
and September. The annual rainfall was recorded to be 2,115.90 mm with a maximum of 761.70
mm in July and a minimum of 1.60 mm in February for the South Caloocan. North Caloocan
recorded 2,588.70 mm annual rainfall with a maximum of 518.30 mm.
Table 2 Average Climatological Normals 1981 -2010 for North and South Caloocan
Rainfall Rainy Temperature (oc) Mean Sea Level Prevailing Wind

Month
(mm) Days Maximum Minimum Mean Pressure Direction Speed (mps)
North Caloocan (Science Garden, Diliman, Quezon City)
January 18.5 4 30.6 20.8 25.7 1012.3 N 1
February 14.6 3 31.7 20.9 26.3 1012.0 NE 1
March 24.8 4 33.4 22.1 27.8 1011.3 SE 1
April 40.4 5 35.0 23.7 29.4 1009.7 SE 1
May 186.7 12 34.7 24.7 29.7 1008.5 S 1
June 316.5 18 33.1 24.6 28.8 1008.1 SW 1
July 493.3 22 31.9 24.1 28.0 1007.7 SW 2
August 504.2 23 31.3 24.2 27.8 1007.4 SW 2
September 451.2 22 31.6 24.0 27.8 1010.6 SW 1
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Rainfall Rainy Temperature (oc) Mean Sea Level Prevailing Wind

Month
(mm) Days Maximum Minimum Mean Pressure Direction Speed (mps)
October 296.6 18 31.6 23.5 27.6 1008.8 N 1
November 148.8 14 31.4 22.7 27.1 1010.1 N 1
December 78.7 8 30.5 21.6 26.0 1011.5 N 1
Annual 2574.4 153 32.2 23.1 27.7 1009.8 N 1
South Caloocan (Port Area Station, Manila)
January 17.3 4 29.6 23.8 26.7 1012.6 N 2
February 14.2 3 30.6 24.2 27.4 1012.4 E 3
March 15.8 3 32.1 25.3 28.7 1011.7 SE 3
April 23.7 4 33.5 26.6 30.1 1010.2 SE 3
May 147.2 10 33.2 26.9 30.0 1008.6 SW 3
June 253.5 17 32.2 26.4 29.3 1008.1 SW 3
July 420.5 21 31.2 25.9 28.5 1007.7 SW 3
August 432.4 21 30.8 25.8 28.3 1007.3 SW 4
September 355.1 20 31.0 25.7 28.4 1008.2 SW 3
October 234.8 17 31.1 25.7 28.4 1009.0 SW 3
November 121.7 12 30.9 25.1 28.0 1010.1 N 3
December 67.4 7 29.8 24.2 27.0 1011.8 N 2
Annual 2103.6 139 31.3 25.5 28.4 1009.8 SW 3
The northeast winds prevail during the months of November and December. The west wind is
predominant in February, March and April. The southwest monsoon blows From May to October,
this procures the heavy rain experienced during that period. Maximum wind speed recorded was
28 miles per second, which occurs in October.
The north winds prevail during the months of January, March, October, November and December.
The southwest monsoon prevails From April till July, this explains the heavy rains experienced
during these months.
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Population
Table 3 Comparative Population Census Statistics 1
2000 2010 2015

GROWTH GROWTH GROWTH
POPULATION POPULATION POPULATION
RATE RATE RATE
PHILIPPINES 76,504,077 2.36% 92,337,852 1.90% 100,979,303 1.72%
NCR 9,932,560 1.06% 11,855,975 1.78% 12,877,253 1.58%
CALOOCAN CITY 1,177,604 3.06% 1,489,040 2.37% 1,583,978 1.18%
• As of the latest NSO census in 2015, the city’s total population is 34.5% higher from the
census of 2000.
• Caloocan’s Population ranks 3rd among the cities and municipality in NCR.
Table 4 Comparative Population Ratio2
2015 (Actual) 2018 (Projected)
NCR 12,877,253 13,497,330
Caloocan 1,583,978 1,640,919
% of Pop. to NCR 12.30% 12.15%
Table 5 Population by Geographic and Political Division 2
Division 2010 (Actual) 2018 (Projected)
BY GEOGRAPHICAL LOCATION
North Caloocan 998,887 1,034,795
South Caloocan 585,091 606,124
BY POLITICAL DISTRICT
District I 1,193,419 1,236,320
District II 390,559 404,599
1 Various NSO and PSA Census of Population and Households

2 Estimated base on the PSA Census of Population and Households
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Table 6 Population, Household Population, Household and Population Density 3
Total Population HH Population Number of HHs 2015 Pop.

Barangay 2018 2018 2018 Land Area Density per
2015 Actual 2015 Actual 2015 Actual
Projected Projected Projected Hectare
01 2,417 2,504 2,417 2,504 573 582 3.4 710.88
02 5,134 5,319 5,099 5,282 1,328 1,237 4.16 1225.72
03 2,621 2,715 2,488 2,577 591 631 3.8 654.74
04 2,809 2,910 2,809 2,910 698 677 5 561.80
05 3,004 3,112 3,004 3,112 761 724 6.18 486.08
06 1,221 1,265 1,221 1,265 322 294 2.36 517.37
07 2,619 2,713 2,619 2,713 684 631 4.68 559.62
08 23,766 24,620 23,766 24,617 5,920 5,725 30.44 780.75
09 1,986 2,057 1,986 2,057 535 478 8.8 225.68
10 1,339 1,387 1,339 1,387 332 323 3.26 410.74
11 1,652 1,711 1,652 1,711 452 398 3.72 444.09
12 32,427 33,593 32,407 33,568 7,534 7,806 40.72 795.85
Zone 1 80,995 82,925 80,807 83,703 19,730 19,506 111.52 693.50
13 1,411 1,462 1,411 1,462 357 340 5.26 268.25
14 21,579 22,355 21,579 22,352 4,996 5,198 18.7 1,153.96
15 1,204 1,247 1,204 1,247 262 290 5.98 201.34
16 4,103 4,250 4,103 4,250 957 988 17.68 232.07
17 3,272 3,390 3,272 3,389 762 788 4.96 659.68
18 10,306 10,676 10,295 10,664 2,605 2,483 31.55 326.31
19 3,251 3,368 3,251 3,367 724 783 5.1 637.45
20 9,015 9,339 7,734 8,011 1,756 1,850 36.68 210.85
21 3,234 3,350 3,234 3,350 819 779 5.36 603.36
22 5,548 5,747 5,532 5,730 1,316 1,336 35.16 157.79
23 2,260 2,341 2,260 2,341 460 544 3.3 684.85
24 2,255 2,336 2,255 2,336 497 540 3.56 633.43
Zone 2 67,438 69,862 66,130 68,499 15,511 15,919 173.29 381.61
25 1,567 1,623 1,567 1,623 359 377 2.88 544.10
26 3,694 3,827 3,694 3,826 891 890 4.82 766.39
27 3,822 3,959 3,822 3,959 909 921 4.48 853.13
28 30,968 32,081 30,968 32,077 7,177 7,460 30.5 1015.34
29 1,491 1,545 1,491 1,544 294 359 3.9 382.31
30 3,652 3,783 3,652 3,783 855 880 6 608.67
31 4,997 5,177 4,997 5,176 1,130 1,204 17.08 292.56
32 2,548 2,640 2,548 2,639 550 614 3.95 645.06
33 5,668 5,872 5,653 5,855 1,405 1,365 3 1884.33
34 6,313 6,540 6,313 6,539 1,428 1,521 16.18 390.17
35 21,778 22,561 21,778 22,558 4,936 5,246 11.96 1820.90
Zone 3 86,498 89,608 86,483 89,579 19,934 20,837 104.75 825.61
36 5,266 5,455 5,266 5,455 1,328 1,269 4.8 1097.08
37 2,964 3,071 2,964 3,070 844 714 6 494.00
38 4,300 4,455 4,300 4,454 1,005 1,036 4.1 1048.78
39 928 961 928 961 212 224 1.92 483.33
40 1,349 1,397 1,349 1,397 436 317 3.32 406.33
41 1,169 1,211 1,169 1,211 321 281 3.28 356.40
42 760 787 760 787 203 183 3.32 228.92
3 Estimated base on the PSA Census of Population and Households
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43 3,827 3,965 3,827 3,964 1,056 922 3.6 1063.06
44 700 725 700 725 213 169 3.64 192.31
45 651 674 643 666 193 157 3.64 176.65
46 1,426 1,477 1,426 1,477 304 344 4.16 342.79
47 395 409 380 394 102 95 3.64 104.40
48 652 675 652 675 193 157 3.64 179.12
Zone 4 24,387 25,262 24,364 25,236 6,410 5,868 49.06 496.62
49 6,080 6,299 6,080 6,298 1,512 1,465 4.88 1245.90
50 1,333 1,381 1,333 1,381 342 321 3.1 430.00
51 964 999 931 964 219 232 5.14 181.13
52 2,816 2,917 2,816 2,917 626 678 3.64 773.63
53 1,181 1,223 1,181 1,223 335 284 4.5 262.44
54 833 863 833 863 209 201 6.8 122.50
55 1,262 1,307 1,262 1,307 342 304 6.8 185.59
56 3,328 3,448 3,328 3,447 798 802 3.8 875.79
57 738 765 738 764 198 178 4.8 153.75
58 637 660 637 660 151 153 4.5 141.56
Zone 5 19,172 19,862 19,139 19,824 4,732 4,618 47.96 399.06
59 4,843 5,017 4,843 5,016 1,243 1,167 4.5 1076.22
60 1,944 2,014 1,925 1,994 435 468 4.5 427.78
61 1,055 1,093 1,055 1,093 282 254 6.9 152.90
62 354 367 331 343 73 85 6.9 47.97
63 3,423 3,546 3,415 3,537 807 825 4.2 813.10
64 1,345 1,393 1,345 1,393 341 324 2.8 480.36
65 1,021 1,058 1,021 1,058 269 246 2.15 474.88
66 1,361 1,410 1,342 1,390 345 328 4 335.50
67 2,509 2,599 2,473 2,562 536 604 5.02 492.63
68 1,173 1,215 1,137 1,178 308 283 5.7 199.47
69 3,191 3,306 3,191 3,305 755 769 3 1063.67
70 4,208 4,359 4,208 4,359 986 1,014 5.5 765.09
Zone 6 26,427 27,377 26,286 27,228 6,380 6,367 55.17 476.45
71 825 855 825 855 191 199 4.3 191.86
72 - - - - - - 4.24 0.00
73 17,993 18,640 17,993 18,638 4,525 4,334 13.7 1313.36
74 3,501 3,627 3,490 3,615 888 843 6.75 517.04
75 3,246 3,363 3,246 3,362 856 782 4.25 763.76
76 3 3 3 3 3 - 2.15 1.40
77 977 1,012 977 1,012 211 235 5.1 191.57
78 1,842 1,908 1,842 1,908 519 444 5.8 317.59
79 632 655 602 624 140 152 6.2 97.10
80 1,813 1,878 1,801 1,866 343 437 31.5 57.17
Zone 7 30,832 31,941 30,779 31,883 7,676 7,426 83.99 366.46
81 2,528 2,619 2,528 2,619 665 609 6.76 373.96
82 1,949 2,019 1,911 1,979 394 469 5 382.20
83 1,347 1,395 1,342 1,390 315 320 6.04 222.19
84 1,277 1,323 1,223 1,267 265 296 14.7 83.20
85 1,301 1,348 1,291 1,337 267 313 5.04 256.15
86 1,454 1,506 1,412 1,463 328 350 6.32 223.42
87 1,310 1,357 1,310 1,357 331 316 7.36 177.99
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88 2,488 2,577 2,488 2,577 664 599 7.82 318.16
89 1,550 1,606 1,550 1,606 401 373 7.36 210.60
90 1,429 1,480 1,429 1,480 386 344 8.06 177.30
91 598 619 574 595 156 144 8.96 64.06
92 610 632 610 632 166 147 5.04 121.03
93 3,248 3,365 3,221 3,336 828 782 6.24 516.19
Zone 8 21,089 21,846 20,889 21,638 5,166 5,062 94.70 220.58
94 927 960 927 960 211 223 4.6 201.52
95 2,784 2,884 2,715 2,812 716 671 6.36 426.89
96 1,540 1,595 1,510 1,564 353 371 9.52 158.61
97 1,654 1,713 1,654 1,713 372 398 3.96 417.68
98 2,182 2,260 2,182 2,260 472 526 2.64 826.52
99 772 800 772 800 190 175 3.3 233.94
100 984 1,019 984 1,019 256 237 5.4 182.22
101 2,384 2,470 2,384 2,469 557 574 9.36 254.70
102 1,157 1,199 1,157 1,198 237 279 5.4 214.26
103 462 479 462 479 92 111 8.06 57.32
104 886 918 886 918 197 213 7.15 123.92
105 2,384 2,470 2,384 2,469 526 574 6.4 372.50
Zone 9 18,116 18,767 18,017 18,661 4,179 4,352 72.15 249.72
106 421 436 421 436 115 101 5.24 80.34
107 798 827 798 827 188 192 4.92 162.20
108 700 725 700 725 176 169 4.92 142.28
109 1,121 1,161 1,121 1,161 251 270 7.62 147.11
110 509 527 509 527 160 123 2.52 201.98
111 1,435 1,487 1,435 1,486 359 346 2.79 514.34
112 1,069 1,107 1,069 1,107 249 258 2.56 417.58
113 169 175 169 175 39 41 2.86 59.09
114 1,082 1,121 1,062 1,100 244 258 1.18 900.00
115 1127 1,168 1,127 1,167 277 271 1.92 586.98
116 1,179 1,221 1,179 1,221 289 284 1.92 614.06
117 1,414 1,465 1,414 1,465 373 341 4 353.50
118 4,651 4,818 4,651 4,818 1,083 1,120 2.64 1761.74
119 785 813 785 813 195 189 4.1 191.46
120 8,794 9,110 8,794 9,109 2,047 2,118 6.08 1446.38
Zone 10 25,254 26,161 25,234 26,137 6,045 6,081 55.27 456.56
121 299 310 299 310 76 72 5.12 58.40
122 2,062 2,136 2,062 2,136 519 497 4.8 429.58
123 903 935 903 935 214 218 2.56 352.73
124 328 340 328 340 78 79 2.56 128.13
125 1,278 1,324 1,278 1,324 298 308 3.6 355.00
126 1,083 1,122 1,083 1,122 260 261 5.4 200.56
127 2,113 2,189 2,113 2,189 540 509 3.96 533.59
128 1,752 1,815 1,752 1,815 409 422 2.2 796.36
129 1,839 1,905 1,839 1,905 395 443 2.2 835.91
130 3,055 3,165 3,055 3,164 694 736 2 1527.50
131 2,286 2,368 2,286 2,368 513 551 5 431.42
Zone 11 16,998 17,609 16,998 17,608 3,996 4,096 39.40 515.91
132 7,924 8,209 7,924 8,208 2,020 1,909 5.5 1440.73
9

133 5,694 5,899 5,694 5,898 1,439 1,372 3.6 1581.67
134 888 920 888 920 254 201 8.84 100.45
135 619 641 596 617 147 149 8.84 67.42
136 406 421 406 421 110 84 8.72 46.56
137 1,221 1,265 1,166 1,208 275 294 8.72 133.72
138 1,535 1,590 1,535 1,590 370 370 8.84 173.64
139 3,414 3,537 3,414 3,536 862 822 8.5 401.65
140 1,027 1,064 980 1,015 231 247 5.56 176.26
141 3,010 3,118 3,010 3,118 772 725 5.84 515.41
Zone 12 25,738 26,664 25,613 26,531 6,480 6,173 72.96 351.06
142 3,936 4,077 3,936 4,077 866 948 3 1,312.00
143 3,673 3,805 3,673 3,805 801 885 2.3 1,596.96
144 4,743 4,914 4,743 4,913 1,111 1,143 2.96 1,602.36
145 4,507 4,669 4,507 4,668 1,010 1,086 3.4 1,325.59
146 3,117 3,229 3,117 3,229 730 751 2.84 1,097.54
147 3,664 3,796 3,664 3,795 994 883 3.92 934.69
148 3,754 3,889 3,754 3,888 917 901 3.12 1,203.21
149 4,426 4,585 4,426 4,585 1,071 1,066 3.88 1,140.72
150 4,161 4,311 4,161 4,310 951 1,002 4.04 1,029.95
151 4,273 4,427 4,273 4,426 1,056 1,029 1.76 2,427.84
152 3,916 4,057 3,916 4,056 882 930 5 783.20
153 4,078 4,225 4,078 4,224 899 982 2.9 1,406.21
154 3,876 4,015 3,876 4,015 792 934 3 1,292.00
155 3,531 3,658 3,531 3,657 721 851 5 706.20
Zone 13 55,655 57,657 55,655 57,648 12,801 13,391 47.12 1,181.13
156 5,266 5,455 5,266 5,455 1,266 1,269 6.4 822.81
157 2,883 2,987 2,883 2,986 645 694 2 1,441.50
158 1,901 1,969 1,901 1,969 434 458 11.2 169.73
159 4,996 5,176 4,996 5,175 1,187 1,203 15.84 315.40
160 15,268 15,817 15,261 15,808 3,563 3,678 69.76 218.76
161 9,613 9,959 9,603 9,947 2,272 2,316 51.2 187.56
162 16,065 16,643 16,065 16,640 3,996 3,870 49.28 325.99
163 14,427 14,946 14,427 14,944 3,683 3,465 41.92 344.16
164 16,073 16,651 16,073 16,649 3,730 3,872 66.08 243.24
Zone 14 86,492 89,603 86,475 89,573 20,776 20,825 313.68 275.68
165 30,240 31,327 30,216 31,298 7,675 7,284 110.76 272.81
166 17,806 18,446 17,806 18,444 4,674 4,289 170.28 104.57
167 53,835 55,770 53,811 55,738 12,689 12,968 179.2 300.28
168 32,620 33,793 32,577 33,744 7,693 7,858 309.2 105.36
169 4,700 4,869 4,700 4,868 1,117 1,132 57.72 81.43
170 11,322 11,729 11,322 11,728 2,779 2,727 42.56 266.02
171 98,166 101,695 98,103 101,617 22,857 23,647 537.48 182.52
172 21,719 22,500 21,719 22,497 4,871 5,232 136.84 158.72
173 15,697 16,261 15,697 16,259 3,528 3,781 96.56 162.56
174 22,415 23,221 22,406 23,209 5,033 5,399 152.64 146.79
175 64,031 66,333 63,861 66,148 14,074 15,424 266.36 239.75
176 246,515 255,377 246,439 255,266 55,086 59,379 524.68 469.69
177 79,624 82,486 79,478 82,325 18,215 19,160 188.08 422.58
178 107,596 111,464 107,596 111,450 23,872 25,919 313.12 343.63
10

Zone 15 806,286 835,271 805,731 834,591 184,163 194,199 3,085.48 261.14
179 37,335 38,677 37,306 38,642 8,472 8,986 190.48 195.85
180 16,500 17,093 16,500 17,091 3,680 3,975 52 317.31
181 21,918 22,706 21,918 22,703 5,157 5,280 78.39 279.60
182 8,723 9,037 8,723 9,035 2,178 2,101 120.33 72.49
183 4,625 4,791 4,614 4,779 1,056 1,114 49.48 93.25
184 2,669 2,765 2,669 2,765 723 643 27.2 98.13
185 27,333 28,316 27,333 28,312 6,356 6,584 66.58 410.53
186 21,668 22,447 21,650 22,425 4,897 5,217 151.44 142.96
187 23,529 24,375 23,513 24,355 5,346 5,668 87.08 270.02
188 28,301 29,318 28,199 29,209 6,034 6,816 62.44 451.62
Zone 16 192,601 199,525 192,425 199,316 43,899 46,384 885.42 217.33
North 998,887 1,034,795 998,156 1,033,909 228,062 240,584 3,970.90 251.37
South 585,091 606,124 582,869 603,747 139,816 141,489 1,362.50 427.79
District 1 1,193,419 1,236,320 1,192,229 1,234,934 274,428 287,376 4,564.00 261.22
District 2 390,559 404,599 388,796 402,722 93,450 93,726 769.4 505.32
TOTAL 1,583,978 1,640,919 1,581,025 1,637,657 367,878 382,073 5,333.40 296.44
Table 7 Actual and Projected Number of Households4
YEAR STATISTICS
NUMBER OF HUSEHOLDS
2015 367,878
2018 382,073
AVERAGE HOUSEHOLD SIZE
2015 4.3 member/household
2018 4.3 member/household
HOUSEHOLD DENSITY (per square hectare)
2015 68.98 households/ sq. hectare
2018 71.46 households/ sq. hectare
ANNUAL GROWTH RATE 2010 – 2015 1.18 %
NUMBER OF YEARS TO DOUBLE 2015 POPULATION 59.9 Years
IT IS PROJECTED THAT BY YEAR 2025 THE POPULATION OF CALOOCAN WILL REACH

1,781,871
Table 8 Actual and Projected School Age Population 2015 - 20254
Age 2015 Projected

Group (Estimated) 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
NORTH CALOOCAN
3-5 64,984 65,754 66,532 67,320 68,177 68,924 69,740 70,566 71,402 72,257 73,103
6-11 132,133 133,698 135,282 136,884 138,504 140,145 141,804 143,484 145,183 146,902 148,642
4 Estimated base on the PSA 2015 Census of Population and Households
11
Age 2015 Projected

Group (Estimated) 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
12-17 126,746 128,247 129,766 131,303 132,858 134,431 136,023 137,634 139,264 140,913 142,581
18-21 81,208 82,169 83,142 84,127 85,123 86,131 87,151 88,183 89,227 90,284 91,353
SOUTH CALOOCAN
3-5 34,219 34,625 35,035 35,450 35,870 36,295 36,724 37,159 37,599 38,045 38,495
6-11 66,776 67,567 68,367 69,177 69,996 70,825 71,664 72,512 73,371 72,240 75,119
12-17 65,503 66,279 67,064 67,858 68,662 69,475 70,297 71,130 71,972 72,825 73,687
18-21 48,105 48,675 49,251 49,834 50,424 51,021 51,626 52,237 52,856 53,482 54,115
TOTAL 619,674 627,014 634,439 641,953 649,614 657,247 665,029 672,905 680,820 686,948 697,095
Household Population5
Of the total Household Population in 2015, 49.80% were males and 50.20% were females. These
figures equate to a ratio of 99 males for every 100 females. The census results likewise affirmed
that the sex ratio for the age groups 15 to 64 had more females than males while those below the
15-year age group is contrasting in terms of proportion. Senior citizens (aged 60 and over)
represent 6.16% of the total HH population while the school age group occupies about 37.52%
as per the 2015 PSA Census of Population.
Table 9 2015 Age Sex Composition, Caloocan City5
Age Group Both Sexes Male Female Ratio

Under 1 30,616 15,860 14,756 1.075
1 to 4 123,904 64,287 59,617 1.078
5 to 9 155,945 80,428 75,517 1.065
10 to 14 150,097 77,417 72,680 1.065
15 to 19 159,375 80,089 79,286 1.010
20 to 24 161,728 80,952 80,776 1.002
25 to 29 145,562 73,309 72,253 1.015
30 to 34 127,975 64,401 63,574 1.013
35 to 39 115,471 58,141 57,330 1.014
40 to 44 96,675 48,445 48,230 1.004
45 to 49 86,508 43,159 43,349 0.996
50 to 54 72,403 35,278 37,125 0.950
55 to 59 57,290 27,666 29,624 0.934
60 to 64 41,068 19,080 21,988 0.868
65 to 69 25,772 11,259 14,513 0.776
70 to 74 14,038 5,679 8,359 0.679
75 to 79 9,294 3,352 5,942 0.564
80 and over 7,304 2,075 5,229 0.397
Caloocan City 1,581,025 790,877 790,148 1.001
5
PSA 2015 Census of Population and Households
12
Figure 3 2015 Age Sex Composition, Caloocan City 6
80+ (2,075) 5,229

75-79 (3,352) 5,942
70-74 Male Female (5,679) 8,359
65-69 (11,259) 14,513
60-64 (19,080) 21,988
55-59 (27,666) 29,624
50-54 (35,278) 37,125
45-49 (43,159) 43,349
40-44 (48,445) 48,230
35-39 (58,141) 57,330
30-34 (64,401) 63,574
25-29 (73,309) 72,253
20-24 (80,952) 80,776
15-19 (80,089) 79,286
10-14 (77,417) 72,680
5-9 (80,428) 75,517
1-4 (64,287) 59,617
under 1 (15,860) 14,756
Dependency Ratio
The dependency age covers about 32.70% of the total household population. The higher portion
consists of the household members belonging to the age group 0 to 14 years at 29.13 percent,
while the age group 65 years and over accounted for 3.57 percent. The economically active
portion of the population or the age group 15 to 64 years was recorded at 67.30% percent. The
overall dependency ratio in 2015 is 1 dependent to 2.06 workers, definite to the fact that the city
has a high manpower potential.
Table 10 2015 Dependency Ratio6
ACTUAL RATIO
MALE FEMALE TOTAL MALE FEMALE TOTAL
Total Household Population 790,877 790,148 1,581,025 50.02% 49.98% 100.00%
Young Age Dependent (ages 0-14) 237,992 222,570 460,562 15.05% 14.08% 29.13%
Old-Age Dependent (ages 65 above) 22,365 34,043 56,408 1.41% 2.15% 3.57%
Potential Labor Force (ages 15 - 64) 530,520 533,535 1,064,055 33.56% 33.75% 67.30%
6 PSA 2015 Census of Population and Households
13
Figure 4 Comparative Dependency Ratio 2000 - 20157
1,200,000 70.00%
1,064,055
973,104 60.00%
1,000,000 59.02%
52.84% 50.00%
800,000 738,852 48.58%
469,983 40.00%
600,000 460,562
406,554 30.00%
400,000
20.00%
200,000 10.00%
29,514 44,158 56,408
0 0.00%
2000 2010 2015
Potential Labor Force (ages 15-64) Young Age Dependent (ages 0-14)
Old Age Dependent (ages 65 and above) % of Dependents
Table 11 Comparative Dependency Ratio 2000 - 20157
2000 2010 2015

Young Age Dependent (ages 0-14) 406,554 469,983 460,562
Old Age Dependent (ages 65 and above) 29,514 44,158 56,408
Total Dependent 436,068 514,141 516,970
Potential Labor Force (ages 15-64) 741,536 973,104 1,064,055
Educational Attainment
Table 12 Household Population 5 Years Old and Over by Highest Education Attained 8
HIGHEST EDUCATION ATTAINED BOTH SEXES MALE FEMALE

Total 1,426,505 710,730 715,775
No Grade Completed 27,468 14,467 13,001
Preschool 36,565 18,951 17,614
Special Education 1,152 684 468
Elementary 309,517 158,729 150,788
High School 607,911 309,642 298,269
Post-Secondary 25,423 9,947 14,888
College Undergraduate 209,755 103,811 105,944
Academic Degree Holder 206,992 93,761 113,231
Post Baccalaureate 1,068 444 624
Not Reported 654 294 360
7 Various NSO and PSA Census of Population and Households

14
Figure 5 Household Population 5 Years Old and Over by Highest Education Attained 9
COLLEGE UNDER-
POST SECONDARY
GRADUATE
1.78% 14.70%
ACADEMIC DEGREE NOT REPORTED
HOLDER 0.05%
HIGH SCHOOL 14.51% POST
42.62% BACCALAUREATE
ELEMENTARY 0.07%
NO GRADE
21.70% COMPLETED
1.93%
SPED PRESCHOOL
0.08% 2.56%
Religious Affiliation
Caloocan City is predominantly composed of Roman Catholics in terms of religious association. The 2015
PSA Census documented that 90.03% of the city’s populace adhere to the Catholic Faith (higher than the
88.1% recorded in 2000). The Iglesia Ni Cristo holds the next largest congregation at 4.14%, followed by
the Jesus is Lord (JIL) with 1.40% and the evangelicals with an affiliation of 1.04%. Islam, Seventh Day
Adventist, Jehovah’s Witnesses and other religious sects are recorded of having less than 1% respectively.
Table 13 Household Population by Religious Affiliation9
RELIGIOUS AFFILIATION NUMBER OF MEMBERS PERCENTAGE

Roman Catholic including Catholic Charismatic 1,423,370 90.03%
Iglesia ni Cristo 65,448 4.14%
Evangelicals (Philippine Council of Evangelical Churches) 16,501 1.04%
Islam 11,564 0.73%
Seventh Day Adventist 5,308 0.34%
Jehovah’s Witness 5,116 0.32%
Jesus Is Lord 22,103 1.40%
Other Affiliations 31,615 2.00%
TOTAL 1,581,025 100.00%
Figure 6 Household Population by Religious Affiliation9
ROMAN CATHOLIC
OTHERS
90.03%
JIL
1.40% 2.00%
JEHOVAH'S IGLESIA NI CRISTO
0.32% 4.14%
SEVENTH DAY EVANGELICALS
ISLAM
ADVENTIST
0.73% 1.04%
0.34%
15
Household Population by Ethnicity
More than half of the city population disclosed Tagalog as their ethnic origin. This can be attributed to
its proximity to nearby provinces and Caloocan as being a past component of the former Rizal region.
The Bisaya or Binisaya and the Bicol cultures succeeds with a relatively low percentile at 12% and 8.6%,
respectively.
Table 14 Household Population by Ethnicity10
ETHNICITY NUMBER OF HOUSEHOLDS PERCENTAGE

Tagalog 874,855 55.57%
Bisaya/Binisaya 189,891 12.00%
Bikol/Bicol 137,444 8.64%
Ilocano 91,787 5.78%
Waray 76,766 4.83%
Hiligaynon/Ilonggo 44,966 2.83%
Pangasinan/Panggalatok 33,219 2.08%
Cebuano 32,535 2.04%
Kapampangan 27,926 1.77%
Others 71,635 4.46%
Total 1,581,025 100.00%
Figure 7 Household Population by Ethnicity10
2.06% 1.77% 4.53% TAGALOG

2.10%
BISAYA/ BINISAYA
2.84%
BIKOL/ BICOL
4.86%
ILOCANO
5.81% WARAY
55.33% HILIGAYNON/ ILONGGO

8.69%
PANGASINAN/ PANGALATOK
CEBUANO
12.01%
KAPAMPANGAN
UNSORTED
10 Estimated base on the NSO 2010 and PSA 2015 Census of Population and Households
16
Education
Table 15 Summary of Educational Statistics for SY2017 – 2018
PUBLIC PRIVATE
LEVEL
Male Female Total Male Female Total
12,277 11,057 23,334 2,953 2,685 5,638
Preschool
Classrooms: 219 Schools: 54 Classrooms: 474 Schools: 205
86,892 81,577 168,469 12,721 11,567 24,288
Elementary
Classrooms: 2,632 Schools: 54 Classrooms: 721 Schools: 179
47,277 47,078 94,355 23,414 24,990 48,404
Secondary
Classrooms: 2,035 Schools: 33 Classrooms: 1,470 Schools: 103
12,199 16,049 28,248
Tertiary
Classrooms: 138 (UCC North and South) Classrooms: 905 Schools: 22
Preschool
As of SY 2017 – 2018, there are 259 pre-schools (54 public and 205 private) in the city. North
Caloocan has 29 public and 150 private schools while South has 25 public and 51 private schools.
A total number of 28,972 students availed of formal education in both public and private
preschools. In the same school year, 235 public day care centers offered informal schooling to
14,222 preschool children. Notably, the mandatory implementation of preschool education by
virtue of R.A. 10157 s.201 known as the Kindergarten Act, the rate of participation steadily
increased since SY 2012-2013. With a total number of 43,194 children enrolled in both formal
and informal preschools, there is still a need to attend to an estimated 58% (59,576) of the
projected 3-5 years old population, taking into consideration whether they are registered in other
preschool outside of the city or non-participants of this educational level.
Table 16 Enrollment in Public and Private Pre-Schools, SY2012 – 2013 to SY2017 – 201811
SOUTH NORTH
SCHOOL
PUBLIC PRIVATE PUBLIC PRIVATE
YEAR
Male Female Total Male Female Total Male Female Total Male Female Total
2013 - 2014 2,954 2,859 5,813 1,034 1,065 2,099 5,080 5,065 10,145 1,561 1,565 3,126
2014 - 2015 2,687 2,611 5,289 927 997 1,924 5,009 5,131 10,140 1,543 2,476 3,022
2015 - 2016 2,962 2,843 5,805 1,372 1,402 2,774 5,487 5,441 10,928 1,441 1,374 2,815
2016 - 2017 2,906 2,773 5,679 680 623 1,303 5,851 5,530 11,381 1,743 1,493 3,236
2017 - 2018 3,943 3,601 7,544 663 607 1,270 8,334 7,456 15,790 2,290 2,078 4,368
11 DepED Division Office Caloocan City End of SY2017 – 2018 Report
17
Table 17 Total Number of Day Care Children per Unit Offices 2017 – 201812
Total no. of Total No. of Total No. of

Total Number
Unit Offices/ Areas Day Care Day Care Day Care
of Barangay
Children Centers Workers
Sangandaan, Maypajo & Dagat-Dagatan 29 2,965 38 36
Avenues 36 1,845 36 35
Bagong Barrio 28 2,306 29 28
Tala 10 2,161 33 32
Camarin 12 3,571 56 57
Bagong Silang 1 1,374 43 43
TOTAL 116 14,222 235 231
Elementary
The DepEd Division Office reported a total of 54 public elementary schools consisting of one integrated
school and 179 private schools in operation during the school year 2017 - 2018. The public schools are
distributed in the city’s seven school district, three (3) of which are located in South Caloocan and the
remaining 4 districts are in its Northern counterpart. The Southern District consists of 25 schools while
North Caloocan’s districts comprises of 29 schools.
In summary, a total of 192,757 students were enrolled for SY2017 – 2018 in both public and private
elementary schools in the city’s jurisdiction. South Caloocan accounted for 30.75% of these enrollees and
the remaining 69.25% are participants of North Caloocan’s elementary schools. Conclusive to say that the
participation rate for this particular age group tallied close to 94% on the basis of the projections from the
2015 PSA Census. The remaining 6% are either non-participants or possibly enrolled in schools outside of
the city’s jurisdiction.
Table 18 Enrollment in Public and Private Elementary Schools, SY2012 – 2013 to SY2017 – 201813
South North
School Year Public Private Public Private
2013 - 2014 26,024 24,929 50,953 5,001 4,766 9,821 55,731 51,622 107,353 7,002 6,356 13,358
2014 - 2015 26,207 24,504 50,711 3,950 4,140 8,090 55,226 51,339 106,565 6,798 6,455 13,253
2015 - 2016 25,524 23,895 49,419 6,812 6,440 13,252 54,528 51,214 105,742 8,172 7,651 15,823
2016 - 2017 24,718 23,381 48,099 5,049 4,789 9,838 53,896 50,689 104,585 8,355 7,580 15,935
2017 - 2018 26,998 25,536 52,534 3,528 3,224 6,752 59,894 56,041 115,935 9,193 8,343 17,536
Secondary Education
There are 136 secondary schools in the city. South Caloocan has 11 public and 25 private schools, north
has 22 and 78 respectively. About 2,035 classrooms are in composite of the 33 public schools, while the
independent institutes are made up of 548 rooms for Junior High and 922 for the Senior High.
In SY 2017 – 2018, there were 94,355 enrollees in the public secondary schools representing 47% of the
total school age population of 12-17 years old. Likewise, there were 17,762 students registered in 78 private
12 City Social Welfare Department

18
secondary schools located in the city. Estimating from the 2015 PSA Census, 53% of these age group are
most likely in attendance in other institution outside of Caloocan or out-of-school youths.
Camarin High School and Tala High School has the greatest number of enrollees in the North while the
Caloocan High School in the South has the largest registrant for SY2017 – 2018.
Table 19 Enrollment in Public and Private Elementary Schools, SY2012 – 2013 to SY2017 – 201814
South North
School Year Public Private Public Private
2013 - 2014 14,368 13,487 27,855 3.656 3,786 7,442 31,867 32,041 63,908 4,209 3,869 8,078
2014 - 2015 14,795 13,870 28,665 3,426 3,576 7,002 31,168 31,127 62,295 5,456 5,287 10,683
2015 - 2016 13,947 13,768 28,315 3,692 3,726 7,418 30,880 30,862 61,742 5,135 4,876 10,011
2016 - 2017 14,453 13,741 28,194 3,735 3,629 7,364 30,508 30,595 61,103 5,411 4,987 10,398
2017 - 2018 15,051 14,460 29,511 8,564 9,725 18,289 32,226 32,618 64,844 14,850 15,265 30,115
Collegiate Education
Presently, there are 24 institutions providing tertiary education in the city, 23 of which are private
colleges/ universities and one government university with four campuses (University of Caloocan
City). Most of these colleges/ universities are located in the southern part of the city.
The University of Caloocan City (UCC) offers free college to the city residents. UCC South
Caloocan is located in Biglang Awa St., 12th Avenue and has a five-storey 42 classroom building
with 6,125 students as of second semester of SY 2017 – 2018. The UCC have three campuses
in North – 1) Congress Bldg. in Bgy. 173 with 36 classrooms, 2) Camarin Campus in Bgy. 174
with 45 classrooms, and the VocTech Building in Bgy. 175. Total enrollment reached to 8,332 in
the first semester and 8,017 in the second in the same school year.
Table 20 Summary of Enrollment, University of Caloocan SY2013 – 2014 to SY2018 – 201915
RATE OF CHANGE
SCHOOL YEAR SEMESTER MALE FEMALE TOTAL
Annual 1st Semester 2nd Semester
SOUTH CALOOCAN
1st 2,497 3,491 5,988 10.89% 3.33%
2013–2014
2nd 2,410 3,401 5,811 2.96% 8.70%
1st 2,787 3,920 6,707 13.52% 12.01%
2014–2015
2nd 2,617 3,704 6,321 -5.76% 8.70%
1st 3,366 4,601 7,967 20.66% 18.79%
2015 - 2016
2nd 3,054 4,249 7,303 -8.33% 15.54%
1st 3,579 4,163 7,742 5.67% -2.82%
2016 - 2017
2nd 3,892 3,060 6,952 -10.20% -4.81%
1st 2,648 3,126 5774 -0.25%
2017-2018
2nd 2608 3517 6125 6.08% 11.90%

15 University of Caloocan City Report
19
RATE OF CHANGE
SCHOOL YEAR SEMESTER MALE FEMALE TOTAL
Annual 1st Semester 2nd Semester
1st 2589 3136 5725 0.85%
2018-2019
2nd 2583 3140 5723 0.35% 6.56%
Average Rate of Change 1.37% 7.82% 7.10%
NORTH CALOOCAN
1st 2,691 4,804 7,495 9.51% 5.37%
2013–2014
2nd 2,617 4,720 7,337 -2.11% 8.18%
1st 3,365 5,841 9,206 20.30% 22.83%
2014–2015
2 nd 3,276 5,842 9,118 -0.96% 24.27%
1st 4,205 7,012 11,217 18.71% 21.84%
2015 - 2016
2nd 4,022 6,754 10,776 -0.40% 18.18%
1st 4,370 6,388 10,758 -0.17% -4.09%
2016 - 2017
2nd 4,753 5,581 10,334 -3.94% -4.10%
1st 3489 4843 8332 -22.6%
2017-2018
2 nd 3454 4563 8017 -3.81% -2.24%
1st 4114 5171 9285 11.4%
2018-2019
2nd 5097 4089 9186 -1.07% 14.6%
Average Rate of Change 3.57% 11.49% 11.63%
Critical Educational facilities
Results from the hazard and risks assessment conducted by Greater Metro Manila Area (GMMA)-
READY PROJECT showed that four elementary schools and six high schools located within
Grace Park and Dagat-dagatan were highly vulnerable to liquefaction; 16 elementary schools and
7 high schools in South Caloocan are found to be affected by ground shaking scale of High PEIS
8.5.
In the study conducted by Mines and Geosciences Bureau (MGB), 6 public schools near the Casili
Creek in South Caloocan and 30 public schools lying near Tullahan, Marilao, and other tributary
rivers in North Caloocan are identified to be flood prone area. Six public schools in low-lying areas
(Dagat-dagatan) are affected by flooding due to high tide.
Camarin Elementary School, Deparo and Sampaguita High Schools are located within the
barangays identified to be susceptible to rain-induced landslide.
Nevertheless, 82 elementary and secondary schools in the city were identified as evacuation
centers. Manila Central University and the University of the East having the biggest campuses
were also identified as evacuation centers.
Table 21 School Facilities’ Risk Assessment and Hazard Vulnerability
HAZARDS SUSCEPTIBILITY
Location Rain-
School Ground Severe
(Bgy.) Liquefaction Flood Tsunami induced
Shaking Wind
Landslide
Elementary
AROMAR DISTRICT
1 Grace Park 52 High PEIS 8.5 M to High None
2 Grace Park Unit I 56 Low PEIS 8 Moderate None
20
Location Rain-
Shaking Wind
Landslide
3 Kasarinlan 28 High High PEIS 8.5 Moderate Inundated
4 Kaunlaran 20 High High PEIS 8.5 High Inundated
5 Lerma 31 High PEIS 8.5 Moderate Inundated
6 Libis Talisay 10 High PEIS 8.5 Low Low
7 Marulas 36 High PEIS 8.5 High Inundated
8 Maypajo 35 High High PEIS 8.5 Moderate None
9 Sampalukan 24 High PEIS 8.5 Low None
POBCARAN DISTRICT
10 A. Bonifacio 5 Low PEIS 8 Low None
11 Bagong Silang 114 High PEIS 8.5 Low to High None
12 Caloocan - Central 15 Low PEIS 8 Low None
13 Cayetano Arellano 125 High PEIS 8.5 Low None
14 Cecilio Apostol 109 High PEIS 8.5 Moderate None
15 Eulogio Rodriguez 100 Low PEIS 8 Low None
16 Gomburza 74 High PEIS 8.5 Low None
17 Gregoria de Jesus 62 High High PEIS 8.5 Low None
18 San Jose 129 High PEIS 8.5 Low None
Tandang Sora
19 105 Moderate High PEIS 8.5 Low None 101-140
Integrated School
TANQUE DISTRICT
20 Baesa 161 Low PEIS 8 None
Baesa -Libis Baesa
21 160 Low PEIS 8 M to High None
Annex
22 Bagong Barrio 147 Low PEIS 8 None
23 East Bagong Barrio 157 Low PEIS 8 None
24 Morning Breeze 83 High PEIS 8.5 None
25 Sta. Quiteria 163 Low PEIS 8 None 141-170
26 Talipapa 164 Low PEIS 8 Low to VH None
CALOOCAN NORTH, I DISTRICT
27 Amparo 179 Low PEIS 8 Low to VH None
28 Camarin 175 Low PEIS 8 Low to VH None High
29 Camarin D 178 Low PEIS 8 Low to VH None
Camarin D - Unit II
30 178 Low PEIS 8 Low to VH None
Annex
31 Caloocan North 178 Low PEIS 8 Low to VH None
Cielito Zamora
Memorial School
33 Congress 173 Low PEIS 8 Low to VH None 141-200
34 Horacio dela Costa 179 Low PEIS 8 Low to VH None 141- 170
35 Urduja 172 Low PEIS 8 M to VH None
CALOOCAN NORTH II DISTRICT
36 Bagong Silang 176 Low PEIS 8 Low to VH None
37 Gabriela Silang 176 Low PEIS 8 Low to VH None
21
Location Rain-
Shaking Wind
Landslide
Rene Cayetano
(Annex)
39 Sto. Niño 176 Low PEIS 8 Low to VH None
40 Kalayaan 176 Low PEIS 8 Low to VH None
Kalayaan - Unit
Annex
42 Silanganan 176 Low PEIS 8 Low to VH None
43 Star - Unit I Annex 176 Low PEIS 8 Low to VH None
CALOOCAN NORTH III DISTRICT
44 A. Mabini 187 Low PEIS 8 Low to VH None
45 MLQ 185 Low PEIS 8 Low to VH None
46 Marcelo H. del Pilar 185 Low PEIS 8 Low to VH None
47 NHC 186 Low PEIS 8 Low to VH None
48 Pag-asa 176 Low PEIS 8 Low to VH None
49 Pangarap 181 Low PEIS 8 Low to VH None
50 Tala 186 Low PEIS 8 Low to VH None
CALOOCAN NORTH IV DISTRICT
51 Bagbaguin 165 Low PEIS 8 Low to M None
52 Bagumbong 171 Low PEIS 8 Low to High None 141-200
Bagumbong -
53 171 Low PEIS 8 Low to High None 141-200
Annex
54 Caybiga 166 Low PEIS 8 M to High None
55 Deparo 168 Low PEIS 8 Low to High None
56 Llano 167 Low PEIS 8 Low to High None
57 Sampaguita 175 Low PEIS 8 Low to VH None 101-200
Secondary
1 Caloocan High Schl. 62
Moderate to
Caloocan City High PEIS 8.5 None
2 62 High
Science
3 Ma. Clara H/S 109 High PEIS 8.5 None
Tandang Sora
4 105 High PEIS 8.5 None
Integrated School
M. B. Asistio, Sr. None to
5 14 High Low PEIS 8 &
H/S Inundated
M. B. Asistio, Sr. -
6 14 High High 8
Unit I
None
7 Maypajo H/S 35 High High
8 Kasarinlan H/S 28 High High Inundated 060-170
Bagong Barrio
9 Low 8 None
National H/S 143
Bagong Barrio
10
National H/S-Annex
11 Baesa High School 161 Low 8 None
22
Location Rain-
Shaking Wind
Landslide
Low to Very
12 Talipapa H/S 164 Low 8 None
High Low
13 Caybiga H/S 165 Low 8 None
Low to High
14 Deparo H/S 168 Low 8 None High
Low
Low to High
15 Llano H/S 167 Low 8 None
Low
15 Bagumbong H/S 171
Bagumbong - Low 8 None
16 171 101-200
Annex
17 Sampaguita H/S 175 Low 8 None High 101-200
18 Camarin H/S 174 Low 8 None
Cielito Zamora
19 177 Low 8
Annex 2 None
20 Cielito Zamora 172 Low 8
Urduja Business
21 172 Low 8 None
H/S
High to Very
22 Amparo H/S 179 Low 8 None
High
AHS-H. Dela Costa
23 179 Low 8 None
- Annex
24 Pangarap H/S 182 Low 8 to M None 101-200
Mountain Heights
25 183 Low 8 None
H/S
26 NHC H/S 186 Low 8 None
Manuel L. Quezon
27 185 Low 8 None
High School
28 Tala High School 188 Low 8 None
Low to Very
29 Bagong Silang H/S 176 Low 8 None 101-200
High
Low to Very
30 Benigno Aquino, Jr. 176 Low 8 None 101-200
High
Kalayaan National
31 176 Low 8 None 101-200
HS
Caloocan National
32 173 Low 8 None 101-200
Science & Tech.
Health
Health Facilities
The city has 11 private and three government-owned hospitals. As of 2016, all hospitals had been
accredited by the Philippine Health Insurance Corporation (PhilHealth). The combined bed
23
capacity of private and government hospitals in South Caloocan is 528 while North Caloocan is
recorded at 809.
Aside from hospitals, the city also maintains 44 health centers and 103 private birthing homes
and lying-in centers distributed in various barangays. Twenty-one of the health centers are located
in South Caloocan covering 164 barangays while 23 are distributed in 24 barangays in North
Caloocan. Being among the barangays with the highest population, some have more than one
health center: Barangays 175, 177, and 178 have two each while Barangay 176 has 6.
Existing health centers are PhilHealth accredited (44 Primary Care Benefit (PCB), 3 Maternity
Care Package Provider (MCP) and 9 TB DOTS Package Benefit (PCB). These health facilities
provide medical and dental services; nutrition education and provision of supplements;
vaccination and immunization programs; and family planning services. These health centers are
under the administrative and technical supervision of the City Health Department.
Table 22 Medical Facilities and Corresponding Bed Capacity, Caloocan City
Type of Health
Technologists
Inspect-tors
Mid-wives
Facilities*
Capacity*
Barangay
Services/
Sanitary
Dentists
Number
Medical
Doctors
Name of Hospital
Nurses
Bed
SOUTH CALOOCAN
1 Caloocan City Medical Center (Government) 15 Level 1 186 122 102 8 0 1 12
2 Martinez Memorial Hospital 32 Level 2 33 20 21 0 0 0 -
3 Our Lady of Grace Hospital 61 Level 2 28 30 16 0 0 1 5
4 MCU-FD Tanchoco Medical Foundation Hospital 84 Level 3 215 433 159 17 0 1 33
TOTAL 462 605 298 25 0 3 50
NORTH CALOOCAN
6 Acebedo General Hospital 165 Level 1 16 4 8 0 1 0 3
7 Lady of Lourdes Hospital Inc. of Caybiga 166 Level 2 12 8 5 1 0 0 2
8 San Lorenzo Ruiz Hospital 170 Level 1 15 2 10 0 4 0 4
9 Nodado General Hospital 175 Level 2 40 55 30 2 0 1 7
10 Markvim Hospital 177 Level 1 8 2 4 1 0 0 1
11 Bermudez Polymedic Hospital 185 Level 1 20 8 25 1 1 0 5
12 North Caloocan Doctor’s Hospital 185 Level 2 29 21 16 3 0 1 3
13 Dr. Jose Rodriguez Memorial Hospital (Gov’t.) 186 Level 4 590 194 272 36 0 1 8
14 Caloocan City North Medical Center (Gov’t.) 177 Infirmary 89 38 38 5 0 1 7
TOTAL 819 332 408 49 6 4 40
Table 23 Inventory of Operational Health Centers
Health Center Address Barangay Barangay Coverage

District II
Torres Bugallon St.,
1 Torres Bugallon Health Center Bgy. 5 Brgy. 1, 2, 3, 5, 9, 13, 15, 17
Sangandaan
2 Julian Felipe Health Center Julian Felipe, Sangandaan Bgy. 8 Brgy. 4, 6, 7, 8, 10, 11
3 Barangay 12 Health Center Bangayngay St. Bgy. 12 Brgy. 12
4 Barangay 14 Health Center Pampano St. Brgy. 14 Brgy. 14
5 Brgy. 18 Health Center Libis Nadurata St. Brgy. 18 Brgy. 16, 18, 20, 22
6 Ana Health Center Kapanalig St., Maceda Street Brgy. 28 Brgy. 27, 28, 29
24
7 Sampalukan Health Center Sampalukan Street Brgy. 21, 23, 24, 25

8 A.A. Zapa J.P. Rizal St., Maypajo Brgy. 34 Brgy. 26, 30, 31, 34, 35
9 Marulas Health Center Rajah Sulayman St. Brgy. 36 Brgy. 32, 33, 36, 37, 38, 39, 40, 43
Brgy. 41, 42, 44, 45, 113, 114, 115, 116, 117,
10 Brgy. 118 & 120 Health Center 2nd St., 2nd Ave. Grace Park Brgy. 120
118, 119, 120, 123, 124, 125
Brgy. 46, 47, 48, 49, 50, 51, 52, 53, 54, 55,
11 Calaanan Health Center 7th Ave., Grace Park Brgy. 53
56, 57, 58, 59, 60, 61, 62, 63
Bgy. 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 74,
12 Francisco Health Center Esguerra St. Monumento Bgy. 75
75, 76, 77, 78, 79
Bgy. 86, 87, 88, 89, 90, 91, 103, 104, 106,
13 Grace Park Health Center 3rd St. between 9th and 10th Ave. Bgy. 108
107, 108, 109, 110, 111, 112, 121, 122
Bgy. 92, 93, 94, 95, 96, 97, 98, 99, 100, 101,
14 E. Rodriguez Health Center Violet St. 11th Ave. Grace Park Bgy. 98
102, 105
15 Bo. San Jose Health Center Tagaytay St. Bo. San Jose Bgy. 128 Bgy. 126, 127, 128, 129, 130, 131
District I
Malolos Ave. (Near Market), Bgy. 81, 82, 83, 84, 85, 132, 133, 134, 135,
16 Bagong Barrio Zone 1 Bgy. 144
Bagong Barrio 136, 137, 140, 142, 143, 144
Malolos Ave., East, Bagong
17 Bagong Barrio Zone 3 Bgy. 157 Bgy. 156, 157
Barrio
Bgy. 138, 139, 141, 145, 146, 147, 148, 149,
18 Bagong Barrio Lying-in Center Katarungan St. Bgy. 149
150, 151, 152, 153, 154, 155
19 Baesa Health Center Bayanihan St., Baesa Bgy. 159 Bgy. 158, 159, 160, 161
20 Sta. Quiteria Health Center Tullahan Road, Sta. Quiteria Bgy. 162 Bgy. 162, 163
Bayabas St. GSIS Village,
21 Talipapa Health Center Bgy. 164 Bgy. 164
Talipapa
22 Bagbaguin Health Center Gen. San Luis St., Babaguin Bgy. 165 Bgy. 165, 166
23 Bagumbong Health Center Bagumbong Road Bgy. 171 Bgy. 171, 173
Bagumbong – Dulo Health
24 Bagumbong Dulo Bgy. 173 Bgy. 171
Center
25 Deparo Health Center Deparo Road Bgy. 168 Bgy. 168, 169
26 Llano Health Center Llano Road Bgy. 167 Bgy. 167
Magat Salamat St, Urduja
27 Urduja Health Center Bgy. 172 Bgy. 170, 172
Village
28 Camarin Lying In Center Cadena de Amor St. Bgy. 174 Bgy. 174
29 Camarin Health Center Libis St. Area A, Camarin Bgy. 175 Bgy. 175 (Libis)
30 Brixton Health Center Brixton Bgy. 175 Bgy. 175 (Brixton)
31 Cielito Health Center Cielito Homes Bgy. 177 Bgy. 177A
32 Parkland Health Center Lotus St., St. Mary’s Village Bgy. 177 Bgy. 177B
33 Bgy. 178-A Kiko St. Bgy. 178 Bgy. 178A
34 Bgy. 178-B San Isidro, Camarin D Bgy. 178 Bgy. 178B
35 Amparo Health Center Amparo Village Bgy. 179 Bgy. 179, 180, 183
36 Pangarap Health Center Pangarap Village Bgy. 181 Bgy. 181, 182
Glorietta, Tala (Back of Post
37 Tala Health Center Bgy. 188 Bgy. 187, 188
Office)
38 Malaria Health Center Ascoville, Malaria Bgy. 185 Bgy. 184, 185, 186
39 Bagong Silang Ph. 1 Phase 1, Bagong Silang Bgy. 176 Bgy. 176 Phase 1, 4
40 Bagong Silang Ph. 2 Phase 2, Bagong Silang Bgy. 176 Bgy. 176 Phase 2, 3, 5
41 Bagong Silang Ph. 7 Phase 7, Bagong Silang Bgy. 176 Bgy. 176 Phase 7
42 Bagong Silang Ph. 8 Phase 8, Bagong Silang Bgy. 176 Bgy. 176 Phase 8
43 Bagong Silang Ph. 9 Phase 9, Bagong Silang Bgy. 176 Bgy. 176. Phase 9
44 Bagong Silang Ph. 10 Phase 10, Bagong Silang Bgy. 176 Bgy. 176. Phase 10
25
Table 24 Public Lying-In Clinics
Facility Location
Deparo Lying-in Barangay 168, Deparo Road
Bagbaguin Lying-in Barangay 165, Gen Luis St., Bagbaguin
Camarin Lying-in Barangay 174, Cadena de Amor St., Camarin
Bagong Barrio Lying-in Barangay 149, Katarungan St., Bagong Barrio
Health Manpower
The city has a total of 376 doctors, 554 nurses and 157 midwives rendering their services in the
three public hospitals and health centers. These medical personnel oversee the medical concern
of the city’s over 1.5 million populaces. In order to make up for the shortages of medical
professionals, the city government engaged the services of 520 barangay health workers (BHWs),
to cope up with the increasing demands for various medical and health services. Other hospitals/
government health centers are below the national standards.
On the other hand, a total of 590 doctors, 322 nurses and 31 midwives from the private hospitals
in Caloocan also complement the shortage in the number of health personnel.
Vital Statistics
Critical Health Facilities
26
When an emergency occurs, hospitals and health institutions play a critical role and must be ready
to save lives and continue to provide essential health services to the community. Areas with high
PEIS include Grace Park, Maypajo, Dagat-Dagatan, Sampalukan, Marulas, Tandang Sora,
Morning Breeze and Bagong Barrio. These areas will experience a high PEIS of 8.5.
Based on the number of hospitals and its hazard susceptibility, these facilities cannot
accommodate the number of persons that will be greatly affected during major calamities. Open
spaces may be used as a possible site of evacuation.
Table 25 Hospitals and Health Centers Hazard Vulnerability and Susceptibility Assessment
Hazards Susceptibility
Location Rain-
Health Facilities Ground Severe Wind
Shaking (kph)
Landslide
Hospitals
1 Martinez Memorial Hospital 32 High High PEIS 8.5 Moderate Inundated - 101-140
2 Our Lady of Grace Hospital 61 Moderate High PEIS 8.5 Low None - 060-140
3 Acebedo Gen. Hospital 165 None Low PEIS 8 Low None - 101-141
101-17
4 Bermudez Polymedic Hospital 185 None Low PEIS 8 Low None -
(0
Our Lady of Lourdes Hospital of
5 166 None Low PEIS 8 M to H None - 101-170
Caybiga, Inc.
6 Markvim Hospital 177 None Low PEIS 8 Low to VH None - 101-170
MCU-FD Tanchoco Medical
7 84 None Low PEIS 8 Low None - 060-140
Foundation Hosp.
8 Nodado General Hospital 175 None Low PEIS 8 L to M None - 101-200
9 San Lorenzo Ruiz Hospital 170 None Low PEIS 8 Low None - 101-140
North Caloocan Doctor's
10 185 None Low PEIS 8 Low to VH None - 101-170
Hospital
11 Caloocan City Medical Center 15 Low Low PEIS 8 Low None - 060-100
Caloocan City Medical North
12
Center
13 Dr. Jose Rodriguez Memorial
186 None Low PEIS 8 Low to VH None - 101-170
Hospital
Health Centers
None to
1 Torres Bugallon Health Center 5 High Low PEIS 8 Low 060-140
Inundated
2 Julian Felipe Health Center 8 High High PEIS 8.5 Moderate Inundated High 060-140
None to
3 Barangay 12 Health Center 12 High High PEIS 8.5 Moderate High 060-140
Inundated
LPEIS 8 to None to
4 Barangay 14 Health Center 14 High Moderate 060-140
HPEIS 8.5 Inundated
LPEIS 8 to None to
5 Barangay 18 Health Center 18 High High 060-140
HPEIS 8.5 Inundated
6 Ana Health Center 28 High High PEIS 8.5 Moderate Inundated 060-170
7 Sampalukan Health Center 24 High High PEIS 8.5 Low None 060-140
8 A. A. Zapa Puericulture Center 34 High High PEIS 8.5 High Inundated 101-140
LPEIS 8 to
9 Marulas Puericulture Center 36 High M to H None 101-140
HPEIS 8.5
Barangay 118/120 Health Moderate to LPEIS 8 to
10 120 L to VH None 060-140
Center High HPEIS 8.5
LPEIS 8 to
11 Calaanan Puericulture Center 53 High L to M None 060-140
HPEIS 8.5
27
Location Rain-
Health Facilities Ground Severe Wind
Shaking (kph)
Landslide
12 Francisco Health Center 75 Moderate High PEIS 8.5 M to H None 060-140
13 Grace Park Health Center 108 Moderate High PEIS 8.5 L to M None 060-140
LPEIS 8 to
14 E. Rodriguez Health Center 98 Moderate Low None 060-140
HPEIS 8.5
15 Barrio San Jose Health Center 128 None High PEIS 8.5 M to H None 060-140
Bagong Barrio Health Center
16 144 None Low PEIS 8 Low None 060-140
Zone I
Bgy. 149 Lying-in and Health
Center
Bagong Barrio Health Center
Zone III
19 Baesa Health Center 161 None Low PEIS 8 High None 060-140
20 Sta. Quiteria Health Center 162 None Low PEIS 8 L to VH None 101-170
21 Talipapa Health Center 164 None Low PEIS 8 Very High None 101-170
22 Bagbaguin Health Center 165 None Low PEIS 8 L to M None 101-170
23 Llano Health Center 167 None Low PEIS 8 Low to high None Low 101-170
24 Deparo Health Center 168 None Low PEIS 8 L to M None High 101-170
25 Urduja Health Center 172 None Low PEIS 8 Very High None 101-170
26 Bagumbong Health Center 171 None Low PEIS 8 Low to high None 101-200
27 Bagumbong Dulo 173 None Low PEIS 8 L to VH None 101-200
28 Camarin Lying-in 174 None Low PEIS 8 L to VH None 101-170
29 Camarin Health Center 175 None Low PEIS 8 L to VH None High 101-200
30 Brixton Health Center 175 None Low PEIS 8 L to VH None High 101-200
Bagong Silang Health Center
31 176 None Low PEIS 8 L to VH None 101-200
Ph. 1
Ph. 2
Ph. 7
Ph. 8
35 Bagong Silang H. C. Ph. 9 176 None Low PEIS 8 L to VH None 101-200
Ph. 10
37 Parkland Health Center 177 None Low PEIS 8 L to VH None 101-170
38 Cielito Health Center 177 None Low PEIS 8 L to VH None 101-170
Low to
39 Barangay 178 A Health Center 178 None Low PEIS 8 L to VH None 101-170
Moderate
Low to
40 Barangay 178 B 178 None Low PEIS 8 L to VH None 101-170
Moderate
Low to
41 Amparo Health Center 179 None Low PEIS 8 L to VH None 101-170
Moderate
42 Pangarap Health Center 181 None Low PEIS 8 Very High None 101-200
43 Malaria Health Center 185 None Low PEIS 8 L to VH None 101-170
44 Tala Health Center 188 None Low PEIS 8 L to VH None 101-170
Cemeteries
28
Caloocan has three public and four private cemeteries. The Sangandaan cemetery is located
within the busy commercial district of Sangandaan. Insufficiency of burial lots in this location led
to the construction of unplanned apartment type niches in order to accommodate demand.
Supplemental niches are constructed on top of the other existing tombs to compensate for lack
of burial spaces. This cemetery is located near Longos creek making it very susceptible to
flooding.
Bagbaguin and Bagong Silang cemeteries serve the northern part of the city. To augment for
lack of space, four-storey tombs were constructed in these locations.
Burial plots are classified as multi-storey tombs (MST), underground tombs and the traditional on
the ground tombs. Skeleton vaults (ossuary) are common in the public cemeteries. This is where
the low-income families, after renting on-the-ground tombs for five years, transfer the bones of
their dead relatives.
Table 26 List of Public and Private Cemeteries
Type of Area Estimated

Name of Cemetery Address/ Barangay
Ownership in hectares Capacity– Plot
Sangandaan Cemetery Sangandaan/ Bgy. 4 Public 3.0 20,000
Bagbaguin Cemetery Bagbaguin/ Bgy. 166 Public 1.5 4,302
Bagong Silang Bagong Silang/ Bgy. 176 Public 6.2 17,787
Eternal Garden Memorial Park 175 East Service Road Bgy. 158, 161 Private 25 -
La Loma Catholic Cemetery Rizal Avenue Extension Bgy. 118 Private 33 -
Forest Park Bagumbong/Bgy. 171 Private 22 -
Serenity Memorial Park, Inc. Bagumbong/Bgy. 171 GSIS 10 19,500
Protective Services
Police Force
In carrying out its obligation of protecting the lives of the citizenry, the Caloocan City Police
Department has a total of 1,175 personnel composed of 1,156 uniformed and 19 non-uniformed
men and women. As of 2018, policeman-population ratio was computed at 1:1,419, which is way
below the standard ratio of one policeman for every 500 population.
Table 27 Policemen to Population Ratio 2012 – 201616
2014 2015 2016 2017 2018

Population 1,635,570 1,583,978 1,602,735 1,621,715 1,640,919
(Actual 2015) (Projected) (Projected) (Projected)
Number of Policemen 792 951 1,271 1,271 1,156
Policeman-Population Ratio 1:2,065 1:1666 1:1,261 1:1,275 1:1,419
There are two police headquarters in the city. One is located along Samson Road in South
Caloocan and the other one along Barugo, Bagong Silang in the North. There are 7 Police
Community Patrol (PCP) positioned in different areas in the city.
29
Table 28 List of Police Stations and Sub-Stations, Caloocan City 201816
BARANGAY
UNIT/OFFICE LOCATION
COVERED
Office of the Chief of Police (OCOP) Samson Road, Caloocan City
Police Community Precinct (PCP) 1 (B. Barrio) Malolos Ave., Cor. G. de Jesus St., Bagong Barrio Bgy. 81 - 164
PCP 2 West Grace Park A. Del Mundo St. corner 9th Avenue, Caloocan Bgy. 1 - 80
PCP 3 (Bagong Silang) Phase 1, Bagong Silang Bgy. 176
PCP 4 (Tala) LD Road, Tala, Caloocan City Bgy. 179 - 188
PCP 5 (Zapote) Zapote Road, Camarin, Caloocan City Bgy. 173 - 178
PCP 6 (Urduja) Urduja, Caloocan City Bgy. 165 - 172
PCP 7 (Sta. Quiteria) Sta. Quiteria, Caloocan City Bgy. 81 - 164
Police Force
The 25 police sub stations and 7 fire stations located in South and North Caloocan are exposed
to different kinds of hazards. Thirteen sub stations and PCPs in South are vulnerable to high
liquefaction and ground shaking of high PEIS 8.5. North Caloocan sub-stations PCPs are
susceptible to flooding.
Table 29 Police Stations by Hazard Susceptibility
Police Stations/ Sub- Location
Ground Rain-induced Severe Wind
Stations (Bgy.) Liquefaction Flood Tsunami
Shaking Landslide (kph)
060-100
1 PCP 2 78 Moderate High PEIS 8.5 Low None -
101-140
060-100
2 PCP 12 89 Moderate High PEIS 8.5 Low None -
101-140
060-100
3 PCP 4 124 Moderate High PEIS 8.5 Low to Very High None -
101-140
Moderate to
4 PCP 3 118 High PEIS 8.5 Low to High None - 101-104
High
5 Sub-Station 2 4 High High PEIS 8.5 Low Inundated - 101-140
None to 060-100
6 PCP 7 23 High High PEIS 8.5 High -
Inundated 101-140
7 PCP 9 31 High High PEIS 8.5 High Inundated - 101-140
None to
8 PCP 10 45 High High PEIS 8.5 - 101-140
Inundated
9 PCP 11 62 Moderate to High High PEIS 8.5 Low - 101-140
None to
10 PSB 36 36 High High PEIS 8.5 Moderate to High - 101-140
Inundated
11 PCP 8 16 High High PEIS 8.5 High - 101-140
12 PSB 73 73 High High PEIS 8.5 Low None - 101-140
North Extension
13 175 Low Low PEIS 8.5 Very High None High 101-170
PCP 13
North Extension
14 176 Low Low PEIS 8.5 Very High None High 101-170
PCP 14
15 Sub-Station 4 175 Low Low PEIS 8.5 Very High None High 101-170
16 Caloocan PNP Annual Report
30
Police Stations/ Sub- Location
Ground Rain-induced Severe Wind
Stations (Bgy.) Liquefaction Flood Tsunami
Shaking Landslide (kph)
16 PCP 6 162 Low to Moderate Low PEIS 8.5 Very High None - 101-170
101-140
17 PCP 16 179 None Low PEIS 8.5 Very High None - 141-170
171-200
101-140
171-200
101-140
171-200
101-140
171-200
101-140
21 PCP 20 185 None Low PEIS 8.5 Very High None -
141-170
101-140
141-170
101-140
141-170
101-140
24 Sub-Station 5 176 None Low PEIS 8.5 Very High None -
141-170
101-140
25 PCP 22 166 None Low PEIS 8.5 Moderate to High None -
141-170
There are ten police stations/ sub-stations/ PCPs in eight barangays exposed to high Liquefaction,
while there are 12 in 12 barangays exposed to High PEIS 8.5 ground shaking, 16 in 18 barangays are
prone to moderate to very high flooding and four in 3 barangays are susceptible to rain-induced landslide.
Fire Fighting Force
As of 2018, the Bureau of Fire Protection has a total manpower strength of 164 of which 150 are
uniformed officers and 14 are non-uniformed personnel. Out of the 164 personnel, 98 are assigned at the
11 Fire Sub Sub-Station of the city. Translated into fire force and population ratio, each fire officer is serving
9,889 population as compared to national standard of 1:2,000.
Table 30 BFP Manpower 2014 – 2018
2014 2015 2016 2017 2018

Population 1,635,570 1,583,978 1,602,735 1,621,715 1,640,919
(Actual Pop.) (Projected) (Projected) (Projected)
Number of Firemen 92 153 164 177 182
- Uniformed 77 138 150 163 168
- Non-Uniformed 15 15 14 14 14
Fireman-Population Ratio 1:17,778 1:10,352 1:9,772 1:9,162 1:9,016
The Caloocan Central Fire Station (CCFS) has 10 sub-stations. Five are located in South Caloocan while
the other five are in North Caloocan. In terms of fire prevention apparatus, the city has a total of 11 fire
trucks.
31
Table 31 Inventory of Local Fire Stations
Station/ Sub-Station Location

South Caloocan
1 Caloocan Central Fire Station Samson Road, Caloocan City
2 4th Avenue Sub-Fire Station A. Del Mundo St., bet. 4th and 5th Avenue
3 Maypajo Sub-Fire Station 637 J. P. Rizal St., Maypajo, Caloocan City
4 Barrio San Jose Sub-Fire Station Tagaytay St. cor. P. Halili St., Barrio San Jose
5 Talipapa Sub-Fire Station Tayabas St., Bgy. 164, Talipapa
6 Bagong Barrio Sub-Fire Station Katarungan cor. De Jesus St., Bagong Barrio
North Caloocan
7 Kaybiga Sub-Fire Station Along Gen. Luis, Caybiga, Caloocan City
8 BF Homes Sub-Fire Station Ninang Nena St., BF Homes, Phase II
9 Caloocan City North Fire Station Congressional Road, Bgy. 173, Bagumbong
10 North Caloocan City Hall Fire Station North Caloocan City Hall Comp. Zapote St., Camarin II
11 Malaria Sub Fire Station MBR Toda Bldg. Quirino H-Way, Malaria, Tala.Bgy.185
Critical Fire Stations
Three of the city’s fire stations are located in areas susceptible to liquefaction, another three
exposed to low to high PEIS ground shaking and five susceptible to flooding.
Table 32 Fire Stations by Hazard Susceptibility
Rain- Severe
Location (Bgy.)
Liquefaction Ground Shaking Flood Tsunami induced Wind
Landslide (kph)
Central Fire Sub-Station 80 High L to H PEIS 8.5 Low None - 060-140
Bagong Barrio Fire Sub Station 146 None Low PEIS 8.0 Low None - 101-140
Barrio San Jose Fire Sub station 128 None High PEIS 8.5 M to H None - 060-140
4th Ave. Fire Sub Station 51 Moderate L to H PEIS 8.5 Low None - 101-140
Maypajo Fire Sub Station 34 High High PEIS 8.5 High Inundated - 101-140
B.F. Homes Fire Sub Station 169 None Low PEIS 8.0 M to VH None - 101-140
Talipapa Fire Sub Station 164 None Low PEIS 8.0 Very High None - 101-170
Kaybiga Fire Sub Station 166 None Low PEIS 8.0 M to H None - 101-170
Jail Management and Penology
The compound of the Caloocan City Jail occupies a combined area of approximately 30,050 sq.
m. and surrounded by concrete perimeter walls approximately 25 ft. high, equipped with 1.5-
meter-high-spiral barbed wires at the top portion with perimeter lights, alarm system and security
cameras.
It has two main buildings. Building 1 measuring 356.50 square meters has an ideal capacity of
119 inmates with actual occupants of 737. Building 2 measuring 315.33 square meters has an
ideal capacity of 102 inmates with actual occupants of 413. Inmate to cell ratio is recorded at 120
per 1.47 square meters resulting to a congestion rate of 858%.
32
As of 2015 report, the city jail population is 1,311 inmates with 83 jail personnel, 11 female and
72 males. Based on the ideal inmate to cell area ratio of 1:4.7 sq. meters, the ideal capacity of
the city jail is only around 120 inmates. With the present 1,311 jail population, the congestion
rate is 924.22%.
Table 33 Custodial/Escort and Inmate Ratio 2014 - 2018
CUSTODIAL AND INMATE RATIO ESCORT AND INMATE RATIO
Year No. of Jail No. of Jail No. of

No. of Actual Ideal Actual
Officer Officer Inmates Ideal Ratio
Inmates Ratio/Shift Ratio/Shift Ratio
(Custodial) (Escort) (Escorted)
2014 24 1172 1:48 1:07 14 1,133 1:80 1:1+1
2015 28 1241 1:44 1:07 15 1,199 1:87 1:1+1
2016 32 1569 1:46 1:07 15 1,205 1:88 1:1+1
2017 32 2091 1:66 1:07 15 1,384 1:93 1:1+1
2018 32 2618 1:81 1:07 17 1,722 1:101 1:1+1
Table 34 Jail Capacity and Statistics as of December 2018
Actual Area Excess Over

Cell No. Cell Area in Sq. % of Congestion
Population Per Cell 4.7 sq.m. Ideal Capacity Ideal per Cell
Cell 1 39 221 9 212 2355.56%
Cell 2 39 221 9 212 2355.56%
Cell 3 39 221 9 212 2355.56%
Cell 4 39 221 9 212 2355.56%
Cell 6 39 221 9 212 2355.56%
Cell 7 39 221 9 212 2355.56%
Cell 8 39 221 9 212 2355.56%
Cell 9 54.51 223 12 211 1758.33%
Cell 10 54.51 223 12 211 1758.33%
Cell 11 54.51 222 12 211 1758.33%
Cell 12 54.51 222 12 210 1750.00%
Chapel 150 44 32 12 37.50%
Infirmary 109.65 112 24 90 375.00%
Dorm for Elders 35 22 8 14 175.00%
TOTAL 785.69 2618 167 2451 11954%
CONGESTION RATE 1467.66%
33
With Caloocan City’s growing population and the rising demand for economic activities, there is
a need to develop more strategies to address the issues of poverty and unemployment, provide
opportunities for investments, and encourage the growth of commercial and other business
establishments in the city. These would serve as primary catalysts for a more balanced
development of Caloocan. The city’s advantage is the presence of vacant land or open areas in
the North which remain untapped and are highly suitable for further development. Considering
that the current trends in both property and commercial development is the movement towards
the north of Metropolitan Manila, Caloocan City is rightfully the gateway towards Northern Luzon
and its peripheries such as Malabon, Navotas, Valenzuela, Quezon City, including Novaliches
and Fairview and the Province of Bulacan.
Trade and Industry
Caloocan City’s registered establishments are categorized into three major sectors namely:
Trading Sector (retailers, wholesalers and merchandising); Services Sector (contractors, real
estate, food establishments, amusement businesses, importers/exporters and financial
institutions); and Manufacturing Sector.
Table 35 Distribution of Business Establishment by Major Sector 17
Share % Annual
5-Yr.
Average
Classification 2013 2014 2015 2016 2017 Ave.
2013 2014 2015 2016 2017 Growth
Share
Rate
Trading/
4,275 4,014 4,185 4,731 5,452 40.70 35.91 36.75 38.64 38.87 38.17 6.61%
Merchandising
Services 5,688 6,601 6,601 6,967 7,956 54.15 59.05 57.97 56.91 56.72 56.96 8.95%
Manufacturing 541 563 601 545 620 5.15 5.04 5.28 4.45 4.42 4.87 3.81%
TOTAL 10,504 11,178 11,387 12,243 14,028 100 100 100 100 100 100 7.60%
Employment by Major Sector
The services sector consistently took the largest share of manpower in the employment pool from
2013 to 2017. The increase in the number of hiring from 33,518 in 2013 to 38,144 in 2017, it has
collectively employed an average of 56.04 percent from the total labor force for the past five years.
The Retailers/ Merchandising averaged a little over 18,000 workers at a relatively stable 26.86
percent share. The manufacturing sector with its roughly 17.10 percent average share of the total
employment increased in number of workers from 8,608 in 2013 to 15,572 in 2017. The increased
in the number of workers poses a challenge to the City’s drive to provide more employment
opportunities for its residents.
17 BPLO
34
Table 36 Number of Persons Employed by Major Economic Sector, Caloocan City 2013 – 2017
Share % Annual
5-Yr.
Average
Classification 2013 2014 2015 2016 2017 Ave.
2013 2014 2015 2016 2017 Growth
Share
Rate
Trading/
16,481 15,395 16,569 19,684 21,273 28.12 25.93 25.52 26.36 28.37 26.86 5.36
Merchandising
Services 33,518 33,253 37,143 43,996 8,144 57.19 56.00 57.22 58.91 50.87 56.04 3.23
Manufacturing 8,608 10,728 11,206 10,998 15,572 14.69 18.07 17.26 14.73 20.77 17.10 9.20
TOTAL 58,607 59,376 64,918 74,678 74,989 100 100 100 100 100 100 4.34
Commerce and Trade
Caloocan City is also currently known as the “motorcycle and scooter capital of Luzon” because
of the proliferation of motorcycle dealerships in the city. Well-known motorcycle dealers preferred
to establish their businesses in the city particularly along 10th Avenue and the Grace Park Area in
general. From 221 dealers in 2013 to 350 dealers in 2017, there was an increase of 58.37 percent
in the number of dealerships in the city in five years. Most number of brands and models at
competitive prices and a broad range of accessories, spare parts and services were being
provided to its clientele coming from the different cities and municipalities of Greater Manila Area
and the Central Luzon as well.
Table 37 Number of Motorcycle Traders (Units, Spare Parts, Accessories)
YEAR NO. OF ESTABLISHMENTS % INCREASE

2013 221 36.42%
2014 241 9.05%
2015 341 41.49%
2016 345 1.17%
2017 350 4.06%
Banking Institutions
Considered as a significant indicator in the city’s economic growth are the banks and other
financial intermediaries under the service sector. Based on BPLO data, there are 139 total
number of banks in the city for 2017, of which 85.61 percent are in South Caloocan and 14.39
percent are in North Caloocan.
Table 38 Number of Banking Institutions by Zone – 2017
Zone Location Total % Zone Location Total %

Sangandaan and Dagat- Calaanan East, Barrio Pacita
1 5 3.60% 9 8 5.76%
Dagatan and Barrio Galino
Our Lady of Grace and Bagong
2 Poblacion and Dagat-Dagatan 10 7.19% 10 20 14.39%
Silang-Old
35
Zone Location Total % Zone Location Total %

Sampalukan, Maypajo and Bagong Silang-Old, Galino and
3 10 7.19% 11 0 0.00%
Dagat-dagatan San Jose
Marulas, Bo. Obrero and
4 6 4.32% 12 Bagong Barrio 3 2.16%
Bagong Grace Park
Bagong Grace Park and Grace
5 10 7.19% 13 Bagong Barrio 0 0.00%
Park
Grace Park and Calaanan
6 12 8.63% 14 Bagong Barrio, Baesa, Talipapa 0 0.00%
West
Bagbaguin, Kaybiga, Llano,
7 Bonifacio 12 8.63% 15 Deparo, Bagumbong, Camarin 20 14.39%
and Tala
Bonifacio, Morning Breeze,
Amparo and Tala (Pangarap,
8 Calaanan East, Our Lady of 23 16.55% 16 0 0.00%
Malaria-Barracks, Tala-NHA)
Grace and Bagong Silang-Old
Grand Total 139 100%
Registered Business Establishments
Caloocan City registered a total of 10,504 business establishments in 2013, within a span five
years the number increased to 14,028 in 2017, equating to an increase of 33.85 percent.
A closer look at business developments for the period 2013 – 2017 showed that business
establishments engaged retailers increased by 5.54, in wholesale increased by 7.63 percent,
contractors/ services by 11.51 percent, real estate by 4.42 percent, amusement by 8.83 percent,
manufacturing by 2.72, financial institutions by 3.34 percent and miscellaneous by 14.59percent.
These are considered as growth areas, though current growth was not that significant.
Table 39 Number of Registered Business Establishment per Activity, 2013 – 2017
5-Yr. Ave.
Economic Activity 2013 2014 2015 2016 2017
Growth Rate
Retailers (motorcycle/spare parts,
3,321 3,039 3,127 3,607 4,236 5.54
gasoline station. drugstore, etc.)
Wholesalers 954 975 1,058 1,124 1,216 7.63
Contractors/Services 2,540 2,779 2,921 3,257 3,980 11.51
Real Estate 1,615 1,679 1,710 1,788 1,934 4.22
• Subdivision Operator 2 3 3 3 4 16.67
• Dealer 46 53 58 51 47 0.52
• Lessor-Commercial 701 742 763 826 932 6.24
• Lessor-Residential 812 829 815 824 854 1.05
• Others (Broker, Buy and Sell) 54 52 71 84 97 38.32
Importer/Exporter 177 178 214 174 50 -14.28
Food Establishments 438 451 516 617 756 12.56
• Restaurants 119 123 117 130 131 0.10
• Franchises 70 64 69 93 116 11.75
36
5-Yr. Ave.
Economic Activity 2013 2014 2015 2016 2017
Growth Rate
• Eateries 121 139 148 152 195 9.08
• Others 128 125 182 242 314 29.02
Amusements 68 76 80 86 93 8.83
Manufacturing 541 563 601 545 620 2.72
• Paper Products 24 26 21 23 20 -1.07
• Plastic 85 84 82 83 88 0.50
• Metals/ Steel 28 33 38 34 31 2.04
• Others 404 420 460 405 481 3.62
Financial Institutions 361 357 372 368 425 3.34
• Banks 114 116 12 129 147 975.00
• Others (pawnshops, foreign
247 241 252 239 278 -5.16
exchange dealers, ins. cos.)
Miscellaneous and Others
(cooperatives, learning institutions, 489 1,081 788 677 718 -14.59
warehouse, foundations, etc.)
Total 10,504 11,178 11,387 12,243 14,028 6.70
Industry
Metal/ steel, plastic, paper and food manufacturing are the specific industries that significantly
contributed to the economic growth of Caloocan City. Other manufacturers that are also present
in the City include those which make furniture, garments, rubber, leather goods and others. There
is a need for the City to sustain these industries and to attract more investors, particularly in North
Caloocan with its proximity to North Diversion Road and availability of vacant lands suitable for
commercial and industrial use.
Table 40 Number of Industrial Establishment by Revenue and Employment, 2014 - 201718
Gross Sales
Year No. of Industries % Inc./Dec. No. of Employment % Inc./ Dec.
(In Million PhP)
2014 563 36,438.01 119.78 10,728 24.63
2015 560 17,538.72 -51.86 11,206 4.46
2016 546 19,088.17 8.83 70,297 527.32
2017 620 35,625.66 86.64 74,989 6.67
18 BPLO
37
Roads
Out of the total road length of 1,058.31 km within Caloocan City, 314.03 km or 29.7 percent of its
road system, are distributed in South Caloocan and 744.28 km or 70.3 percent are in North
Caloocan. However, the ratio of road length with land area is larger, in the south than in the north:
the road density on the south is 23.04 km per square km, while in the north is 18.74 km per square
kilometer. The variance, moreover, is also because of the larger land area of North Caloocan that
indicates a need to develop its land use plan. Comparatively, South Caloocan roadways occupy
253.2 hectares in terms of land area or 18.6 percent of the south total land use. On the other
hand, 406.5 hectares or 11.1 percent represent North Caloocan roadways. Based on the standard
road density of 1.5 km per square kilometer of land area, South Caloocan has a surplus of 2.59
km of road while North Caloocan has an estimated deficit of 40.60 km.
Table 41 Road Classification – Caloocan City19
Road Classification South (in km) North (in km) Total (in km)
National20 33.47 24.27 57.74
Local [2] - Listed at Inventory 140.61 98.05 238.66
Private/ Subdivision Road 139.95 621.96 761.91
Total Length 314.03 744.28 1,058.31
% Distribution 29.7% 70.3% 100.00%
Road Inventory
Caloocan City, like the rest of Metropolitan Manila, highly depends on urban transportation for
mobility of goods and people. The condition, efficiency and level of transportation services are
proportionate to the road structure in place and the pace of road infrastructure development.
Currently, the road network system serving Caloocan City consists of two circumferential roads,
26 national roads and various city roads. These roads are under the supervision of the City
Government and the Department of Public Works and Highways (DPWH). In South Caloocan
the major arterial roads are Rizal Avenue Extension (RAE), Epifanio de los Santos Avenue
(EDSA), A. Mabini St., C-3 Road (5th Avenue), C-4 Road (Gen. San Miguel-Samson Road), and
part of North Diversion Road. Major businesses have set up their offices and workplaces along
these major arteries. In North Caloocan, the primary roads that serve as major transit channels
are Camarin Road (Susano Road), Old Zabarte Road, Quirino Highway, and General Luis Road.
About 64.20 percent or 37.07 km of the total road length are made of asphalt and the remaining
35.80 percent or 20.67 km are made of concrete. The stretch of the Central Luzon Leprosarium
19
Inventory of National Roads, Third Metro Manila Engineering District, Department of Public Works and Highways (TMMED-DPWH), October, 2012
38
road has the longest concrete road section at 3.12 km while the Deparo-Bagumbong stretch has
the longest asphalt pavement at 4.27 kms.
Table 42 Length of National Roads by Type of Pavement (in km.) 21
Concrete % Distribution Asphalt % Distribution TOTAL % Distribution

North Caloocan 10.06 48.70 14.21 38.33 24.27 42.03
South Caloocan 10.61 51.30 22.86 61.67 33.47 57.97
Total 20.67 35.80 37.07 64.20 57.74
Table 43 Inventory of National Roads (DPWH), North and South Caloocan City19
Length (km) Condition

Name of Roads No Total
Concrete Asphalt Good Fair Poor Bad
Assessment
NORTH CALOOCAN
Central Luzon Leprosarium Road 3.12 1.03 2.52 0.90 0.44 0.24 0.04 4.14
Deparo-Bagumbong Road 0.08 4.27 1.61 2.07 0.59 - 0.08 4.35
Deparo - Camarin Road 2.81 3.41 1.95 3.36 0.75 0.17 - 6.23
Kaybiga Road 0.19 1.94 0.44 1.38 0.33 - - 2.15
Malaria Field Control Road 0.50 - - 0.50 - - - 0.50
San Jose - Novaliches Road 1.08 3.56 3.44 1.16 - - 0.05 4.65
Congressional Road 2.28 - - - 0.25 2.03 2.28
Total 10.06 14.21 9.96 9.37 2.11 0.66 2.20 24.30
SOUTH CALOOCAN
E. Delos Santos Avenue 2.75 0.46 1.11 1.33 0.78 - - 3.22
McArthur Highway 0.27 6.94 5.38 1.77 - 0.06 7.21
East Service Road (North Expressway) 0.60 - - 0.44 - 0.16 - 0.60
Gen. San Miguel Street 0.69 0.07 - - 0.69 - 0.07 0.76
West Service Road (North Expressway) 0.56 0.13 0.56 - - 0.13 - 0.69
A. Mabini Street -
Bonifacio Monument Circle - 0.22 - - 0.22 - - 0.22
Rizal Avenue Extension - 4.53 0.56 3.85 - 0.13 - 4.54
C-3 Road 5.03 1.45 3.25 2.29 0.27 - 0.68 6.49
A. Mabini Street 0.38 2.48 2.31 0.17 - 0.38 2.86
B. Serrano St. 0.11 1.30 0.11 0.96 - 0.34 - 1.41
7th Avenue East 0.05 1.17 - 0.90 0.26 0.05 1.21
7th Avenue West 0.17 0.65 - 0.17 0.14 0.51 0.82
10th Avenue East 1.20 1.00 0.20 1.20
10th Avenue West 1.20 1.00 0.20 1.20
Samson Road (Left Lane) 1.06 0.14 - - - 0.92 1.06
Total 10.61 22.86 15.42 12.28 2.36 1.71 1.72 33.49
21
Inventory of National Roads, Third Metro Manila Engineering District, Department of Public Works and Highways (TMMED-DPWH), October, 2012
39
Transportation
Transport Modes
There are various modes of transportation in Caloocan City. The largest volumes include cars,
motorcycles and tricycles. For short travel in narrow routes and on roads where there are no
bus services, jeepneys (public utility vehicle) ferry commuters, while on major highways, the
main transport modes are buses. On secondary roads, where no jeepneys or buses exist,
‘tricycles’ (motorcycles with sidecars) are used to carry commuters mainly for short routes and
even as door-to-door transportation. Another type of mass transport system serving the city,
particularly South Caloocan, is the elevated Light Rail Transit (LRT) with two stations located at
5th Avenue and A. Bonifacio Monument.
Water Services
Water Source
The source of potable water in Caloocan City, like the rest of Metropolitan Manila area, comes
from Angat Dam in Norzagaray, Bulacan, which supplies 97 percent of the water needs of the
metropolis. The distribution of water supply is presently served by Maynilad Water Services
Incorporated (MWSI) except in some areas in North Caloocan where deep wells are the main
source of water.
Water Distribution
In 2018, MWSI provided 223,833 waterline connections in Caloocan City. Residential customers
share 92% percent or 206,179 lines of treated water. Semi business clientele accounts for 9,106
lines or 4.06 percent followed by commercial and industrial customers with 6,955 and 1,593
connections respectively.
Domestic Water Supply
Table 44 Water Accounts Services and Water Consumption22
No. of Accounts Volume of Water Consumed, cu.m.

Billing class North South North South
2017 2018 2017 2018 2017 2018 2017 2018
Residential 132,486 140,872 55,415 65,307 34,695,496 36,087,665 15,605,926 15,803,561
Semi-Business 4,947 5,046 3,512 4,060 4,361,903 4,236,575 1,242,458 1,221,028
Commercial 2,619 2,783 3,075 4,172 1,687,357 1,830,684 1,687,556 1,721,244
Industrial 419 422 863 1,171 783,768 726,833 1,148,718 1,138,032
TOTAL 140,471 149,123 62,865 74,710 41,528,524 42,881,757 19,6846,58 19,883,865
22 Maynilad South 2019, Maynilad North 2019
40
Power Services
Power Customers
In 2015, residential customers accounted for 94 percent or 271,316 lines of the total number of
customers serviced with electric power. Commercial clientele accounted for 17,205 customers,
or 5.9 percent, while industrial customers numbered 887 or a 0.31 percent share. The number of
residential customers posted an average growth rate of 2.7 percent from 2012 -2015 annually,
while industrial and commercial shares stood at 1.4 percent and -2.63 percent, respectively.
Table 45 Number of Manila Electric Company (MECO) Customer per Type of Use, Caloocan City 2011 – 2015
Number of Customers
Year
Residential Commercial Industrial Streetlight Total
2011 240,044 16,176 889 95 257,204
2012 250,065 16,503 897 101 267,566
2013 257,474 16,532 890 105 275,001
2014 264,488 16,855 887 108 282,338
2015 271,316 17,205 865 112 289,498
Table 46 Number of Customer by Type and Volume of Usage, Caloocan City 2011 – 2015
MWH Sales
Year
Residential Commercial Industrial Streetlight Total
2011 438,959 212,761 210,266 4,776 866,762
2012 459,417 208,584 229,672 4,493 902,166
2013 478,557 208,584 241,261 4,579 933,900
2014 482,433 211,259 243,674 4,638 942,004
2015 510,093 221,480 249,974 4,640 986,187
Telecommunication
The Philippine Long-Distance Telephone Company (PLDT) is the largest telephone franchise in
Metropolitan Manila as well as in Caloocan City. Nonetheless, different companies provide
competition to PLDT, such as Eastern Telecom, LBC and Bayan Tel which operate various
telecommunication facilities including telephone (mobile or land line). There are also other
communication companies that provide non-conventional telephoning system in the city,
particularly cellular and radio/telephone services.
There is a total of 129 cell sites installed in the city (Globe Telecoms, Inc. – 60; Smart
Communications, Inc. – 43; and Sun Cellular – 26 cell sites).
41
Solid Waste Management
General Administration
The solid waste management in the City of Caloocan is under the supervision of the City
Environmental Management department (CEMD) with two (2) sections namely: Garbage
Collection and Disposal Services and Street Cleaning Services. Waste collection in the barangays
is done three times a week while garbage is collected daily along the main roads and market
areas. A total of 102 units of collection vehicles such as mini, forward, compactors and dump
trucks with different capacities ranging from 7 cubic meter to 22 cubic meters are dispatched daily
making 260 trips are collecting 3,874 cubic meters on the average of trash.
Within the CEMD service areas, the major collection services are the door to door collection,
station to station collection and street cleaning. Along with these services, CEMD also implements
different cleaning and environmental projects such as cleaning of barangays, tree planting, anti-
littering drive, education and information campaign.
Records indicate that there are about 160 trips at North Caloocan and 100 Trips at South
Caloocan dispatched daily for garbage collection. As of 2014, CEMD has a manpower
requirement of 447 personnel of whom 399 are for the Garbage Collection and Disposal Services,
17 for the Street Cleaning Section and 31 for the Administrative Services.
Source Reduction
Based on studies and records, the average waste-generation-rate per day in the City is 0.5081
kilograms per person and the average municipal waste generation rate varies from 750 to 850
tons per day. The density of these wastes is estimated at 0.2248 tons per cubic meter, while
waste composition is 48.6% biodegradable (yard waste, food waste, wood, etc.), and 51.4%
non-biodegradable (metals, glass, plastic, etc.).
One of the source reduction programs by the City is the implementation of the City plastic
Ordinance. Intensive IEC Campaign was conducted as the startup of the implementation for the
residential and commercial areas. The ordinance prohibits the use of sando bags and
polystyrenes as second packaging in all business and commercial establishments.
Eco-friendly bags are also used in the markets to minimize the use of plastics as secondary
packaging. Household members are taught to reuse items instead of throwing. The scheme
implemented in waste reduction is to follow and adhere to ecological solid waste management’s
3Rs: reuse, reduce and recycle,
42
Organizational Structure
Seat of Government - North and South Caloocan City Halls
Figure 8 Caloocan City Hall Main (South Caloocan) and North Caloocan City Hall
The Office of the City Mayor, together with its operational (line) and staff (management support)
offices and departments, are all housed at the New Caloocan City Hall – Main located at 8th
Avenue, between 8th and 9th Street, Barangay 103 and 104, Caloocan City.
On the other hand, North Caloocan City Hall is located along Zapote Road, Camarin. It is headed
by a general manager reporting directly to the city mayor and is supported by extension offices
and departments. The city government, because of the two non-contiguous areas of the city with
each separated by travel distance of almost 20 kilometers, now focuses on coordinating its
operational and administrative services in North Caloocan in terms of socio-economic and
infrastructure development.
Prevailing issues and problems in the city are discussed, deliberated and brought to the attention
of the city mayor through regular department heads’ meetings. Every Friday, the chief executive
holds office at the North Caloocan City Hall to ensure that basic services are also being delivered
effectively to its residents.
Executive Body
Caloocan City is presently classified as one of the country’s highly urbanized cities, having met
the minimum requirements in terms of income, land area and population.
The city government is headed by an elected city mayor and vice mayor, both serving a three-
year term. As the chief executive, the city mayor provides the overall leadership in the formulation
and actual implementation of the city’s socio-economic and physical programs. He is assisted by
34 offices directly under his supervision, 26 of which are mandated by the provisions of the Local
Government Code of 1991, and eight are mandated by other national legislations.
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Four offices, also mandated by the code, are incorporated in other existing offices and
departments - Public Information Division and Caloocan City Cooperative Development and
Coordinating Office (Office of the City Mayor), Office for Agricultural Services (Parks
Administration Services), and Population Management Office (City Health Department).
Figure 9 Functional Flowchart of the Caloocan City Government23
Mandated by the Local Government Code of 1991

▪ Office of the City Mayor/ Office of the Secretary to the Mayor
- Public Information Division
- Caloocan City Cooperative Development and Coordinating Office
▪ Barangay Secretariat
▪ Business Permits and Licensing Services
▪ Caloocan City Waterworks System
▪ Community Relations Services
▪ Cultural Affairs and Tourism Services
▪ Environmental Sanitation Services
▪ Human Resource Management Services
▪ Information Technology Services
▪ Internal Audit Services
▪ Labor and Industrial Relations Services
23 2018 Annual Executive Budget, Caloocan City
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▪ Office of the City Veterinarian

▪ Parks Administration Services
- Office for Agricultural Services
▪ Sports and Recreation Services
▪ City Accountant’s Office
▪ City Administrator’s Office
▪ City Assessor’s Office
▪ City Budget Department
▪ City Engineering Department
▪ City General Services Office
▪ City Health Department
- Population Management Office
▪ City Legal Department
▪ City Planning and Development Department
▪ City Treasurer’s Office
▪ Civil Registry Department
▪ Social Welfare Department
Mandated by other national legislations

▪ Caloocan City Disaster Risk Reduction and Management Office
▪ Caloocan City Medical Center
▪ Department of Public Safety and Traffic Management
▪ Office for the Urban Poor
▪ Office of the City Building Official
▪ Office of the Senior Citizens Affairs
▪ People’s Law Enforcement Board
▪ University of Caloocan City
Legislative Body
The executive and legislative bodies work together in achieving a higher quality of leadership
that is anchored on the city’s interest. The following committees guide the City Council in
enacting the city ordinances and approving resolutions:
• Committee on Appointment
• Committee on Barangay Affairs
• Committee on Community Development, Urban Planning, Parks and Playground
• Committee on Cooperative, Non-Governmental Organization and People’s Organization
• Committee for Disabled/ Special People
• Committee on Education
• Committee on Energy and Water Resources
• Committee on Engineering and Public Works
• Committee on Environmental Protection
• Committee on Ethics and Discipline
• Committee on Finance and Appropriation
• Committee on Games and Amusement
• Committee on Good Government and Justice
• Committee on Health and Sanitation
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• Committee on Human Rights

• Committee on Industrial Relations
• Committee on Laws
• Committee on Markets and Slaughterhouse
• Committee on Overseas Contract Workers
• Committee on Police, Civil and Military Relations
• Committee on Public Welfare and Safety
• Committee on Real Estate, Landed Estate Subdivisions
• Committee on Style
• Committee on Tourism and Cultural Affairs
• Committee on Trade, Commerce and Industry
• Committee on Transportation and Communication
• Committee on Urban Poor
• Committee on Ways and Means
• Committee on Women and Family
• Committee on Youth and Sports Development
The Caloocan City Council being a collegial body requires the participation of all its members so
that they may not only represent the interest of their respective constituents but also help in
making decisions by voting upon every question put to the council. As the legislative body of the
city, it has the power to enact the city ordinances, approve resolutions and appropriate funds for
the general welfare of the city and its inhabitants in accordance with the mandate of the Local
Government Code and other pertinent laws. The City Council is composed of gentlemen and
ladies directly elected by people, entrusted with responsibility to advance the public interest and
welfare.
The council has always been an active partner of the Executive Branch of the City Government
for the efficient delivery of basic services to the constituents.
Other Government and Non-Government Institutions
Other government and non-government agencies and organizations are closely working with the
city government. Three of these institutions - Civil Service Commission, Commission on Audit
and Department of the Interior and Local Government – have their own district offices at the
South Caloocan City Hall.
• Constitutional Commissions:
• Civil Service Commission
• Commission on Audit
• Commission on Elections
• Judiciary:
• City Prosecutor’s Office
• Integrated Bar of the Philippines
• Metropolitan Trial Court
• Parole and Probation Office
• Public Attorney’s Office
• Regional Trial Court
• National Government Agencies:
• Bureau of Fire Protection
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• Bureau of Internal Revenue

• Bureau of Jail Management and Penology
• Commission on Population
• Cooperative Development Authority
• Department of Education – Division of City Schools
• Department of Health
• Department of the Interior and Local Government
• Department of Labor and Employment
• Department of Public Works and Highways
• Department of Social Welfare and Development
• Department of Tourism
• Department of Trade and Industry
• Department of Transportation and Communication
• Land Registration Authority (Registry of Deeds)
• Land Transportation and Franchising Regulatory Board
• Land Transportation Office
• Metro Manila Development Authority
• National Bureau of Investigation
• National Housing Authority
• National Police Commission
• Philippine Health Insurance Corporation
• Philippine National Police
• Philippine Statistics Authority - National Statistics Office
• Technical Education and Skills Development Authority
• Government Owned and Controlled Corporations/ Government Financing Institutions:
• Government Service Insurance System
• Home Development Mutual Fund (Pag-IBIG)
• Philippine National Railways
• Philippine Postal Corporation
• Social Security System
• Public Utilities
• Manila Waterworks and Sewerage (MWSI)
• Manila Electric Company (MERALCO)
• MAYNILAD (Manila Waterworks)
• Philippine Long-Distance Telephone Company
Committees, Councils, Boards and Task Force
To facilitate coordination and linkage systems between and among the different offices and
departments, the city mayor had reorganized several multisectoral committees and local special
bodies, each to undertake specific functions and activities. Many of these are project
development, whose objectives are geared toward maximum utilization of the city's resources.
One of these is the Caloocan City Disaster Risk Reduction and Management Council
(CCDRRMC), created and organized pursuant to the provisions of Republic Act No. 10121, also
known as the Philippine Disaster Risk Reduction and Management Act of 2010, which was
passed by the Senate and the House of Representatives on February 1, 2010. The council
shall approve, monitor and evaluate the implementation of the Caloocan City Disaster Risk
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Reduction and Management Program (CCDRRMP). It would also ensure the integration of
disaster risk reduction and climate change adaptation into the local development plans,
programs and budgets.
• Mandatory Councils
▪ City Bids and Awards Committee
▪ City Development Council
▪ City Health Board
▪ City Peace and Order Council
▪ City School Board
• Social
▪ City People’s Law Enforcement Board
▪ City AIDS Council
▪ City Anti-Drug Abuse Council
▪ City Council for the Protection of Children
▪ City Disaster Risk Reduction and Management Council
▪ City Gender and Development Focal Point System
▪ City Juvenile Justice and Welfare Council Project Management Team
▪ City Local Advisory Council for the Implementation of the Pantawid Pamilyang Pilipino
Program
▪ City Local Housing and Urban Development Board
▪ City Poverty Reduction Action Team
▪ City Reach Out to Street Children Grievance Committee
▪ LIAC 4Ps
▪ LIAC PNR Non-Core
▪ LIAC Civic Center
▪ LIAC Camarin I and II
• Economic
▪ City Investments and Assets Management Business Coordination Committee
▪ City Tripartite Industrial Peace Council
LGU - CSO - Private Sector Linkages
City Development Council
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Consistent with the provisions of Executive Order No. 319 (Office of the President) and Executive
Order No. 89-04 (Office of the City Mayor), the City Government created the Caloocan City
Development Council. The council was tasked to conduct scientific and systematic surveys of
the assets and potentialities of the community, plan its development, and pool the services
thereof, for the implementation of programs and to enhance economic, social, industrial and
commercial development.
The Caloocan City Development Council is headed by the City Mayor as Chairperson, assisted
by the department heads of all government agencies involved in economic and social
development operating within the City Government jurisdiction. The other members of the council
are the Chairman of the Committee on Appropriations of the Sangguniang Panlungsod,
Congressional Representatives of the 2 districts, Barangay Captains, and representatives from
the business sector, and the civil society - non-government organizations, private sectors,
religious organizations, people’s organizations, homeowners’ association and cooperatives
operating in the city. The City Planning and Development Department serves as the secretariat
and is responsible for providing technical support and documentation of the proceedings and
preparation of reports.
As per mandate of R.A. 7160 (LGC of 1991), the city regularly convenes the CDC through a
general assembly. The council is responsible for the formulation and endorsement of the City’s
Comprehensive Land Use Plan, Comprehensive Development Plan, Medium Term Development
Investment Plans and other development plans as well as the 20% City Development Fund to the
Sangguniang Panlungsod for approval.
Generally, the council serves as a forum for the integration of the previously uncoordinated efforts
and activities of various agencies and individuals. The detailed functions of the council as defined
in Executive Order No. 319 are as follows:
− formulate long-term, medium-term and annual socio-economic development plan and

policies;
− formulate the medium-term and annual public investment programs;
− evaluate and prioritize the socio-economic development programs and projects;
− formulate local investment incentives to promote the inflow and direction of private investment
capital;
− coordinate, monitor and evaluate the implementation of programs and projects; and
− perform such other functions as may be provided for by law or competent authority.
The council has also formed its functional committees which have assisted in the performance of
its functions. Each member was designated in the sector that will take full advantage of his/ her
capability. The committees are tasked with the following duties and responsibilities:
− provide the city with data and information essential to the formulation of plans, programs, and
activities;
− define sectoral or functional objectives, set targets, and identify programs, projects and
activities for the particular sector;
− collate and analyze information and statistics from the conducted related studies;
− conduct public hearings on vital issues affecting the sectors or functions;
− coordinating, planning, programming, and implementing programs, projects, and activities
with each sector;
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− monitor and evaluate the implementation of development programs and projects of the city;
and
− perform such other functions as may be assigned by the City Development Council.
To date, the Caloocan City Development Council have 266 members actively attending the
General Assemblies.
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COMPREHENSIVE DEVELOPMENT PLAN
The multisector representation and participation by the City Executive, the Local Legislative
Council and selected members of the Civil Society, formulated The Vision and Mission of the City
of Caloocan through an Executive Legislative Agenda Conference Workshop held in August of
2013. The set Vision was revisited and amended further to reflect the City’s aspiration to equip
the local population against impact of natural hazards and the protection of vulnerable areas from
natural and man-made disasters. As a result, from the said series of deliberations, the collective
Vision for the City was stated as follows:
“The Historic City of Caloocan, center of sustainable economic growth, peopled by resilient,
peace-loving and dynamic communities, living in a safe and ecologically balanced environment,
served by a government that gives the highest value to the needs of its citizens.”
Caloocan City is centered on developing an investment-friendly environment that will create jobs
for its constituents, a vibrant public and private partnership that ensures and sustains efficient,
timely and responsive delivery of services, such as health, education and infrastructure that will
result in an orderly community and healthy environment, through an uncompromising “PEOPLE
FIRST POLICY (Tao Ang Una)’
Caloocan City’s 2015 Population Growth Rate has considerably decreased compared to what
was recorded in the NSO’s Census of 2010. This would have greatly contributed in increasing the
city’s income per capita, but with the national government’s continuous transfer of ISFs in various
NHA housing sites in the city, the relocatees coming from the different areas of the Metro adds
up to the LGUs service delivery burden. The effect of this unrestrained migration results to
incidence of poverty, increasing unemployment, flooding, waste management problems and
traffic congestion. The extent of basic services, especially education and health, would likely fall
short of what is usually required due to this added sector of the city population.
Inflation continues to hurt the depleted power of the Philippine peso. The city government renders
assistance through its various welfare programs intended at alleviating the current poverty
situation. In order to sufficiently fund these programs, it has to come up with revenue generating
measures to meet all exigencies and requirements.
Poverty and Unemployment
Based on the 2015 PSA data, poverty incidence among families in NCR’s 3rd District (Caloocan-
Malabon-Navotas-Valenzuela) or the CAMANAVA Region was registered at 3.3 percent. This is
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slightly higher than the average of NCR’s 2.7 percent. The poverty threshold for a family of five
living in the region was established at PhP10,419.58, the household should at least earn this
amount in order to sustain its minimum basic food and non-food needs.
Table 47 Annual per Capita and Family Poverty Threshold and Poverty Incidence Among Families, NCR 3 rd District 2009 – 2015
Annual per Capita Annual income Poverty Threshold

Poverty Incidence Among Families
Year Poverty Threshold (Family of 5 - in pesos)
(in pesos) Annual Monthly NCR CAMANAVA
2009 19,227.00 96,135.00 8,011.25 2.4 3.2
2012 20,344.00 101,720.00 8,476.66 2.6 2.8
2015 25,007.00 125,035.00 10,419.58 2.7 3.3
Concurring to the data recorded by the 2015 PSA Census, the city's potential labor force was
estimated at 1,036,878 or 12.56 percent of the total labor force in the NCR. The city’s
economically active labor force was posted at 655,514 (63.22 percent) of which 592,913 (90.45
percent) were employed. On the other hand, those who are not in the labor force were registered
at 381,364 (36.78 percent). Caloocan City had unemployment rate of 9.55%, higher than NCR’s
average of 8.50%.
Table 48 Comparative Labor Force Status, Caloocan City 2012 and 2015
2012 2015
Labor Force Status
Caloocan NCR Caloocan NCR
Total Labor Force (15-64 years old) 1,021,564 7,970,000 1,036,878 8,253,000
In the Labor Force (Economically Active) 647,671 5,025,000 655,514 5,191,137
Employed 570,922 4,492,500 592,913 4,749,890
Unemployed 76,749 535,000 62,602 441,247
Not in the Labor Force
373,893 2,945,000 381,364 3,061,863
(housewives, students, disabled, retired persons)
Underemployed 650,000* 650,000 59,291* 474,989
Employment Rate 88.15% 89.38% 90.45% 91.50%
Unemployment Rate 11.85% 10.63% 9.55% 8.50%
Underemployment 14.40%* 14.40 10.00%* 10.00%
Drainage and Flooding

Flooding due to monsoon rains and typhoon is anticipated to intensify due to climate change. Recurrent
problems of flood and destruction of properties due to typhoons is expected to aggravate this coming rainy
season.
In Caloocan City, the cause of severe flood problems mostly due to overflow, excessive rainfall and
inadequate channel capacity. In some areas of the City within higher elevation, accidents from flooding are
cause by erosion and landslides. All of the areas where cases of severe flood problems gave rise to the
loss of property and some lives (on isolated cases) as well.
In a study conducted under the Greater Metro Manila Area Risk Assessment Project (GMMA RAP) and
estimated 51.76 hectares or some 15 barangays in South Caloocan is susceptible to high and very high
flooding while in the North Caloocan 18 barangays will suffer high flooding and 18 will experience very high
flooding with a total estimated area of 167.8 hectares. Generally, flat and low elevations of some portions
are also prone to tidal floods particularly in portions of Dagat-Dagatan Development Project. Among areas
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classified as flood disaster prone areas are Maypajo (Isla San Juan) - Marulas Area, Portions of Dagat-
Dagatan Area, La Loma Cemetery Wall, Libis Baesa Area, Malaria-Barracks, and some subdivisions in
North Caloocan City.
Another significant cause of flooding in Caloocan City is land development consequences. Rapid
development of urban settlements generally, in North Caloocan City, causes the replacement of vegetated
and forested areas with (concrete and other non-permeable) pavements. To the same extent, the notable
aftermath of urban development in the whole City, is the loss or reduction of natural waterways due to
reclamation blockage8 and the conversion of some natural streams into underground drainage (op. Cited).
Waste Management
Recent report shows that the total solid waste collected in Caloocan City estimates to run up to more than
718 tons per day or equivalent to 2,177 cubic meters. The continuous increase of volume of garbage
generated corresponds to the additional cost for collection and handling. Furthermore, uncollected waste
materials continuously contribute to worsening of flooding and outbreak of diseases.
Traffic Congestion
About 19 intersections in South Caloocan City suffer from traffic congestion daily, especially during peak
hours. Vehicle volume increase is remarkably seen within whole stretch of Epifanio de los Santos Avenue
(EDSA) or C-4, those extents traversing Caloocan City. The intersection crossing the Bonifacio Monument
Circle (EDSA - Rizal Ave. Ext.), bears the highest daily AM and PM Peak Hour Traffic at 6,679 and 4,664
respectively, with the total daily volume of 59,886.
Intersections in North Caloocan City also sustain serious traffic problems and affects transportation
efficiency in general. Some of the intersection that stands congested during peak hours is Camarin - Old
Zabarte Road Intersection, Camarin-Congressional Road Intersection, Malaria Road - Quirino Highway,
and intersections at Bagong Silang Resettlement Project.
Among the number of causes of traffic congestion are narrow right of ways and sidewalks, inefficient bus
or jeepney terminal facilities, street and market vendor, poor pavement, inadequate Traffic Management
System (TMS), and inadequate road geometry.
Increasing Housing Needs and Urban Blight
The housing problem in Caloocan City as well as within the rest of cities and municipalities in NCR has
reached alarming proportions.
Urban blight and slum areas grow correspondingly with rate of housing shortage, wherein lack of affordable
housing result to ‘squatting’ and thereupon leads to urban congestion and deterioration of environmental
condition of slum areas. The secondary problems that come from urban blights are the worsening structural
condition within, health problems, increase in crime and declining public order situation. As of 2010, the
City has an estimated number of 79,543 censused families who were living in danger areas, government
properties, road right-of-way (ROW) and private properties. The increasing number of these settlers is
brought about by rapid rate of rural-urban migration and intense poverty. There are several sites from
different parts of the City that suffers socio-economic problems due to effect of urban blight.
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Social Infrastructure and Services
The lack of valuable and critical social infrastructure, such as school and health facilities are one of the
foremost development concerns in the City. The increase of population definitely brings greater demand for
social service facilities.
For school year 2017-2018, enrollment in the public elementary level reached 168,469. These students
have to fit themselves in 2,035 classrooms with a pupil classroom ratio of 1:64, much higher than the current
requirement ratio of 1:50. The enrollment further increases by 10.34% from the previous year.
The provision of adequate health facilities for underprivileged citizens of the City, is likewise a critical
infrastructure issue. As of 2018 there are only 13 hospitals operating in Caloocan City, of which 3 are
government and 10 are private and a birthing home. One of the government hospitals is a special hospital
for psychiatric patients. The two LGU run hospitals have a total of 268 beds for needy patients while private
hospitals have a total bed capacity of only 504. With the ratio of one bed for 1,551, Caloocan City has to
build additional hospitals to meet the standard requirement of one bed for every one thousand population.
The 44 health centers also need reconstruction and upgrading to be able to meet the PhilHealth
accreditation for OPB (Out Patient Benefit Package) MCP (Maternal Care Package), and TB-DOTS (Direct
observation Treatment, Short-course).
Population management is among the critical factors in augmenting sufficiency of social infrastructure and
services within the City. In the last 20 years the development of resettlement areas and residential
subdivisions in Caloocan City brought thereupon an exceptional rate of influx of people from various parts
of the country. North Caloocan City specifically shows a stunning average growth rate of more than 6.5%
annually. Confronting this phenomenon through application of appropriate prudent policy measures is
becoming to be one of the biggest challenges for the City Government.
Environmental Pollution
Caloocan City contains all types of air pollution sources and types of air pollutants. A large number of motor
vehicles daily passing and ‘queuing’ on major thoroughfares and various number of manufacturing facilities
operating within the City have been contributing air contaminants over the years. Motor Vehicles, according
to World Bank report, are the largest source of air pollution at 60% of the total pollution load, but the bulk
of particulate matter, is still re-suspended soil (or dusts).
High concentration of Lead (Pb) is found in Monumento area, of which in excessive concentration on human
blood could cause neurological effects. The rise of concentration of motor vehicles on these areas where
gasoline cars are double the number of public vehicles contributes to the increase of lead level.
Caloocan City, among all of its river ways and creeks, shares water streams that are physically apparent
of contamination. Some of this natural surface drainage (which others are converted to canals) indicates
turbid water filled with garbage and refuse wastes. Some of the streams that suffer pollution problems are
Tullahan River, Saluysoy River - DDDP Peripheral Canal, Maligaya Creek, Casili Creek, Panaca Creek,
and some tributaries in North Caloocan City.
Sewage is also considered as the foremost surface water contaminant. With the expected increase of
Population of Caloocan City in year 2000, at about 1.35 million, the City’s populace shall generate about
47.25 tons/day (t/d) of BOD waste from domestic sewage.
Institutional Concerns on the Delivery of Basic Services
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Delivery of frontline services has also been a recent development concern in the City. For number of years,
institutional setbacks and constraints further aggravate the effect of usual fiscal resource problems in local
development administration. Major institutional elements contributing to the delay and inefficiency of
delivering local government services are clear definition of organizational roles, weak coordination,
technical and administrative capability, political stability, public participation in development, political
boundary disputes, and legislative support.
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Decrease Poverty Incidence and Reduce Unemployment Rate
The City Government approach poverty problems under two strategic considerations: (1.) the amount and
the rate of household income, (2.) the level of living standard or ability to benefit from basic services.
Conditions affecting sufficiency of household income are availability of employment opportunities, capacity
to go into profitable enterprise and accessibility to commodities with reduce market price -- cutting
household expenditures. In response to the said conditions, the City Government shall provide measures
to generate employment, addressing needs of both employers and the active labor force. Likewise,
development policies shall also focus on development of micro-scale enterprises and formation of
cooperatives which services could secure the minimum daily living requirement of the urban poor.
Level of poverty is also a measure of level of living standard or the ability to access and benefit from basic
services available within the community. Policies, on this matter, should also center on the equitable
distribution and augmentation of valued infrastructure and institutional services.
Uplift Level and Extent of Social and Economic Infrastructure Services
Staking to expanded public capital investments is an essential approach in achieving sustainable

development. The problems of drainage waste management, traffic engineering, school and health
facilities, and housing, requires engineering solutions that are usually capital-intensive in type. However,
policy solutions such as land use control, promotion of community participation, information and education,
among others are supporting measures that are also necessary in accomplishing development targets.
Promote a Livable and Acceptable Urban Environment
Advancement of an efficient land use pattern optimizes public capital expenditures, which in turn improves
private sector productivity. The uncontrolled growth of built-up areas brings urban blight, contributes to
propagation of slum areas, causes traffic congestion, misspends common economic resources such as
time and energy, and even leads to jeopardizing life and property.
Develop and Sustain Institutional Capability Measures
Development planning and management are tools that require a strong and effective institutional
mechanism that will assure sustainability and success of local development. Plans must evolve on the
formulation of continuous long-term capacity building especially on areas of frontline services and
development administration. Team building, multi-sectoral consultation and capability upgrading are
traditional strategies that are important to involve in performing development works.
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Social Development
Housing and Resettlement
Goal
To provide shelter to the homeless and help them rehabilitate their lives and become a working
part of the society.
Problem Identification
• Vulnerability of 7,122 censused Informal Settler Families (ISFs) living along waterways
and affected by infrastructure projects in the city
• Absence of Socialized Housing Project for 4,554 informal settler families who are not
qualified to be accommodated in NHA housing program and other formal settler families
in the city who needs housing assistance:
INFORMAL SETTLERS:
-SIDEWALKS (RROW)
-NPC LINES
-CEMETERIES
-UNCESUSED ISFs
-UNDER THE BRIDGES/PARKS
FORMAL SETTLERS:
- SOLO PARENTS
- GOVERNMENT EMPLOYEES
- RENTERS
• Need for tenurial upgrading of 16,451 ISFs occupying properties owned by the
government, in coordination with DHSUD, NHA and other concerned government
agency:
a. DSWD Property
b. Camarin 1 & 2
c. Civic Center
d. Malaria Barracks
e. Tala cemetery excess lot Ph. 7 (outside cemetery)
f. PNR Non-core properties
g. Manotok Properties (Expropriated)
• Lack of socialized housing to accommodate 25,795 censused ISFs living in private
properties/families with writ/ threat of demolition/eviction or with court order
• Unidentified location of lots of the 358 families and 341 structures at Paulino Compound
• Illegal structures encroach the 3-meter legal easement along waterways in Tullahan
River and Casili Creek by more than 600 private property owners
• Lack of finances for housing rental to 32,970 underprivileged ISFs and homeless citizens
who are affected by writ of demolition or by court order
• Lack of gender-responsive socio-economic data of affected families living along
waterways, RROW, affected by infrastructure projects and other danger areas
• Absence of gender-responsive database of more than 1,000 Homeowner’s Associations
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in Caloocan City
• Non-submission of documents needed for housing acquisition due to lack of finances
and time to process all documents needed from different departments/agencies
• Lack of RRAP for other infrastructure projects and for ISFs living along NPC lines
• Insufficient programs/activities in the Resettlement Action Plan (RAP) to meet the needs
of the resettled families
• The Local Shelter Plan (LSP) has to be enhanced/updated on an annual basis
• Need to empower 2,064 barangay officials in Caloocan City in the adaption and
implementation of the City Ordinance No. 0674 s. 2017, DILG M.C. No. 2017-89 and
E.O. No. 022-18 (LCASPSS)
• Lack of knowledge and awareness of Informal Settler Family (ISFs) on the City
Ordinance No. 0674 s. 2017, Republic Act No. 7279 and E.O. No. 153 (2002)
• Lack of knowledge and awareness of Informal Settler Family (ISFs) couples on the
gender roles in the family as well as in the community
o Poor moral and spiritual values of ISFs
• Lack of knowledge of urban poor communities/families/ Homeowner’s Association
(HOAs) on financial knowledge and skills on family/community/association’s business
and financial management
• Lack of awareness of ISFs on multi-hazard calamities/disaster risks
• Lack of manpower to effectively implement the mandates of the office as well as the
functions and objectives of the Local Housing and Urban Development Board in terms of
providing decent and safe housing and urban development of the city
• Lack of manpower to effectively implement the mandates of the office as well as the
functions and objectives of the Local Housing and Urban Development Board in terms of
providing decent and safe housing and urban development of the city
Objectives and Target Settings
• To relocate qualified Informal Settler Families living in danger areas such as:
o Priority Waterways under Mandamus
o Other Waterways Tributaries
o Infrastructure projects
o Landslide prone areas
• To promote housing programs from 2020-2022
• To provide security of tenure to qualified beneficiaries
• To provide tenurial upgrading
• To provide housing programs to families with or with pending threat of demolition and
eviction
• To identify the exact location of the lots/structures of every ISFs living at Paulino
Compound
• To conduct a peaceful and organized negotiation between the LIAC and the private
property owner
• To provide financial assistance to underprivileged ISFs affected by court demolition
order/ city demolition order
• To have an accurate and updated Database of Informal Settler Families in the city
using the Gender-responsive census form
• To gather all HOAs in the city and establish a Federation by zone
• To gather Masterlist of HOA officers and members
• To give immediate assistance to city HOAs
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• To fast track the processing of documents of ISFs or qualified beneficiaries

• To endorse and approve RRAP for Mindanao Ave. Ext. project to Sangguniang
Panlungsod
• To formulate RRAP for NPC line projects
• To enhance the Resettlement Action Plan (RAP) for waterways and other projects in the
resettlement sites
• To enhance the LSP’s data and work and financial plan
• To maintain the cleared areas along waterways and other danger areas in their
barangays
• To avoid returnees/ new ISFs in the cleared areas
• To conduct programs/ activities for the cleared areas
• To allot budget for the stipend for “River Warriors” in every barangay (from barangay
budget)
• To identify and effectively curtail the nefarious and illegal activities of professional
squatters and squatting syndicates
• To protect the Informal Settler families from illegal activities of Professional Squatters
and Squatting Syndicates (PSSS)
• To educate 49,000 ISF couples in the city on the gender roles in the family and in the
community
• To show how gender shapes the roles of women and men in society, including their role
in the development of the community, and how it affects relations between them.
• To enhance appreciation and knowledge of GAD.
• To encourage and create a saving culture in the family/community
• To promote secure investment of the family in engaging to different business in the
community
• To educate ISFs on multi-hazard calamities/disaster risks
• To provide better quality and fast service to the city constituents
• To achieve the mission and vision of the city in terms of providing housing assistance to
urban poor communities
• To achieve the goals and objectives of the Local Shelter Plan
• To provide better quality and fast service to the city constituents
• To achieve the mission and vision of the city in terms of providing housing assistance to
urban poor communities
• To achieve the goals and objectives of the Local Shelter Plan
Policies and Strategies
• Implementation of the Urban Development Housing Act (UDHA) of 1992 or Republic Act
(RA) 7279 Article VII Sec. 29 and Supreme Court Mandamus
• Implementation of Local Shelter Plan’s (LSP) Work and Financial Plan
• Coordination with Housing (DHSUD, NHA, SHFC, Pag-ibig, etc.)
• Implementation of LSP’s Work and Financial Plan
• Census and validation
• Structural Survey
• Direct buying
• Onsite CMP
• Implementation of the City LSP
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• Supreme Court Mandamus to clear the legal easement along major waterways in Manila
Bay
• Implementation of the Republic Act No. 9275: The Philippine Clean Water Act of 2004
• Implementation of UDHA Law of Article VII, Sec. 28-8
• Financial Assistance to under privilege ISFs due to Eviction/Demolition under Court
Order/Danger Areas
• Caloocan City GAD Code with City Ordinance No. 0573 s. 2015
• Compliance to HLURB and Sangguniang Panlungsod to be registered and accredited
• Citizen’s Charter
• Endorsement to Sangguniang Panlungsod
• Planning Workshop
• RAP Monitoring and evaluation
• Implementation of the policies, plan and programs of the Local Housing and Urban
Development Board and the attainment of the objectives of the City LSP
• Adaption and implementation of the City Ordinance No. 0674 s. 2017, DILG M.C. No.
2017-89 and E.O. No. 022-18 (LCASPSS)
• Information Dissemination Campaign on City Ordinance No. 0674 s. 2017, Republic Act
No. 7279 and E.O. No. 153 (2002)
• Caloocan City Gender and Development (GAD) Code City Ordinance No. 0573 s. 2015
• Conduct of Orientation-Seminar
• In compliance with R.A. 9729 (Climate Change Act) and R.A. 10121 (DRRM Act)
• Filling-up of vacant positions:
o Project Development Assistant 8-1
o Housing and Homesite Regulation Officer IV 19-1
o Housing and Homesite Regulation Officer I 11-1
o Project Evaluation Officer I 11-1
o Project Evaluation Assistant 8-1
o Administrative Aide VI 6-7
• Filling-up of vacant positions
Programs, Projects and Activities
Proposed HOUSING PROGRAM

Program/Project/Activity Relocation and resettlement of ISFs
• Conduct of pre-relocation, relocation and post relocation
activities based on the Relocation and Resettlement
Action Plan (RRAP) of each project
• Regular meetings of Local Housing and Urban
Development Board (LHUDB) and Local Inter-agency
Committee (LIAC) for each project
• Monitoring and evaluation
Tenurial Upgrading/Onsite CMP

• Negotiation with Property Owner
• Profiling of ISFs
• Conduct of general assembly, census and validation to
qualified beneficiaries
• Structural Survey
• Issuance of Notice of Award
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• Creation of LIAC
• Profiling of ISFs (census and tagging)
• Community Organizing
• Negotiation with Property Owner
• Preparation of Proposal
Structural Survey
• Conduct of Structural Survey in Paulino Compound
• Creation of Executive Order (E.O) for private property
owners affected by the Supreme Court Mandamus
• Formulation of guidelines and policies by the Mandamus
agencies for the affected private property owners
• Conduct of consultation meetings and dialogues to
affected private property owners within the 3-meter
easement in priority waterways in the City:
o Casili Creek
o Tullahan River
o Maligaya Creek (if any)
Census, Data Gathering, Profiling/ Masterlisting of ISFs

• Conduct census/ data gathering/ profiling/masterlisting of
informal settler families (ISFs) in the city:
o Waterways (North)
o RROW
o Other Danger areas (landslide prone areas /NPC
lines /cemetery)
o With pending threat of demolition
o Government properties
o Expropriated properties
o Private properties
• Orientation of Census team
• General assembly to target barangays
• Census and tagging
• Masterlisting and encoding to database system
ONE-STOP-SHOP
• Conduct of processing of documents for ISFs and
Homeowner’s Associations (HOA), CMP projects,
Camarin 1 & 2, Civic Centers and other related projects
for housing assistance
• Monitoring and Assessment
RELOCATION AND RESETTLEMENT ACTION PLAN (RRAP)

• Conduct of two-day planning workshop for NPC RRAP
• Endorsement to Sangguniang Panlungsod for adaption
and approval
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RESETTLEMENT ACTION PLAN (RAP)

• Conduct of Monitoring and Evaluation of the Living
Condition of Relocatees in the Relocation Site through
community dialogues, general assembly and site
inspections
• Enhancement of RAP
LOCAL SHELTER PLAN

• Conduct of preliminary activities such as assessment
and evaluation of the prior year if the objectives were met
• Conduct of two-day Planning workshop to update or
enhanced the LSP
LOCAL COMMITTEE ON ANTI-SQUATTING SYNDICATES

AND PROFESSIONAL SQUATTERS (LCASPS)
• Conduct of Planning Workshop per batch to Localize the
City Local Committee on anti-Squatting Syndicates and
Professional Squatters (LCASSPS) in Barangay Level
(by batch)
• Organizing the “Bantay Ilog” in the affected barangays
with waterways
• Conduct monitoring and evaluation of Barangay
Committee on Anti-Squatting Syndicates and
Professional Squatters (BCASSPS)
INFORMATION DISSEMINATION CAMPAIGN

• Orientation-Seminar on City Ordinance No. 0674 s.
2017, Republic Act No. 7279 and E.O. No. 153 (2002)
• Gender-sensitivity orientation seminar with values
formation to Informal Settler Families as part of social
preparation and acceptance
Housing Fair
HOMEOWNER’S ASSOCIATION SUMMIT

• Conduct of HOA Summit by batch
• Conduct of Caloocan City HOA
• Federation Election and Registration
FINANCIAL ASSISTANCE
• Census and validation of affected families
• Interview
Capability Building Seminar Training

• Seminar on Financial Literacy and Community Savings
Program to Homeowner’s Association/ Resettled
Families/ Community Women/ Solo Parent ISFs
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DISASTER RISK REDUCTION AND MANAGEMENT

PROGRAM
• Conduct of Training, Seminar and Capability Training on
Disaster Preparedness, Mitigation and Climate Change
Adaptation for the ISFs in the city
• Conduct monitoring and evaluation
Implementing/Coordinating • Housing and • Department of Human
Agency Resettlement Office Settlements and Urban
(HARO) Development
• National Housing (DHSUD)/ Private
Authority (NHA) Developers
• Local Inter-Agency • Presidential
Committee (LIAC) Commission for the
members Urban Poor (PCUP)
• City Planning and • Housing and Land Use
Development Regulatory Board
Department (CPDD) (HLURB)
• Legal Department • Department of
• SHFC Environment and
• DHSUD (HUDCC) Natural Resources
• Sanggunian (DENR)
• Partner agencies • Project Convergence
• LHUDB Interagency Committee
• Caloocan City (PCIAC)
LCASPSS • DILG
• CCGADRCO • Philippine National
• CDRRMO Police (PNP)
• HRMDO
Education
Goal
To provide accessible and quality education for all.
BASIC EDUCATION
• Lack of classrooms in public schools
• Need for additional stand-alone senior high schools
• Dilapidated school buildings and school facilities
• Insufficient/ underpowered Electrical Main Service Entrance of Public Schools
• Lack of multi-hazard rescue and response equipment (first aid kit, fire extinguisher, PPE,
etc.)
• Insufficient training on DRRM of School Administrators and Public School Teachers
• Deterioration of physical condition of various school buildings

• To address the existing gaps and population growth every year
• To purchase lots for the construction of additional senior high schools
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• To construct additional senior high schools

• To repair/rehabilitate the existing dilapidated school buildings and facilities
• To upgrade electric service entrance of public school
• To maximize the capabilities in disaster response of all trained teachers
• To capacitate and involve School Administrators and public-school teachers in DRRM
activities
• To improve the learning condition of the students

• Equip the schools with adequate classrooms and facilities
• The City Government shall identify possible sites to be acquired for the construction of
senior high schools
• Coordination with national government agencies regarding the:
o repair/rehabilitation of dilapidated buildings and facilities
o upgrading of Electric Service Entrance
• Allocation of fund/budget for the:
o acquisition of disaster equipment in schools
o continuous improvement/rehabilitation of school facilities
• Conduct capacity building for school administrators and provide technical assistance
once needed
Proposed SOCIAL INFRASTRUCTURE DEVELOPMENT PROGRAM

Program/Project/Activity Construction of Buildings and Other Structures
• Construction of additional School Buildings for Senior High
School (SHS)/Elementary and Junior High School (JHS)
Implementing Agency • Department of Education • City Engineering Department

- Division Office (DepEd- (CED)
DO)
• CPDD
Proposed • Purchase of lot for the proposed SHS within Caloocan North
Program/Project/Activity and Caloocan South Districts
• Construction of additional Senior High Schools
Implementing Agency • DepEd-DO •

CPDD
• CED •
Local School Board
(LSB)
Proposed SOCIAL INFRASTRUCTURE DEVELOPMENT PROGRAM
Program/Project/Activity Repair and Maintenance of Buildings and Other Structures
• Repair/Rehabilitation of school buildings and facilities
Implementing Agency • DepEd-DO • CED

Proposed • Upgrading of electric service entrance of various public
Program/Project/Activity schools
Implementing Agency • DepEd-DO • CED
• Meralco
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Proposed • Procurement/acquisition of multi-hazard rescue and

Program/Project/Activity response equipment (first aid kit, fire extinguisher, PPE,
etc.)
Implementing Agency • DepEd - DO • Save the Children

• Local Government Unit • Other National
(LGU) Government
• Red Cross Organizations (NGOs)
and Government
Agencies
Proposed • Trainings, seminars or workshop on the DRRM related

Program/Project/Activity concerns
Implementing Agency • DepEd – DO • Other partners
• LGU
Proposed • Repair and rehabilitate existing school buildings for
Program/Project/Activity elementary and secondary level
• Upgrade electrical system of schools for elementary and
secondary level
• Construction of perimeter fences and gates of schools
Implementing Agency • CED
TERTIARY EDUCATION
Administrative
• No Integrated Computerized Records Management System
• No existing University of Caloocan City Hymn (Alma Mater Hymn)
• No existing recognition or award given to students/faculty/staff for their exemplary
contributions locally and internationally (Civic and Academics)
• Need to further strengthen Zero Waste Management Program
• Promotion and maintenance of quality assurance
• Need to revise, update and publish UCC Administrative, Operations and Faculty Manual
• Need to enhance and strengthen the performance management system of UCC part-
time faculty members
• Need enhancement in the inventory system
• Need to review and reorganize the current academic and administrative structure of
UCC
• Strict implementation of Anti-Red Tape Law
• Need to enhance the competency profile of the University
• Need for additional plantilla positions for faculty
• Need for additional plantilla positions for non-teaching personnel
Faculty Development
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• Need to provide competent salary to faculty members

• Faculty Evaluation and Performance Rating
• Insufficient training opportunities for professional advancement for faculty
Student Development
• Minimal students' participation in different competitions, quiz bees, athletic meet (ALCU)
and the like
• Limited exposure for students to learn class diversity and globalization in a diverse
context including opportunities in their field
• Absence of financial grants to deserving UCC students (working scholars)
• Unavailability of psychometric tests for students
• Need to enhance graduates’ performance in professional licensure/Bar examinations
• Need for more organizational memberships/ affiliations to significant national and
international institutions/ organizations relevant to Communication Studies
• Need to pursue excellence in literary and creative works
Curriculum and Instruction

• No specific format for syllabus
• Lack assurance of focused, research- oriented, and globally competitive curricula
• Need for additional Continuing Education Programs
• Unavailability of test bank for departmental examinations
Community Development and Extension Program

• Contribute to the country’s national development through focused university extension
program
• Lack of extensionists (experts in Extension program)
• Inadequate extension programs offered by UCC to the community
• Need for more partnership with the LGUs, industries, NGOs, NGAs, SMEs, and/or other
stakeholders for the UCC’s extension programs
• Absence of community partnership for UCC’s Library Extension Program
Research
• Need for more additional publishable research
• Need to update/revise UCC Research Manual
Linkages
• Limited partnership to private and public institutions
• Insufficient linkages especially to industrial and others institutions
• Insufficient financial support from the University for national and international
memberships
Physical Facilities and Equipment

• Need for the repair & maintenance of existing UCC’s building and facilities
• Need for the repair & maintenance of existing UCC’s equipment and furniture
• Insufficient venue/facility for university events and academic programs and activities
• Need to upgrade and modernize ICT/instructional materials for UCC classroom use
• Need for the upgrading of the electrical wiring
• Insufficient security features
• Inadequate facilities for patient-care for UCC faculty and students
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• Need for additional buildings for UCC

• Inadequate storage facilities of the registrar’s office
• No Psychology/Research Laboratory
• Need to renovate and provide a well-equipped radio broadcast room and photography
laboratory
• Need for a storage room for cultural affairs materials
• Need to renovate and provide a well-equipped Kitchen laboratory, new hot and cold
kitchen, mock hotel, dining area facilities, Front Office & Hotel reservation, Simulation
rooms for BSOAD & BSBA, Incubation facility for BS Entrepreneurship, Computer
laboratory equipped with proper software needed by the BSAIS course, Educational
Technology
• Need for additional well-equipped laboratories such as:
o Physics Laboratory
o Biology Laboratory
o Educational Technology Laboratory
o Speech laboratory
o Home economics Laboratory
o Chemistry Laboratory
o Early Childhood simulation room
Library
• Need for substantial subscription to academic journals and e-journals for the different
field of specializations offered by the university
• Need to continually update references/library holdings
• Limited textbooks/reference books in each course that have been published in the last 5
years
• Setup open library system to complement an upgraded e-library
Administrative
• To modernize, upgrade existing facilities and purchase new ones
• To strengthen use of technology so as to improve administrative efficiency and
effectiveness
• Information Systems for the effective and efficient operations of the offices
• To implement e-governance management of the college
• To strengthen the use of technology for information of all stakeholders (UCC website, MIS
and others)
• To inculcate trough the Hymn the love, respect and gratitude for the Alma Mater
• To motivate and recognize the students, faculty and staff of UCC to perform their duties
well and to excel
• To implement Zero waste management Program
• To pass the CHED’s Institutional Sustainability Assessment (ISA)
• To draft and publish the UCC Administrative, Operations and Faculty Manuals
• To establish a feedback mechanism on work performance and development
• To continuously maximize the utilization of resources
• To cluster campuses of the college to enhance administrative and academic services of
the college
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• To observe fairness, equality and justice in dealing with a various stakeholder through the
provisions of anti-red tape law
• To enhance the competency profile of the University
• To enable the university to hire additional faculty members who are vertically aligned in
the field of specialization
• To enable the university to hire additional non-teaching personnel
Faculty Development
• To maintain the competent faculty members in the University and gain a better teaching
performance
• To adjust the hourly rate of non-plantilla faculty members in accordance to the 2019
standard rates
• To implement a performance setting for the faculty members
• To ensure competent and competitive line up of faculty
• To train faculty members to become technologically adept in terms of assessment,
teaching and learning process and record keeping
Student Development
• To train students to become locally and globally competitive in all the areas of learning
• To integrate other programs which cater to the students’ social and emotional
development
• To develop and enhance the students' academic performance and skills based on their
strengths and weaknesses
• To expose students to different opportunities in relation to skills and knowledge
enhancement
• To enhance students’ skills and knowledge in their chosen field
• To give financial assistance of to the needy but deserving and hardworking UCC students
• To be able to measure the student’s behavior as to where it is categorized
• To increase the average of UCC passing percentage against the national passing rate
• To produce more board topnotchers
• To establish strong ties with the relevant institutions/organizations for support to the
students’ career growth
• To present or publish (referred journal) of research outputs supported by UCC every year

• To have a uniform format of syllabi that reflects the learning outcomes, learning episodes,
and underscores the relevance of the course to the realization of the university’s vision
• To revise all programs curricula in accordance with national (CHED) and international
standards
• To be a recognized national Continuing Education Program provider
• To provide Workforce Skills Training
• To standardize tests in the conduct of departmental examination, final examination and
proficiency tests

• To align extension agenda with national thrusts and priorities
• To draft and implement UCC Extension Services Policy
• To establish pool of expert extensionists
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• To achieve a practiced culture of volunteerism in community activities and extension

programs
• To conduct regular multidisciplinary extension projects
• To sustain and strengthen the university partnerships with the LGUs, industries, NGOs,
NGAs, SMEs, and/or other stakeholders
• To give back to the community through a basic library-related services
Research
• To produce locally and internationally publishable research
• To encourage faculty members in all academic units to pursue researches in consonance
with the College's research agenda
• To draft and publish the UCC Research Manual
Linkages
• To provide strong linkages for the library to further strengthen the library resources
• To strengthen academe-industry linkages
• To seek industry linkage for on-the-job trainees
• To increase the number of graduating student attendees in career-development and
placement-related events
• To conduct tracer study to enhance the competitiveness of graduates
• To financially assist the faculty members in their professional growth for the enhancement
of one’s knowledge and expertise

• To assure optimal usefulness of the all UCC’s building and its existing facilities
• To assure optimal usefulness of all UCC’s equipment and furniture
• To improve university facilities
• To equip classrooms with ICT/instructional materials
• To sustain the increasing demand for electric power
• To improve utility facilities for the safety of the students
• To improve security features
• To deliver effective and efficient services
• To provide conducive learning area to students
• To provide effective storage of student records
• To provide hands-on training to students
• To provide a conducive learning facility for research
• To apply the skills acquired by the students through the improvised University radio station
which can also help in disseminating announcements and other academic advertisements
• To safe keep all the cultural affairs properties (props, costumes, and others)
• To provide state of the art facilities
Library
• To identify and provide National and International Journals both print and non-print
subscriptions
• To update and improve the number of book titles in view of the different programs offered
• To enhance recreational reading among library users
• To centralize the library circulation and cataloguing system through a unified library
database system
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Administrative
• Improvement of the software and hardware equipment/facilities
• Increase budgetary allocation to purchase up-to-date laboratory equipment, supplies and
materials
• Provide continuous and stable internet connection which can be utilized during classroom
activities and research works
• Improve the components of school’s website
• Improve the ICT capabilities
• Automation of all university’s records system
• Allocation of fund for
o the composition of the UCC Alma Mater Hymn
o the Awarding of the selected students, faculty and staff for their exemplary
contributions to the City
o the UCC Administrative, Operations and Faculty Manual
• Community extension for livelihood projects
• Generate materials which are recyclable
• Installation of Material Recovery Facility (MRF) for the recycling of campus solid waste
• Monitoring of CHED Memorandum Order
• Convene committee for the consolidation of inputs to the University Administrative,
Operations and Faculty Manuals
• Seek approval of the Executive Committee and the Board of Regents
• Creation of a committee
• Criteria for classifying personnel as best, better and good performers
• Implementation of efficient and effective feedback mechanism and compliance review of
various university departments with regards to the performance evaluation process
• Performance Improvement Plan Process for non-performers
• Require the provision of RA 9184 otherwise known as the new Government
Procurement Reform Act
• Inventory of resources in all campuses
• Adherence to the accountability of public officials and employees
• Streamline the bureaucratic system of implementing projects and activities
• Cluster the campuses according to academic and administrative functions
• Prompt services to stakeholders
• Determine the competency requirement of the teaching and non-teaching positions in
the area of core leadership and technical competencies
• As Per CHED memo, at least 50% of the faculty are full time and it does not meet the
required number of fulltime faculty
• Increase number of permanent faculty
• Compliance with CHED requirement
• Increase number of permanent non-teaching personnel
Faculty Development
• Sustaining the salary of the non-plantilla faculty members and offer more permanent
positions to keep the qualified ones in the University
• Allocation of fund for the increase in the hourly rates of non-plantilla faculty members
70
• Releasing of faculty evaluation every semester for possible recommendations to attend

trainings/workshop/coaching and other remedial measures needed
• Continuously provide capability enhancement program to faculty including performance
monitoring as basis for promotion
• Strictly adhere to the policy and standard set by CHED and civil service as to
qualification of faculty
Student Development
• Allocation of budget for
o students' participation in different competitions or workshop
o psychometric testing facilities and materials
o organizational and institutional memberships, institutional visits and field OJT
• Compliance to CHED’s standards, policies and guidelines
• Establish evaluation method to assess the development of students' full potential, skills
and talents
• Conduct activities that would allow the students to acquire the skills, knowledge, and
dispositions necessary to become responsible global citizens
• Identify seminars and trainings that would enhance student’s expertise
• Students should be allowed to visit educational institutions that would expose them in
various facet of teaching and learning process including exchange of ideas in different
colleges, visiting industry to verify and reflect on the theories learned in the classroom
• Fortify invitation of potential sponsors
• Implementation of the CHED requirement
• Conduct departmental examination aligned with the Professional Regulation Commission
(PRC) requirements
• Sustain awarding of incentive to successful examinees in certification exams
• Strict implementation of course outlines reflecting the competencies to be tested in board
examinations
• Strict implementation of admission and retention policies
• Facilitate the processing of student application for paper presentation/publication

• Revise the current syllabi in accordance with the new syllabus prescribed by CHED and
on the requirement of the Industry to which the learning outcomes may be applied
• Conduct periodic review and enhancement of curricula
• Revise all curricula based on international and national benchmarks, compliant with CHED
policies, standards and guidelines
• Seek approval from the Executive Committee and Academic Council
• Coordinate with the colleges for the short courses
• Prepare modules
• Schedule sessions
• Prepare marketing collaterals
• Generate and safe keep of test bank for departmental examination, proficiency
examination

• Creation of a committee to draft the Policy Manual
• Conduct sectoral consultation for the research agenda including Deans, Directors,
representatives from DOST, NRCP & CHED
71
• Approval of the ExeCom and Board of Regents

• Dissemination of the University Policy Manual to all colleges, branches and campuses &
other concerned offices
• Determine key personnel for extension programs
• Encourage the faculty members in all academic units to involve themselves in
community and extension services of the College
• Conduct needs assessment survey for multidisciplinary extension project
• Conduct workshop on extension proposal preparation
• Implement comprehensive multidisciplinary extension project
• Intensify the promotion of the livelihood project through the partner barangays
• Provide community activities that will promote self-reliance and improve livelihood of the
community
• Develop tie-up with government/ non-government institutions, organizations, or
industries for community services
• Organization of extension workers
• Continuous provision of technologies and technical services
• Conduct assessment and provide continuous commitment to adopted community
• Comply with the CHED’s standards, policies and guidelines
Research
• Support research undertakings of the faculty through seminars, appropriate funding,
scholarship grants, subsidy and honorarium
• Expose faculty members to various international and national norms in the field of
research by allowing them to attend national and international conferences
• Strengthen linkages and partnership among national and international research
organizations to provide different venue of research publication
• Encourage faculty members to produce publishable research anchored to the research
agenda of the city and the university
• Convene committee for the consolidation of inputs to the University Research Manual
• Seek approval of the Executive Committee and the Board of Regents
• Allocation of fund for the UCC Research Manual
Linkages
• Comply with the CHED’s standards, policies and guidelines
• Allocation of budget for the seminars and honorarium of focal person in the placement
office as well as the facilities/materials needed for the program
• Trace out the graduates and extend assistance when necessary
• Improve coordination and information dissemination of alumni activities and services
among graduating students
• Intensify engagements with the alumni and industry partners through internship hosting
and organization of job fairs, placement services, and similar events
• Conduct researches
• Supporting the faculty by sponsoring the national and international membership fees

• Allocation of fund for
o the maintenance of the building and its existing facilities
o the maintenance for UCC’s equipment and furniture
o the renovation of school facility
72
o the upgrading of the electrical wiring

o the construction of additional/new buildings
o the construction of facilities
• Provide LCD projector, SMART TVs and internet connection in all classrooms
• The University shall strictly enforce security measures to protect the interest of the
Institution
• Work for the approval of budget in the construction of a presentable clinic
• Canvass for proper medical equipment with transparency and proper accounting
• Compliance to CHED requirements
• Prepare design of storage facility / records’ building
• Provide sufficient budget for the graduate school courses
• Request for a room allocation for Psychology/Research Laboratory
• Designate a specific area in all the university campuses which will serve as Cultural Affairs
storage area
Library
• Allocation of budget for
o national and international journals both print and non-print subscriptions
o international and national library holdings in accordance to CHED’s policies,
standards and guidelines
o the database system
• Set up Wi-fi network infrastructure within the Campus Disseminate available ICT
resources to faculty, students and staff
Proposed • Acquisition of digitization

Program/Project/Activity • Install stable internet connection
• Purchase additional computers
• Hire/pay a professional composer for the composition of
the UCC Alma Mater Hymn
• Reproduce the recorded Hymn for distribution to all
campuses
• Install Material Recovery Facility (MRF) for the recycling
of campus solid waste
• Stage an awarding ceremony/tribute to the students,
faculty and staff for their exemplary contributions to the
city (civic and academics)
• Award cash prizes and plaques to the recipients
• Conduct orientation/coordination meetings with the
colleges as well as offices concerned
• Conduct sectoral consultation and consolidate all the
inputs from all colleges/departments/offices of the
University
• Publish University Administrative, Operations and
Faculty Manual
• Dissemination and distribution of the Administrative,
Operations and Faculty Manuals to all colleges,
73
branches and satellite campuses and other concerned

offices
• Conduct a seminar/training on Performance
Management Systems of faculty and staff
• Conduct inventory of resources regularly
• Procurement of additional computers and materials
needed for the implementation of the program
• Conduct a consultative meetings/conferences for the re-
structuring of the UCC organizational set-up
• Reorganize the administrative and academic structure of
the university
• Print out the updated citizens’ charter
• Conduct capability-building seminar/workshops on
competency profiling for all UCC employees
• Increase plantilla position to promote accountability and
standardize quality of instruction
• Hire additional permanent faculty
• Increase plantilla position to hire non-teaching personnel
• Hire additional non-teaching personnel
• Conduct of comparative study on the teaching hourly rate
(among LUCs in Metro Manila) for university instructor
• Provision to adjust the salary standard rates for the non-
plantilla
• Conduct of strict monthly faculty evaluation per
department
• Provide continuous capability training programs to
teaching personnel
• Attendance of faculty members to seminars, conventions
and paper presentation locally and internationally
• Participation of the students to join Intra and Inter
College/University Competition/Quiz Bee
• Conduct immersion programs for students that are
community/curriculum based
• Creation of co-curricular activities and extra-curricular
activities
• Provide outbound exposure to students to allow
opportunities for acculturation in the field of their
specialization
• Conduct trainings and seminars to improve leadership
and skills/knowledge in their chosen field
• Grant financial support of Php 2500 per month to at least
50 deserving UCC working scholars
• Conduct of the following 5 Psychological tests:
o WAIS (IV)
o SB (8th ed)
o Mental Ability
o Personality Test
o Projective test (1)
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• Conduct college comprehensive exams per semester for

programs with licensure examinations
• Application for certification exams for graduating
students
• Regular monitoring of class and faculty consultation
• Allowing and supporting financially the students to
participate in national and international memberships,
institutional visit and exposure, academic competitions
and field trainings
• Publication of thesis/capstone magazine, conduct of
thesis/capstone exhibit and colloquium of UCC students
• Conduct of Syllabus Planning and Syllabus Designing
Workshop to faculty
• Constant monitoring of new and upcoming CMO
• Conduct Curriculum Planning and Curriculum Designing
Workshop to the deans and department heads
• Conduct of training for deans, program heads and faculty
• Train faculty to produce common test items in
accordance with the courses’ syllabi that will be included
in the test bank
• Pilot testing of test items
• Purchase of necessary equipment to safe keep test
items and booklets
• Conduct of Strategic Planning Seminar
• Creation and printing of the Policy Manual on Extension
& Community Development Programs
• Creation of a pool of faculty trainers to undertake training
activities in the different field of specialization, and
capacity building programs for identified
trainers/coordinators
• Hold community extension services
• Conduct the following activities:
o Tutorial services (Tutok Basa)

o Livelihood seminars thru short courses for out of
school youth (Financial Literacy and Livelihood
Trainings)
o Opportunity enhancement activities
o Other activities (Busog Lusog)
• Communication skills and leadership trainings to the
youth and homeowner’s association officers
• Conduct of an assessment survey
• Formulation of MOA
• Conduct a minimum of 2 seminars/ trainings and
packaged extension projects per barangay per year
• Conduct an awarding of the best community achiever
department
• Sponsor at least one (1) library outreach program with
the partner community
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• Provide six (6) units of paid teaching load per semester

as an incentive/honorarium to the faculty who will
conduct the research good for one (1) year
• Attendance of faculty members to school funded
research related seminars locally and internationally
• Join at least 2 research related organization to establish
linkages and partnership in order to provide more venues
of research undertakings and publication
• Provide school led research seminars and trainings to
faculty members and produce at least 1 collaborative
research undertaking per college
• Organize/participate in a local and national research
conference
• Subsidize research undertaking of the faculty and
employees
• Produce researches from the colleges/offices
• Subscription to research-based application to check
grammar
• Conduct sectoral consultation for the university research
manual including deans and directors
• Publish University Research and Development Manual
• Dissemination and distribution of the University Research
and Development Manual to all colleges, branches and
satellite campuses and other concerned offices
• Enter into a partnership to at least 1 institution per year
through a Memorandum of Agreement
• Seek linkages to industries for on-the-job trainees
• Conduct job fairs for the graduates
• Create a placement office
• Establish a database for alumni and make a trace study
• Conduct seminars for job hunting and personality
development
• Perform tracer activity and partnership with industry and
manpower organization
• Payment for national and international memberships
• Repair & maintenance of existing UCC’s building and
facilities
• Provision of fund to create UCC’s own Engineering &
Maintenance Department (under the VP for
Administration)
• Repair & maintenance of existing UCC’s equipment and
furniture
• Renovation of the Social Hall at Biglang Awa campus (5 th
floor)
• Install LCD projector, SMART TVs and internet
connection in all classrooms
• Upgrade electrical power supply of all UCC campuses
• Installation of security-CCTV (Campus Grounds and
Buildings)
76
• Renovation of the present school clinic

• Purchase of medical supplies and equipment
• Construction of additional/new school buildings (refer to
the UCC Master Plan)
• Renovation of existing buildings
• Set-up fully equipped and state-of-the-art facility
(laboratories, offices, storage rooms, library and others)
compliant to the minimum requirements of CHED
• Expansion/additional storage rooms for students’ records
• Acquisition of apparatus, materials and equipment for the
Psychology/Research Laboratory
• Provision of a room for a Psychology/Research
laboratory
• Provision of a radio broadcast room and photography
laboratory
• Acquisition of materials and equipment for a radio
broadcast room and photography laboratory
• Provision of a storage room for cultural affairs materials
• Provision of Kitchen laboratory, new hot and cold
kitchen, mock hotel, dining area facilities, Front Office &
Hotel reservation, Simulation rooms
• Provision of Computer laboratory equipped with proper
software
• Acquisition of materials and equipment needed for the
laboratories
• Purchase laboratory equipment that is in compliant with
CHED policies and the requirement of every
course/subjects are as follows:
o Physics Laboratory
o Biology Laboratory
o Educational Technology Laboratory
o Speech laboratory
o Home economics Laboratory
o Chemistry Laboratory
o Early Childhood
• Subscription to academic journals
• Acquire e-books
• Acquire updated edition of books
• Acquire books and other reading materials through a tie-
up with various organizations
• Purchase at least 50 titles of popular literature every year
• Provide fast internet subscription
• Purchase a library database system
• Adoption of the Library Classification System and Color-
Tagging System
Implementing/Coordinating • University of Caloocan • General Services
Agency City (UCC) Department (GSD)
• City Engineering
Department (CED)
77
OTHER EDUCATIONAL CONCERNS
• Needs improvement and development of the existing city library
• Need to construct a new city library
• Lack of plantilla position for the new city library
• Procurement of collection, materials and equipment needed for the new library

• To improve and develop physical condition of the existing city library
• To provide library and information service to the needs of the community
• To build within each library an information center about its respective community – its
resources, history, people, customs and traditions, etc.
• To develop nationally, a network and linkages among public libraries with the National
Library as the center to facilitate research reference needs of patrons
• To provide library and information service to the needs of the community

• Allocation of fund/budget for the improvement and development of the existing city
library
• Each public library shall operate under the administrative supervision of the local
government unit and under the technical supervision of the National Library
• The public library shall be manned by qualified and professionally trained librarians and
shall be supported by support services staff
• Qualification and Number of staffs – the number of staffs in a public library shall depend
on the population served and the size of the collection
• The collection must reflect the objectives of the library and the needs of the community
served
• The library shall maintain the local history collection
• The size of the library collection is dependent on the allocation from the National Library
and from the budget funds provided by the local government unit in the annual
appropriations
• A provision for at least 10% annual increase of the collection must be provided each of
any library category.
Proposed • Total rehabilitation of the existing city library

Program/Project/Activity
Implementing/Coordinating • CED
Agency
Proposed • Construction of a new city library
Implementing/Coordinating • CED • Office of the City
Agency • Cultural Affairs and Mayor
Tourism Office (CATO)
Proposed • Hiring of staff/plantilla position for the new city library
78
Implementing/Coordinating • Human Resource

Agency Management and
Development Office
(HRMDO)
Proposed • Procurement of books, multimedia and other non-print
Program/Project/Activity materials (computers, routers, etc.) such as those in the
state-of-the-art technologies, periodicals, maps,
pamphlets and other audio-visual materials
• Procurement of open shelves, tables, chairs and other
materials/equipment needed
Implementing/Coordinating • CATO
Agency
Health
Goal
To provide an equitable delivery of basic health services.
Planning, Research, Training and Evaluation Services
• Increasing number in morbidity and mortality on Non-Communicable Diseases among
male population
• Increasing number of morbidity and mortality among pregnant women and women of
reproductive age
• High incidence of STI, HIV versus the increasing population of the city
• Need to continuously monitor and evaluate all health programs accomplishments and
performance
• Need for continuous orientation of newly hired personnel on City Health Department
(CHD) programs and health center operations before deployment and immersion to
health centers and to the community
• Weak implementation of infection control in health facilities, more specifically among
dentists and dental aides
• Lack of training on child management in dental practice
• No training updates on oral lesions and dental complications
• Irregular Local Health Board meeting
• Need for continuous orientation of newly hired personnel on CHD programs and health
center operations before deployment and immersion to health centers and to the
community
• Weak implementation of Infection Control in Health Facilities, more specifically among
dentists and dental aides
• Lack of training on Child Management in Dental practice
• No training updates on Oral Lesions and Dental Complications
Malaria Prevention and Control Program

• Need to orient health personnel on malaria program updates
• The city has yet been officially declared as malaria free
Disease Surveillance
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• Untrained disease surveillance coordinators from health centers and sentinel hospitals
on revised Manual of Procedures for the Philippine Integrated Disease Surveillance and
Response (MOP PIDSR) 3rd Edition
• Occurrence of emerging and re-emerging infectious diseases (ex. Measles,
Meningococcemia and Diphtheria) and changes in designated Disease Surveillance
Coordinators (DSCs)
Health Promotions
• Increased number of dengue cases
• There are still reported firecracker injuries
• Occurrence of human rabies deaths
• Inadequate knowledge on mental health
• Lack of information, education campaign materials for all health program
Barangay Health Workers (BHW)

• No registration and accreditation for BHWs
• Lack of BHWs
• No allocated budget for Primary Health Care (PHC) seminar/ training for BHWs
Health Operation Services
Maternal Health Program

• Insufficient supplies of commodities for maternal care services
• Increasing maternal mortality cases
Family Planning Program

• Insufficient supplies of commodities for family planning services
• Low Contraceptive Prevalence Rate (CPR)
• Lack of skills training on family planning among nurses
Immunization/Other Child Care Program

• Low fully immunized children coverage
• Low immunization coverage among school children
• Poor resistance of senior citizens to vaccine preventable diseases
• Lack of training on genetically metabolic disorders
• Increasing child mortality death among children under 5 years old
Nutrition Program
• Need to continuously conduct OPT+ activities to maintain/lower current city prevalence
of 1.53% (National Target <4%)
• Growth faltering among children under five years old
• Lack of advocacy on first 1,000 days
• Lack of breastmilk donors
• Insufficient supplies of commodities for nutrition services
• Need for continuous information dissemination on nutrition program
• Need for standby goods in case of emergencies
• Need for continuous conduct of iodine testing in salts to prevent iodine deficiency
disorders
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Non-Communicable Diseases (NCD) Program

• Low percentage of risk assessment of 25 y/o and above
• Low coverage of PWDs
• Low coverage of VIA for women aged 21 y/o and above in the community
• Insufficient supplies of commodities for NCDs Services
• Weak implementation of anti-smoking ordinance
• No policy on NCD program
National Tuberculosis Program (NTP)

• Lack of awareness on tuberculosis
• Low coverage for mass TB Screening (to increase Case Detection rate from 60% in
2018 to 90% in 2022)
• No master list of NTP patients' contacts
• No Service Delivery Network (SDN) for tuberculosis
• Lack of training of health workers on NTP
• Inadequate internet connections for integrated TB Information System
• Insufficient supplies of commodities for NTP program
Oral Health Program

• Poor oral health status
• Inadequate sterilization and disinfection supplies
• No basic oral health care to Caloocan City local government employees
• Lack of new desktop computer set and other materials (main office)
• Old dental facilities & equipment in 15 health facilities
Special Services
Pharmacy/Employees’ Clinic
• Insufficient supply of drugs and medicines for distribution to all health centers and lying-
in clinics
Central Laboratory
• No license to operate for the Central Laboratory
• Lack of training to enhance, upgrade and update the skills of central laboratory
personnel
Social Hygiene Clinic

• No Primary HIV health care facility (standard clinic set-up)
Sanitation Services
• Lack of sanitation inspectors to conduct field consultation visits in communities
• Low accomplishment in water sample collections due to lack of trained sanitation
inspector on water sampling protocols
• Increased number of dengue cases
Administrative Services
Human Resources
• Insufficient human resource for health
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• Magna Carta for public health workers is not implemented

• No team building and stress management activity for the whole department from 2016 to
2018 resulting to lack of team work and poor handling of workplace stress
• Highly congested public cemeteries and inadequate cemetery facilities
• Inadequate health facilities
Caloocan City North Medical Center (CCNMC)

• Need for Level 1 DOH Accreditation
• Inadequate rooms for the different offices
o Philhealth
o Admitting
o Billing
o Medical Social work
o CSR & Stockroom
o Medical Records
o Accounting
o Cashier
o Smoking Cessation
o DOTS Clinic
o Animal Bite Treatment Center
o Physical and Rehabilitation Room
o Family Planning
o Counselling Room
• Insufficient hospital facilities
• Accreditation of Mother-Baby Friendly Hospital
• Establishment of Speech Therapy Center to treat the speech and communication
disorders for person with disabilities
• Under Staffing Organizational Structure Pattern for Level 1 Application
• Lacks Centralized Hospital Data System
Caloocan City Medical Center (CCMC) South

• Need to improve and upgrade facilities (application for secondary level hospital)
• New treatment modalities are not available in CCMC South
• Increasing number of eye problems for the patients
• Inadequate hospital facility for geriatric service wards
• Establishment of speech therapy center to treat the speech and communication
disorders for person with disabilities
Caloocan City Anti-Drug Abuse Office

• 29 out of 188 Barangays are Drug Cleared
• Lack of awareness on drug abuse prevention
• Lack of various psychiatric medicines
• Lack of Community Based Rehabilitation Centers and Drop-In Centers
• Poor monitoring system
City Veterinary Office

• No veterinary clinic at the Animal Pound
• Need for the acquisition of medical and surgical instruments and materials/supplies for
the Veterinary Clinic at the Animal Pound
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• Bad condition of animal cages in Animal Pound

• No motorcycles for use in meat Inspection and delivery of order of payment for meat
entry fees in North and South Caloocan
• Lacking smaller pound vehicle (multicab-type)
• Not enough training of veterinary personnel in exotic and wildlife enforcement and
animal welfare implementation
• Lack of personnel to perform duties for the enhanced meat inspection and clinic
operation
• Lack of personnel to perform animal pound operation
• Lack of training in meat inspection and clinic operation

• To increase awareness on
o healthy lifestyle among male population
o health services available at health centers for women of reproductive age
o STI, HIV and family planning among couples
o CHD programs and health center operations among newly hired employees
o infectious diseases, infection control, disinfection and sterilization, pharmacology
among dentists and dental aides
o behavioral management of children in dental practice among dentists and dental
aides
o CHD programs and health center operations among newly hired employees, as
well as Nursing/Midwifery Student Affiliates
o Infectious Diseases, Infection Control, Disinfection and Sterilization,
Pharmacology among Dentists and Dental Aides
o Behavioral Management of Children in Dental Practice among Dentists and
Dental Aides
o Oral Lesion and Assessment and Management of Dental Complications among
Dentists and Dental Aides
• To continuously monitor, evaluate and improve the implementation of health programs
• To plan for expenditure requirements for all projects, programs and activities of all health
programs
• To review program accomplishments and strategies of previous years
• To increase awareness on oral lesion and assessment and management of dental
complications among dentists and dental aides
• To update Local Health Board members on health status of the city

• To orient newly hired health staff on malaria program updates
• To implement vector surveillance which is one of the requirements for the city to be
declared malaria free
• To capacitate the Disease Surveillance Coordinators on Disease Surveillance and
Response
• To provide updates on Disease Surveillance and Response and sustain a positive
rapport among the Hospital Disease Surveillance Coordinators (DSCs)
83
Health Promotions
• To increase awareness on Dengue Prevention and Control and strengthen 4s strategy
and policy
• To intensify awareness on Firecracker related injury, its prevention and control.
• To increase awareness on rabies prevention and control
• To increase awareness on mental health issues
• To provide quality information /campaign materials on health
Barangay Health Workers

• To create City Ordinance on Registration and Accreditation for BHW
• To recruit new BHW in all brgys. to comply with the ideal population ratio of
1BHW:500pop
• To capacitate/increase the knowledge, skills and awareness of BHW in the delivery of
PHC in the community
• To provide updates on different health programs and what needs to be done in providing
quality service

• To purchase materials to provide Maternal Care services in the community
• To reduce maternal mortality thru information dissemination on the importance of ff-up
visits thru lectures/ congress
• To evaluate maternal and neonatal death cases to prevent occurrence of the same
cause of death
Family Planning Program (FP)

• To purchase materials to provide services in the community
• To conduct FP activities to the community
• To improve competence of health personnel by attending capacity and capability
building activities
Immunization /Other Child Care Program

• To increase fully immunized children from 79% to 95%
• To prevent neonatal tetanus among newborn
• To reduce the morbidity and mortality among school children due to vaccine preventable
diseases
• To reduce the morbidity and mortality among senior citizens due to vaccine preventable
diseases
• To reduce the morbidity and mortality among newborns due to genetic metabolic
disorders
• To reduce of child morbidity and mortality among children under five years old
Nutrition Program
• To assess/ cover the nutritional status of at least 80% of children 0-59 months old
• To prevent growth faltering and identify appropriate nutrition intervention for high risk
children
• To disseminate First 1000 days (F1KD) law ordinance dissemination activity
84
• To reach 100% attendance of breastmilk donors

• To provide complementary food to 6-11 months old infants
• To improve nutritional status of identified severe acute malnutrition/moderate acute
malnutrition
• To provide micronutrient supplements to 6-23 months old infants and children
• To promote behavioral change towards nutrition
• To procure and distribute stand-by goods in case of emergencies
• To test salt for iodine content and prevent iodine deficiency disorders
Non-Communicable Diseases (NCD) PROGRAM

• To screen/monitor 25 years old and above at risk for lifestyle related diseases
• To screen persons with disabilities using the WHO-Das Tool
• To provide VIA among women 21 y/o and above
• To provide essential NCD medicines
• To provide information dissemination in the community regarding the anti-smoking
ordinance
• To provide continuum NCD core package services
National Tuberculosis Program

• To increase awareness on tuberculosis
• To conduct active case finding in high risk population
• To Masterlist NTP patients contacts
• To strengthen partnerships with private entities
• To provide capability building to health workers
• To provide up to date reporting thru IS database
• To increase case holding
Oral Health Program

• To Provide Basic Oral Health Care to Infants below 12 months old - (9,012)
• To Increase number of OFC among children aged 12 - 59 months by 10% each year
• To control oral health risks among young people (adolescent)
• To improve oral health condition among pregnant women by 20% each year
• To improve oral health condition among older individuals by 10% each year
• To improve oral health condition of the general population by 10% each year
• To decrease incidence of infection during dental procedures
• To improve oral health condition of city employees
• To improve data recording and reporting
• To upgrade and modernize dental facilities
Special Services
Pharmacy/Employees’ Clinic
• To provide additional/sufficient essential drugs and medicines necessary in the
treatment of various illnesses
Central Laboratory
• To secure a license to operate from the Department of Health (DOH) for the central
laboratory and to provide quality basic laboratory services to Caloocan City constituents
85
• To strengthen the competence of laboratory personnel and to improve their

performances

• To provide adequate site for the establishment of the primary HIV health care facility
• To provide quality services to HIV patients
Sanitation Services
• To implement the provisions of the Code of Sanitation of the Philippines
• To ensure that 88% of households have access to safe water supply sources
• To reduce the number of dengue cases by at least 30%
Human Resources
• To increase the number of health personnel to attain the ideal ratio of health manpower
to population
• To promote the social and economic well-being of the health workers, thereby helping to
promote better delivery of quality health care service
• To promote camaraderie and open communication between employees themselves, as
well as between employees and higher management
• To preserve the respect for the dead by maintaining the facilities of the 3 public
cemeteries in Caloocan
• To improve the delivery of service in the public cemeteries and to bring safety and
comfort to the cemetery staff
• To provide improved facility for the delivery of basic health services
Caloocan City North Medical Center

• To be able to apply for DOH level 1 accreditation
• To identify all the necessary requirements
• To identify all of the required hospital equipment and supplies
• To identify areas of location for the specific offices
• To improve existing hospital services and add more to fully provide quality health care
• To be able apply for Mother-Baby Friendly Hospital (MBFH) Accreditation
• To identify all needed requirements for the MBFH accreditation
• To provide trainings and seminars to suitable HCP’s
• To help people with speech and communication disorders to improve their verbal, non-
verbal and communicate in more useful and functional ways
• To be able to comply for the DOH Revised Organizational Structure and Staffing
Standards for Level 1
• To preserve the integrity of patients records, hospital employees’ information, and other
important for easier and convenient records storage and retrieval
Caloocan City Medical Center (South)

• To meet the DOH standard of quality health service for hospital annual licensing and
accreditation
• To purchase modern and advanced healthcare technology medical equipment
• To improve the health service and helps the doctors diagnose diseases and treat
patients effectively and efficiently
86
• To be able examine, test and provide treatment for the impairment and disease of the
visual system each patient
• To be able to plan, address and coordinate issues concerning the care of the
elderly with physical and/or mental impairments in order to meet their long term
care needs, improve their health and quality of living
• To help people with speech and communication disorders to improve their verbal, non-
verbal and communicate in more useful and functional ways
Caloocan City Anti-Drug Abuse Office

• To enhance drug clearing operations to various barangays in the city
• To strengthen Barangay Anti-Drug Abuse Council (BADAC)
• To promote awareness to constituents of the city thru various barangays
• To provide required psychiatric medicine to patients who are in need
• To build rehabilitation centers and drop-in centers for persons who use drugs to serve as
their venue for CARROTTS/KKDK program and other related functions
• To monitor the execution or adherence of various policies and programs of the office

• To provide veterinary care services to impounded/rescued and other pet animals
deemed necessary
• To provide veterinary care services to impounded/rescued animals and other
pets/animals that needs veterinary services
• To improve condition of animal pound in consideration to animal welfare
• To cover the areas in North and South Caloocan for meat inspection and issuance of
order of payment for meat entry fees
• To cover areas with narrow streets for dog impounding and rescue
• To equip veterinary personnel with updated knowhow on wildlife enforcement and
animal welfare implementation
• To perform the duties for the enhanced meat inspection and clinic operation
• To perform animal rescue and impounding and maintenance of animal pound
• To equip veterinary personnel with updated knowhow in meat inspection and clinic
operation

• The city government shall
o support the conduct of activities to increase awareness on Non-Communicable
Diseases, particularly activities that focus on men population
o support the conduct of activities to increase awareness on Non-Communicable
Diseases, particularly activities that focus on women population
o support STI and HIV awareness
o support the continuous monitoring and evaluation of all health programs of the
department, as well as its accomplishments
o support the conduct of Health Programs orientation for newly hired health
personnel and student affiliates
o support the conduct of activities geared towards increasing awareness on
infection control
o support the conduct of activities geared towards enhancement of child
management in dental practice
87
o support and participate in Local Health Board meetings held quarterly

o ensure to allow dentists and dental aides to attend trainings and refresher course
on oral lesion and assessment and management of dental complications

• The city government shall allow
o the surveillance unit to participate on annual meetings for malaria program
updates
o the disease surveillance unit of the department to participate in the entomological
survey/vector surveillance
• The city government shall support
o the surveillance unit in conducting capability building seminars on disease
surveillance and response for health center personnel and sentinel hospitals
o the department in collaborating with the DRUs and other partner agencies to
prevent and control emerging and re-emerging infectious diseases
Health Promotions
o support the campaign on dengue prevention and control
o support the campaign to increase awareness on firecracker related injuries
o support the campaign to increase awareness on rabies
o support the campaign to increase awareness on mental health
o ensure the provision or purchase of materials needed for Information Education
Campaign (IEC) reproduction and logistics
Barangay Health Workers

o spearhead the creation of city ordinance on registration and accreditation for
BHW
o ensure the recruitment of additional BHWs through coordination with the Liga ng
Barangay and the DILG
o ensure the budget allocation for trainings of BHWs on PHC in coordination with
barangays

o ensure the procurement of MNCHN supplies package
o identify strategies to reduce maternal mortality cases
Family Planning Program (FP)

o ensure the procurement of FP supplies package
o provide progestin subdermal implants services in 44 health facilities
o ensure the procurement of needed supplies/ materials for the conduct of the
activity
o identify strategies to strengthen FP services
o capacitate all health workers on the family planning program
88
Immunization /Other Child Care Program

• The city government shall ensure
o the augmentation needed of vaccines and commodities
o the procurement of newborn screening kits package
o the augmentation of integrated Management of Childhood Illnesses (IMCI)
commodities
Nutrition Program
o the procurement of needed commodities and provision of manpower
o the dissemination of the law/ordinance on First 1000 days
o the procurement of commodities/materials needed for the activity
o the procurement of commodities that are vital in the promotion of nutrition
program
Non-Communicable Diseases (NCD) PROGRAM

o ensure the augmentation of needed commodities
o ensure the procurement of commodities
o identify strategies to reduce lifestyle related diseases cases
o identify strategies to provide continuum services
National Tuberculosis Program
o ensure the procurement of commodities
o ensure the augmentation of needed commodities
o ensure the augmentation of needed materials
o identify strategies to strengthen TB services
o capacitate health workers
o ensure the procurement of machines and internet connections
Oral Health Program

o the procurement of commodities
o the augmentation of needed materials
o the procurement of new equipment/supplies
Special Services
Pharmacy/Employees Clinic
• The city government shall ensure the provision of additional/sufficient essential drugs
and medicines for treatment of various illnesses
Central Laboratory
o ensure the procurement of Laboratory equipment’s and reagents needed to
acquire a License to Operate from DOH
o ensure the hiring of adequate and capable laboratory personnel
89
o optimize laboratory manpower skills to achieve high level of efficiency and

effective delivery of service by allowing them to attend various trainings to be
conducted by the DOH

• The city government shall identify possible sites to be used for the establishment of the
primary HIV healthcare facility
Sanitation Services
• The City Government shall
o adhere to the provisions of the Sanitation Code of the Philippines through hiring
of additional sanitation inspectors for the implementation
o optimize the skills of sanitation inspectors by allowing them to attend trainings on
water sampling protocols
o support the DOH campaign against dengue
Human Resource
o ensure the hiring of adequate and competent health personnel
o ensure the implementation of DOH & DBM Joint Circular No. 1 series of 2012
“Rules and Regulations on the Grant”
o ensure to allow the whole department to participate in at least 1 team building
activity in a year
o allocate budget for the renovation and improvement of the 3 public cemeteries in
Caloocan, namely Sangandaan, Tala-Bagong Silang and Bagbaguin Cemetery
Caloocan City North Medical Center

• The hospital shall
o comply and collate all of the necessary requirements, hospital equipment, and
supplies that are needed for the application for level 1
o look for target areas in which different offices should be constructed, with the
help of the CED
o provide additional services
o comply and collate all of the necessary requirements needed for the accreditation
for MBFH
o provide trainings and seminars to HCPs
• Hiring of qualified medical specialists and procurement of medical equipment and
supplies to treat the patients effectively
• The Hospital should create
o additional permanent positions which are needed for the application for level 1.
(Revised Organizational Structure and Staffing Standards for Government
Hospitals CY 2013 Edition)
o a system for all its business transactions among the different offices and retrieval
of important documents
Caloocan City Medical Center (South)

• The city shall develop a health program that will prioritize and expedite the construction,
rehabilitation and upgrading of hospital facilities
90
• The availability of fund the purchase of advanced and highly integrated diagnostic
medical equipment fast track the procurement of the said equipment
• Establishment of eye care center and conduct free cataract operation for the residents of
Caloocan City
• The city government and hospital shall establish effective policies and procedures in
handling cases involving elderly. The hospital shall also establish specialized room to
monitor their health condition
• Hiring of qualified medical specialists and procurement of medical equipment and
supplies to treat the patients effectively
Caloocan Anti-Drug Abuse Office

• Strict implementation of DILG mandate on participation of all barangay on drug clearing
• Implementation of
o DDB Board Regulation No. 3 Series of 2017 re: Strengthening the
Implementation of Barangay Drug Clearing Program (DILG memo circular 2017-
58)
o DOH Administrative Order No. 8 Series of 2001 the National Mental Health
Policy
o DOH Administrative Order No. 2016-0039 Revised Operational Framework for a
Comprehensive National Mental Health Program
o Republic Act No. 11036 Mental Health Act
• Technical Guide Notes on Barangay Anti-Drug Abuse Council (BADAC) Functionality
Audit and Barangay Drug Clearing Program (BDCP) Monitoring and Evaluation System
(DILG memo circular 2018-135)
• Mandatory conduct of the following informative campaigns:
a. House visit/counselling
b. Seminars and workshops
c. Distribution of reading materials/flyers
• Include in the yearly budget proposal or work program yearly
• Include the budget proposal in the annual capital outlay program
• Conduct of regular assessment or review of existing programs, projects and policies

• Provide capital outlay the
o the construction of animal clinic
o the purchase of medical and surgical instruments and materials/supplies in the
operation of veterinary clinic
o the rehabilitation and repair of animal pound
o the purchase of motorcycles
o the purchase of multicab-type pound vehicle
• Ensure the training of manpower in wildlife enforcement and animal welfare
implementation
• Prioritize hiring of additional personnel thru the enactment of veterinary code for the
following plantilla positions:
o One (1) Veterinarian III
o One (1) Veterinarian II
o One (1) Meat Inspector III
o One (1) Meat Inspector II
o Two (2) Meat Inspector I
• Prioritize hiring of additional job order workers
91
• Prioritize training of manpower in meat inspection and clinic operation
Proposed Planning, Research, Training and Evaluation Services

Program/Project/Activity • Conduct of Men's Congress
• Continuous conduct of health education for health center
patients regarding Non-Communicable diseases among
male population
• Conduct of Women's Congress
• Continuous conduct of health education for health center
patients regarding Non-Communicable diseases among
female population
• Conduct of Couples' Summit
• Continuous conduct of health education for patients,
particularly married couples, regarding available family
planning methods in health centers, as well as
information on HIV and other sexually transmitted
infections
• Conduct of Annual Operational Plan
• Conduct of Annual Investment Plan
• Conduct of Program Implementation Review
• Orientation of new employees and nursing/midwifery
student affiliates
• Training of dentists and dental aides on infectious
diseases, infection control, disinfection and sterilization,
pharmacology
• Training on behavioral management of children in dental
practice
• Training on oral lesions and assessment and
management of dental complications
• Conduct of Local Health Board Quarterly meeting
Implementing/Coordinating • CHD
Agency
Proposed Malaria Prevention and Control Program

Program/Project/Activity • Annual Meeting with Partner Hospital (DJNRMMC) and
community
• Conduct Entomological Survey
Agency
Proposed Disease Surveillance
Program/Project/Activity • Conduct training on MOP for PIDSR, 3rd Edition for
untrained Disease Surveillance Coordinators (DSCs)
• Networking/Bi-Annual Meeting with DRUs and Other
Partner Agencies
92
Agency
Proposed Health Promotions
Program/Project/Activity • Conduct of series of Dengue Awareness Campaigns
• Conduct of Iwas Paputok Campaign
• Rabies Awareness
• World Suicide Prevention Awareness Campaign
• Reproduction of Health promotion supplies and Materials
Agency
Proposed Barangay Health Workers
Program/Project/Activity • Coordination with the Local Chief Executive and Local
City Council
• Coordination with the LIGA ng BRGY. and DILG
• Request for provision of honorarium for BHWs
• Conduct Primary Health Care seminar/training for BHW
• Regular monthly meeting of BHWs to address various
issues and concerns
Agency
Proposed Health Operations Services

Program/Project/Activity Maternal Health Program
• Provision of
o mother-baby book
o Target Client List (TCL) maternal/postnatal
o Ferrous Salt + Folic Acid Prenatal
o Calcium Carbonate
o Vitamin A Postpartum dose
o HIV Rapid Diagnostic Test Kits
o Syphilis Rapid Diagnostic Test Kits
o Hepa B antigen
o Blood Typing Kit Antigen A
o Blood Typing Kit Antigen B
o Blood Typing Kit Antigen D
o Ferrous Sulfate + Folic Acid Postnatal
• Conduct of Annual Buntis Congress
• Follow-up meeting for Traditional Birth Attendants (TBAs)
• Conduct of Bi-annual Maternal and Neonatal death
Review
Agency
Proposed Family Planning Program (FP)

Program/Project/Activity • Provision of FP commodities
o Family Planning Form
o Family Planning TCL
• Provision of Progestin Subdermal Implant ancillaries to
all Health Centers
93
• Conduct of Pre-Marriage Counseling

• Conduct Data Quality Check up on FP
• Conduct of Usapan Series
• Conduct of FP-EPI Integration
• Conduct of FP Caravan
• Sixtyzens (RPRH for Senior Citizens)
• Training on Progestin Subdermal Implant (PSI) insertion
• Training on Interval and PPIUD for LGU owned Lying-in
Agency
Proposed Immunization /Other Child Care Program

Program/Project/Activity • Conduct routine immunization activities to infants
• Conduct Tetanus-diphtheria immunization to pregnant
women
• Provision of Flu Vaccine Immunization for Senior
Citizens
• Provision of Pneumo Vaccine Immunization for Senior
Citizens
• Provision of NBS kits in all 4 government LICs of
Caloocan City
• Provision of IMCI commodities to children under five
years old
Agency
Proposed Nutrition Program

Program/Project/Activity • Conduct of OPT+
• Conduct follow-up weighing of:
o 0-23 months old children
o 24-59 months old children
o Wasted, stunted and underweight children
• F1KD Law/Ordinance dissemination activity
• Simultaneous Breastmilk Letting Activity and Breastmilk
Donation
• Provision of Complementary Foods
• Provision of Ready to Use Therapeutic Food (RUTF)
/Ready to Use Supplementary Food (RUSF) to identified
(Severe Acute Malnutrition (SAM)/Moderate Acute
Malnutrition (MAM)
• Micronutrient Supplementation
• Conduct of Pabasa sa Nutrisyon
• Nutrition Month Celebration Activities
• Nutrition Month Forum for 4Ps
• Breastfeeding Month Celebration Activities
• Procurement of standby goods/equipment in case of
emergencies (Nutrition in Emergencies)
• Food Fortification (Salt Testing)
94
Agency
Proposed Non-Communicable Diseases (NCD) PROGRAM

Program/Project/Activity • Conduct risk assessment among 25 years old and above
• Conduct monitoring of client with metabolic disorder
• Conduct screening of person with disability using WHO-
DAS tool
• Conduct VIA among women 21 years old and above
• Provision of supplies and materials to other essential
NCD
• Provision of molecule drugs
• Provision of insulin
• Create awareness between tobacco use and lifestyle
related diseases thru motorcade
• Network of service providers to expand and strengthen
the delivery of NCD core package of services on a
continuum basis
• Propose ordinance/executive order mandating that
speed limit within school zones shall be not more than 20
kph
• Draft Policy/agreements regarding network of specialty
clinics (diabetes, smoking cessation, cardio-vascular,
cancer or a one – stop shop NCD facility)
• Device SOP /guidelines across all programs
implemented in all health centers
• Secure copy of agreements from other LGUs
Agency
Proposed National Tuberculosis Program

Program/Project/Activity • Information, Education & Communication Campaign
• World TB Day (Tarpaulin)
• Lung Month Celebration (Tarpaulin)
• TB Caravan/ Mass Screening for the following:
• Persons deprived of liberty
• Urban Poor
• DM patient registered in NCD registry in respective
health centers
• Senior citizens
• Drug dependents
• TB caravan during People's Day activity quarterly
(districts 1 and 2)
• Mass TB screening of day care children
• Quarterly meeting of CBO's and TB task forces
• Intensify contact case investigation thru masterlisting and
referral for chest x-ray
95
• Strengthen partnership of public and private clinics,

hospitals and workplaces (SDN)
• General assembly of TB Task Force (re-orientations on
the updates of TB program)
• Capacity building of newly hired staff:
o iTRAIN seminar
o PICT
o Xpert training
o Smearing and staining training
o Infection control training
o HIV proficiency training
• Provision of computer sets per health center and internet
connection for information system
• Provision of TB drugs and supplies:
o DSTB drugs
o MDRTB drugs
o DRTB other commodities
Agency
Proposed Oral Health Program

Program/Project/Activity • Provision of basic oral health care to infants below 12
months old
• Provision of basic oral health care to children 12 - 59
months old
• Provision of BOHC to
o young adults aged 10-24 years old
o pregnant
o 60 years old and above
o other ages
• Provision of
o sterilization and disinfection supplies
o supplies and materials
o new desktop computer set and other materials for
recording & reporting of 44 health centers
• Upgrading of dental facilities & equipment of 15 health
facilities
Agency
Proposed Special Services

Program/Project/Activity Pharmacy/Employees Clinic
• Procurement of drugs and medicines for treatment of
various illness for the following:
o all health center & lying-in clinic patients
o city employees
o for various medical and dental missions of the city
96
o for dispensing during the weekly people’s day in

districts 1 and 2
Agency
Proposed Central Laboratory

Program/Project/Activity • Requisition and procurement of laboratory supplies and
equipment as required by the DOH for secondary level
qualification
• Endorse pathologist and medical technologist applicants
to HRMO for possible hiring
• Attendance of central laboratory personnel to
trainings/updates on DSSM, Gene Xpert and HIV
proficiency conducted by DOH
Implementing/Coordinating • CHD • HRMDO

Agency • DOH • GSD
Proposed Social Hygiene Clinic

Program/Project/Activity • Submit proposals for the establishment of the primary
HIV healthcare facility and coordinate with various
department and agencies for its construction
Implementing/Coordinating • CHD • City Budget

Agency • CED Department (CBD)
• GSD • Office of the City
Administrator (OCA)
Proposed Sanitation Services

Program/Project/Activity • Endorse sanitation inspector applicants to HRMDO for
possible hiring
• Attendance of sanitation inspectors to trainings on water
sampling protocols
• Conduct of monthly water sample collection from all
water supply sources
• Conduct of Quarterly API survey/space spraying in
barangays with confirmed cases
• Conduct of larviciding in barangays with API > 5%
Implementing/Coordinating • CHD • HRMDO

Agency • DOH
Proposed Administrative Services

Program/Project/Activity Human Resource
• Endorsement of qualified and eligible personnel for
possible appointment to
97
o regular positions
o contractual personnel
o job order personnel
• Conduct of series of meetings among city government
officials and health department officers/supervisors to
discuss the implementation of the Magna Carta
• Conduct of 1 team building and stress management
activity per year
• Upgrading and improvement of Sangandaan Cemetery
office and facilities
• Upgrading and improvement of Tala – Bagong Silang
Cemetery office and facilities
• Upgrading and improvement of Bagbaguin Cemetery
office and facilities
• Construction/rehabilitation of health centers
Implementing/Coordinating • CHD • OCA

Agency • DOH • Councilor for Health
• Office of the Mayor • GSD
(OM) • CED
• HRMDO
Proposed Caloocan City North Medical Center

Program/Project/Activity • Purchase of needed hospital equipment and supplies as
required for the application of accreditation to level 1
(primary)
• Construction of several rooms needed for the different
offices
• Renovation/expansion of existing rooms
• Purchase of additional medical equipment
• Coordinate with the DOH and PhilHealth for trainings and
seminars in relation to breastfeeding and other mother-
baby friendly activities
• Establishment of Speech Therapy Center
• Hiring of qualified medical specialists
• Hire additional permanent positions needed for level 1
application
• Create an electronic database for all employees,
patients’ information, and other hospital transactions that
could be easily and readily accessed by offices and
departments through the use of advance technology
Implementing/Coordinating • CCNMC • Office of the City

Agency • DOH Mayor
• PhilHealth • City Accounting
• GSD Department (CAD)
• CBD • CED
• HRMDO
98
• Information Technology • PDAO

Development Office
(ITDO)
• Sangguniang
Panlungsod
Proposed Caloocan City Medical Center

Program/Project/Activity • Rehabilitation, maintenance and improvement of hospital
facilities and building
• Procurement of medical and diagnostic equipment
• Procurement of equipment and various supplies needed
for the Eye Care Center
• Hiring experts/doctors in conducting free cataract
operation
• Establishment of Geriatric Service Wards
• Establishment of Speech Therapy Center
• Hiring of qualified medical specialists
Implementing/Coordinating • CCMC • OSCA

Agency • OM • HRMDO
• CED • PDAO
• CBD
Proposed Caloocan Anti-Drug Abuse Office

Program/Project/Activity • Conduct orientation on drug clearing of barangays
• Conduct orientation on strengthening of Barangay Anti-
Drug Abuse Council (BADAC)
• Documentation of projects and activities of BADAC
• Conduct validation of accomplishment reports of BADAC
• Conduct monitoring of BADAC accomplishment report
• Include incentives for drug cleared barangays (from AIP)
• Printing of IEC/reading materials
• Conduct of Drug Abuse Prevention Seminars/Workshops
thru school, barangay and other related agencies
• Procurement/purchase of various psychiatric medicines
in coordination with the CHD
• Construction of rehabilitation centers and drop-in centers
for persons who use drugs as annexes to health centers
• Conduct of quarterly program assessment
Implementing/Coordinating • CADAO • Public Information

Agency • PNP Office (PIO)
• DepEd • Community Relations
• Department of the Office (CRO)
Interior and Local • Liga ng mga Barangay
Government (DILG) (LB)
• Philippine Drug • CHD
Enforcement Agency • CED
(PDEA) • CPDD
99
Proposed City Veterinary Office

Program/Project/Activity • Construction of veterinary clinic
• Acquisition of medical and surgical instruments and
materials/supplies for proposed veterinary clinic at the
animal pound
• Rehabilitation and repair of rusty, corroded and faded
paints of cages at the animal pound
• Acquisition of two (2) motorcycles for North and South
Caloocan
• Acquisition of two (2) mini customized multicab-type
pound vehicle for animal pound
• Participation in the conduct of updated training courses
in wildlife knowhow and animal welfare
• Hiring of six (6) additional personnel
• Hiring of ten (10) job order workers
• Participation in training courses in meat inspection and
other veterinary services
Implementing/Coordinating • City Veterinary Office • Department of

Agency (CVO) Environment and
• HRMDO Natural Resources
• CED (DENR)
• GSD • Bureau of Animal
Industry
Social Welfare and Community Development
Goal
Uplift the socio-economic and emotional/psychological aspects of the disadvantaged individuals

and groups in the city by providing social welfare interventions on partnership with government
and non-government agencies.
Early Child Care Development (ECCD)/Day Care Services

• 74 barangays with no day care center
• Lack of new and innovative activities on ECCD
• Need to update capability of Child Development Workers
• Large number of children in a Child Development Center due to insufficient facility
Street Children Program

• Absence of a drop-in center for children at risk (CAR) or street children
• Lack of data base on street children, adults and homeless families
• Insufficient knowledge and skills of some barangays in handling street children, adults
and homeless families
Institutions and Centers
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• Lack of regular programs and activities in the three residential facilities

• Need for accreditation of 2 centers (Tahanang Mapagpala and Bahay Pag-asa) as child
caring institutions
• Families of in-housed children have difficulty in providing school supplies and other
needs in school
Gender and Development Program

• Violence Against Women (VAW) victims not able to file their case due to financial
difficulty
• No facility for Children in conflict with the Law (CICL) in North Caloocan
• Absence of child-minding center for children of government employees (North and
South)
People’s Day/Assistance for Individuals and Families in Crisis Situation (AICS)

• Number of individuals in crisis situation have financial difficulties to sustain their medical
needs
• Need to intensify income generating activities
Livelihood Program
• Lack of regular income of families of returned CICLs
• Insufficient income of families of street children and CICLs
Local Council for the Protection of Children (LCPC) Program

• Increasing number of already worn-out Child Development Center facilities
• Lack of child friendly spaces during calamity/disaster
Gender and Development (GAD)

• Need to further strengthen GAD Focal Point System (GFPS) in municipal and barangay
level
• Limited participation of accredited women organizations in committees and councils
• Limited livelihood programs for victim survivors of gender-based violence
• Lack of access and referrals to mental health and psychosocial services for Gender-
Based Violence and VAW victim survivors
• Insufficient number of barangay officials capacitated to handle VAW cases, gender-
based violence and child protection
• Women workers low-level of awareness to social protection and welfare programs
• Absence of consolidated sex disaggregated data
• Absence of representatives from the LGBTQI sector
Persons with Disabilities

• Lack of assistive devices for persons with disabilities
• Lack of livelihood programs for persons with disabilities
• Lack of funds to actively participate in local and national persons with disabilities
celebrations
• Absence of educational programs for persons with disabilities
• Absence of free speech therapy for children with disabilities
• Lack of Office space and suitable office environment
• Need for three (3) additional personnel to be assigned in North City Hall
• Lack of training/seminar/workshop for PDAO personnel
101
Senior Citizens
• Lack of information dissemination and implementation of the programs and services for
senior citizens offered by the national and local government
• Need to intensify Social Safety Assistance intended to cushion the effects of economics
shocks, disasters and calamities for senior citizens
• Lack of budget allocation for the provision of free wheelchair, cane and crutches to
differently abled senior citizens
• Insufficient budget allocation of birthday package for senior citizen celebrants
• Need to intensify the support to Social Pension Program
• Need to intensify the support to Unconditional Cash Transfer (UCT) Program
• Need of additional budget allocation in purchasing motor vehicle
• Absence of social activity center for senior citizens
• Lack of manpower/validators on the conduct of home visitation, monitoring and
identification of indigent senior citizens for Social Pension and Unconditional Cash
Transfer Program of Department of Social Welfare and Development
• Insufficient number of regular staff knowledgeable in computer related functions (data
banking, encoding, profiling and other related task)
• Insufficient number of plantilla positions
• Lack of Capacity Development and Team Building of OSCA staff and Senior Citizen
Leaders
• Lack of trainings, seminars, conferences or conventions for social workers staff for
Continuing Professional Development in response to the invitation of Philippine
Association of Social Workers Incorporated
Other Social Welfare Development Concerns

• Need to update capability of Child Development Workers
• Need to update capability of staff
• Lack of key personnel/staff, Social Welfare Specialist who will handle specific programs
ECCD/Day Care Services

• To promote ECCD program to the barangays with no day care centers
• To encourage the target barangays to put up their own day care center
• To establish Supervised Neighbourhood Play in the target barangay
• To discover and develop talents and skills of enrollees while at the center
• To develop knowledge, attitude and skills of child development workers in performing
their tasks
• To establish additional day care centers to meet the standard ratio of one day care
center depending on the number of population of 3 to 4.7 years old children for every
barangay
• To provide day care service to children 3 to 4.7 years old

• To provide children the basic needs of protection, guidance and supervision
• To conduct profiling of street children, adults and homeless families
102
• To encourage barangays under the critical areas (where a large number of street
children, adults and homeless families) to create groups that will monitor and facilitate
their needs and concerns.

• To create new regular programs and activities
• To facilitate the immediate processing of accreditation of 2 centers
• Children residence of TMC/SDC/YBHC will be given educational assistance

• To provide financial assistance to VAW victims
• To establish a residential facility for children who are in conflict with the law in North
Caloocan (with wards/cottage intended for female CICL)
• To establish a child-minding center for the children of Caloocan City employees who are
six years old and below

• To provide financial assistance to qualified clients for medical needs
• To strengthen income opportunities and livelihood program
Livelihood Program
• To provide capital assistance to qualified families of returned CICLs
• To provide temporary employment to selected CICL and street children
Local Council for the Protection of Children Program

• To improve at least 50% of the facilities of the existing child development centers
• To establish child friendly/safe spaces during calamity/disaster for care and protection of
young children
Gender and Development

• To deepen the understanding of men and women officials in the barangay and municipal
level regarding gender concepts and the importance of gender equality at work
• To acquire sufficient knowledge and skills in advancing gender equality in their daily
lives and work
• To provide mechanisms on gender mainstreaming in the barangay and municipal level
and create gender responsive programs
• To ensure active participation of women in planning, decision making and policy making
in local governance
• To encourage non accredited women organizations in Caloocan City to register for
accreditation
• To involve gender-based violence victim survivors in developing non-gender-stereotyped
livelihood programs and activities to ensure equal economic opportunities
• To reduce barriers such as lack of mental health information and services, stigma
associated with mental disorders, violation of client’s rights, among women victim
survivors and others
• To establish and facilitate a referral system for mental health services
• To reinforce the BCPC members, VAW desk officer and BGFPS in the Barangay Level
• To raise the level of awareness of the 188 barangays of the importance of BGFPS,
BCPC, and VAWC Desk and its functions
103
• To increase awareness and provide access to women workers on government services

on social protection services and welfare programs
• To provide secondary data that will support and justify programs included in Gender and
Development Plan and Budget
• To empower the members of the LGBTQ community by educating them in their rights as
members of society, concomitantly teaching them how to effectively assert the exercise
of these rights

• To ensure that assistive devices/technologies are properly divided for disabled persons
• To give opportunity to persons with disabilities to upgrade their skills and employability
• To develop interest and encourage the participation in social activities
• To provide educational assistance to children with disabilities (CWD)
• To transfer/move to a bigger office space for employee / client comfort and to secure
storage of office equipment and supplies
• To provide and appropriate number of personnel for enhanced delivery of services
• To develop more competent personnel that will ensure utilization of the City’s resources
consistent with laws, regulations and policies
Senior Citizens
• To develop awareness on the existing programs and services for the welfare of senior
citizens
• To strengthen the implementation of programs
• To assess and further enhance the programs and services for the welfare of senior
citizens
• To protect and provide support to the senior citizen casualties from the impact of any
calamity/disaster that may hit them
• To meet the 100% request for free wheelchair, cane or crutches to differently abled
senior citizens
• To express the Local Chief Executive appreciation to senior citizens sending birthday
package on their special day
• To support the implementation of Department of Social Welfare and Development
(DSWD) in compliance with Republic Act 9994, or the Expanded Senior Citizens Act of
2010, which mandates that indigent senior citizens should be issued a monthly stipend
of P500 to augment their daily subsistence and medical needs
• To support the implementation of Landbank and DSWD to Unconditional Cash Transfer
(UCT) Program as the tax subsidy provided under the Tax Reform for Acceleration and
Inclusion (TRAIN) law to cushion the adverse economic impact on the poor indigent
senior citizens.
• To efficiently deliver the services done by city
• To provide a conducive/convenient place for senior citizens activities
• To assess senior citizen applicant to the program in most efficient and timely responsive
• To filled up vacant positions to manage the profiling and registration of Senior Citizens
data banking and other related task.
• To ensure adequate staff/workforce for effective and efficient operations of OSCA office
• To acquire new approaches, methods and techniques in the implementation of programs
and projects of National and Local government for senior citizens
• To inculcate knowledge on how to handle occurrence of stress and enhance positive
relationship among employees
104
• To review/re-visit programs and services done by the city

• To enhance knowledge, education on new social workers approaches and implementing
guidelines in line with the Magna Carta for social workers

• To develop knowledge, attitude and skills of Child Development Workers in performing
their tasks
• To make necessary adjustments on the3 year plan
• To acquire KAS on case management update
• To increase manpower to handle different programs and activities
Early Child Care Development/Day Care Services

• RA 6972 of 1990 An act establishing a Day Care Center in every barangay
• Development of strong working relationship and close coordination with the barangays
that expressed interest towards establishing day care centers
• Advocate target barangays with no day care service/alternative pathways
• Supervised Neighbourhood Play
• Showcase of talents and skills
• Conduct of trainings and seminars
• RA 6972 of 1990 An act establishing a Day Care Center in every barangay
• RA 10410 Early Years Act of 2012
• PD 1567 of 1978 establishing a CDC in every 50 household

• Ordinance for the Construction of a Drop-In Center for street children (North and South)
• Comprehensive Street Children Intervention Program
• Identifying of critical areas and profiling of individuals on the streets
• Advocacy Campaign
• Creation of Task Force

• Visitation to other child caring facilities (Lakbay Aral)
• Compliance to prescribe DSWD requirements for the accreditation of child caring
institution

• Implementation of RA 9344 (Juvenile Justice and Welfare Act of 2006)
• Title VI Section 47
• Conduct survey on the following:
o Employees needing day care services for their children
o Employees with 6 years old below enjoying day care services
o Policies and guidelines with regards to management
o Baseline data as to the work performance of employees with children 6 years old
and below
• A.O. No. 241 (Guidelines in the Establishment of Day Care Centers in Government and
Private/Industrial Offices)
105

• Conduct of Peoples Day and Assistance for Individuals and Families in Crisis Situation
(AICS)
• Training and Seminar
• Program Evaluation
• Increase number of beneficiaries and livelihood programs/ projects
Livelihood Program
• Training and Seminar
• Monitoring of developments
Local Council for the Protection of Children Program

• Make a comprehensive report of the condition of child development facilities
• Special Protection Measures
Gender and Development

• Preparation of module for Gender Education Training
• Men and women officials from barangay and municipal level shall undergo the following
modules on Gender Training:
o Module I: Gender Sensitivity Training and Gender Fair Language
o Module II: Gender Analysis Tools and Framework
o Module III: Gender Mainstreaming and Gender Equality
• The city government shall use the integration of core GAD messages in IEC campaign
for both municipal and barangay level and organize various events and activities to
educate the constituency about violence against women and children every November
25-December 12 as the period marked as the International Week of Action Against
Gender-based Violence of the 18-day Campaign to Eliminate Violence against Women
and Children
• The city of Caloocan shall ensure the participation of women in all mandatory and
special bodies, committees and councils
• The city of Caloocan shall conduct the following:
o Data gathering on gender –based violence victims
o Facilitate series of orientation workshops for the beneficiaries on its benefits,
opportunities, and outcomes as part of social preparations and project
appreciation
o Series of workshop activities for the identification of priority project proposal
tailored-fit to their needs
• The city of Caloocan shall
o promote metal health by raising awareness, information dissemination,
formulating methods to combat stigma, and trainings
o create a council with the collaborative goal of promoting welfare for LGBTQ
individuals
o monitor and enhance the functionality, duties and obligations of the BCPC
members, VAW desk officer and BGFPS in the barangay level
• Data gathering on
o sex disaggregated data for 188 barangays and implementing offices included in
GAD Plan and Budget
o reported cases of gender-based violence
• Strengthening local coordination structures and expanded partnerships pursuant to the
Republic Act 11036 otherwise known as the Mental Health Act
106
• Advocacy for the institutionalization of BGFPS, BCPC, and VAWC Desk

• Capacity building trainings with the help of training modules and handbooks
• Purposive information dissemination of government services on social protection
services and welfare programs in support of GAD Code Section 46
• Promotion of Legal Rights Literacy

• Develop and strengthen the data profiling of persons with disabilities
• Implementation of RA 7277
• Implementation of EO 417
• Conduct through evaluation of recruitment procedures and performance appraisals
personnel
• Proposition of additional budget for the purchase of assistive devices
o formulate and promote livelihood programs responsive to the need of persons
with disabilities
o propose additional budget allocate funds thereof
o provide scholarship to CWD upon satisfying certain requirements
o plan an evaluate existing physical space; the way it is structured for operation
o improve competency of all personnel in ensuring that all programs and
operations of the city are being carried out as planned and in accordance with
the prescribed rules and policies
Senior Citizens
• Promotion of existing programs and services from the National and Local Government
for the welfare of Senior Citizens
• Implementation of the Presidential Proclamation No. 470 dated September 24, 1996;
mandates the 1st week of October of the year as the Linggo ng Katandaang Filipino
• Implementation of City Ordinance No. 0402-2006
• Implementation of R.A. 10868
• Strengthen awareness of Senior Citizens on R.A 10121
• Compliance to R.A. 9994
• Implementation of City Development Council No. CM-OGM 14-003
• Compliance to Tax Reform for Acceleration and Inclusion (TRAIN) law
• Coordination with the General Services Department for the procurement of motor vehicle
• Coordination with the City Engineering Department for the establishment of Social
Hall/Activity Center for Senior Citizens
• Coordination with HRMO for the hiring process of additional staff
• Recommendation to HRMO for filling up vacant plantilla positions and hiring of additional
Job Order workers to augment the workforce of North and South area
• Recommendation/proposal to HRMO for the creation of additional plantilla positions
namely: Two (2) Social Welfare Officer III, One (1) Administrative Officer I, Two (2)
Administrative Aide III (Clerk I), Two (2) Administrative Aide II, and Four (4)
Administrative Aide 1
• Attendance to Capacity Development cum Team Building of OSCA staff and Senior
Citizens Leaders
• Attendance to conventions, seminars, trainings or conferences
107

• Conduct of trainings and seminars
• Creation of new plantilla positions (Social Welfare Officers)
Proposed Early Child Care Development/Day Care Services

Program/Project/Activity • Conduct of advocacy sessions/orientation on ECCD to
prospective barangays
• Prepare proposals for fund augmentation/ allocation
• KBA Training for barangays with provision of start-up kit
• Orientation Meeting with the target barangay
• Meeting with Day Care Worker concerned
• Establishment of SNP
• Targeting of children
• ECCD Activities:
o Paligsining
o Nutrition Month
o Moving-up Ceremony
o Family Day Celebration
• Child Development Workers Activities:
o Training of Trainers for CDWs
o Day Care Parent Officers Assembly and
orientation
o CDWs Week
• Construction of additional day care centers
Implementing/Coordinating • City Social Welfare • CED

Agency Development • DSWD-NCR
Department (CSWDD)
Proposed Street Children Program

Program/Project/Activity • Construction of a Drop-In Center for street children
(North and South)
• Provision of hot meal
• Coordination with concerned barangays
• Conduct of rescue operation
• Conduct of interview/ profiling
• Conduct of trainings on Proper Handling of Street
Children; Referral and Reporting System
• Organize and Monitor task force groups (meetings)
• Advocate establishment of drop in/activity centers to the
concerned barangays
Implementing/Coordinating • CSWDD • Barangays

Agency • PNP
Proposed Institutions and Centers

Program/Project/Activity • Program Implementation Review
108
• Create/formulate new programs and activities (skills

training, group sessions, etc.)
• Rehabilitation/ upgrading of the following centers to
comply with DSWD standards on accreditation:
o Tahanang Mapagpala
o Bahay Pag-asa
• Conduct regular check-up/ monitoring of all equipment
and supplies of the two centers
• Facilitate all documents and other necessary
requirements as shown in the guidelines for accreditation
• Educational Assistance for in-house school residence of
TMC/SDC/YBHC
Implementing/Coordinating • CSWDD • DSWD-NCR

Agency
Proposed Gender and Development Program

Program/Project/Activity • Assess client for the assistance
• Provision of financial assistance to VAW victims
• Construction of Bahay Pag-asa
• Establishment of child-minding centers (North and South
Caloocan)
Implementing/Coordinating • CSWDD • HRMDO

Agency • CED • CCGFPS
Proposed People’s Day/Assistance for Individuals and Families in

Program/Project/Activity Crisis Situation (AICS)
• Provision of financial assistance thru:
o People’s Day
o AICS
• Create new income generating projects
• Conduct of BBMST
• Capital Assistance
• Cash for Work
Implementing/Coordinating • CSWDD • Public Employment

Agency • DSWD-NCR Services Office
(PESO)
Proposed Livelihood Program
Program/Project/Activity • Capital assistance for families of returned CICLs
• Cash for work for CICLs and street children
Implementing/Coordinating • CSWDD
Agency
Proposed Local Council for the Protection of Children Program

Program/Project/Activity • Upgrading of day care center facilities and wash
facilities/ retrofitting for climate change adaptation
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• Establishment of child friendly spaces

• Identify spaces dedicated for the evacuation centers
Implementing/Coordinating • CSWDD • DSWD

Agency • Barangays • National Government
• CDRRMO Organizations (NGOs)
Proposed Gender and Development

Program/Project/Activity • Gender Education Training for Caloocan City Gender
and Development Focal Point System Municipal Level
and Barangay Gender and Development Focal Point
System
• Program Review and Evaluation Workshop for GFPS
• Barangay Program Review and Evaluation Workshop
and Orientation on RA 9710
• Formulation of Gender and Development Plan Workshop
• Conduct Regular Meeting with Gender and Development
Focal Point System
• Advocacy Campaign on Gender and Development
• Women’s Month Celebration
• Caloocan City Women’s Assembly
• Microbusinesses and Livelihood Programs for Gender-
based Violence (GBV) Victim Survivors
• Creation of Gender and Development Help Desk on
Access and Referrals to Mental Health and Psychosocial
Services for Gender-Based Violence and Violence
Against Women Victim Survivors
• Monitoring and Evaluation of BCPC and VAWC
programs
• Capacity Building Training in 188 barangays
• Advocacy campaign on Social Protection Services and
Welfare Programs for Women Workers
• Maintenance and updating of Gender and Development
Database
• LGBTQ-Inclusive Activities and Programs
o Conferences and/or symposia on issues identified
with LGBTQ
o Celebration of Pride Month
Implementing/Coordinating • Caloocan City Gender • CSWDD

Agency and Development
Resource and
Coordinating Office
(CCGDRCO)
Proposed PERSONS WITH DISABILITIES WELFARE PROGRAM

Program/Project/Activity Information Education Campaign
• Participate in the following monthly activities:
o Autism Month
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o Down Syndrome
o Women with Disability
o World Autism
o NDPR
o Cerebral Palsy
o Mental Health
o ADHD
o Deaf Awareness
Supplies, Materials and Equipment Acquisition

• Purchase of assistive devices (I.e. Wheelchair, Cane,
Crutches, Walkers)
• Conduct of sustainable livelihood programs
• List all CWD and meet their parents

• Meet with SPED School
• Creation/establishment of speech therapy center
• Re-invention of Office Space
• Hiring of additional personnel
• Attend training/seminars/workshops
Implementing/Coordinating • Persons with Disabilities • Office of the City

Agency Office (PDAO) Mayor
• Local and National • City Administrator’s
Agencies Office
• CED • SPED schools
• HRMDO • GSD
Proposed SOCIO-CULTURAL PROGRAM

Program/Project/Activity Information Education Campaign
• Foundation Day/Centenarian Cash Gift Awards
• Elderly Filipino Week- National Event
• Senior Citizen Week- Local Event
• General Assembly for Senior Citizens (Social
Development Activity)
• Ballroom Dancing Activity for Senior Citizens
• Grand Parents Day Celebration

• Procurement of Wheelchairs, Canes, and Crutches for
differently abled Senior Citizens (Saklay at Tungkod Alay
kay Lolo at Lola)
• Procurement of Birthday Gift Packages for Senior
Citizens
SENIOR CITIZENS WELFARE AND RELIEF PROGRAM

Support/Assistance to Senior Citizens Welfare
• Support to Social Pension payout for indigent Senior
Citizens (Provision of food, Rental for tables and chairs)
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• Support to Unconditional Cash Transfer Payout for

indigent Senior Citizens (Provision of food, Rental for
tables and chairs)
• Establishment Social Hall/Activity Center for Senior
Citizens
PERSONNEL MANAGEMENT PROGRAM

Human Resource Administration/ Job Order Worker Hiring
• Hiring of computer literate staff suited to the vacant
positions
• Hiring of additional Job Order workers
Management of Centralized Senior Citizens Data Base System
cum Profiling/registration of Senior Citizens data from North and
South area
Job Order Worker Hiring

• Hiring of additional staff to act as validator/enumerator of
Social Pension and Unconditional Cash Transfer
Program
PERSONNEL AUGMENTATION PROGRAM

Manpower Support Project
• Creation of new plantilla positions to augment existing
organizational structure
EMPLOYEE LEARNING AND DEVELOPMENT PROGRAM

Human Resource Development and Training Services (in-
house)/ Competency Building (external service providers)
• OSCA staff Capacity Development cum Team Building
• Attendance of Social Worker personnel for Continuing
Professional Development on conventions, seminars or
trainings related to elderly programs
OFFICE ENHANCEMENT PROGRAM
Transportation Equipment Acquisition
• Acquisition of service vehicle and other transport
equipment
DISASTER RISK REDUCTION AND MANAGEMNET

PROGRAM
Trainings, Seminars and Capability Building
• Disaster Preparedness, Mitigation and Climate Change
Adaptation Training/Seminar for Senior Citizen Leaders

• Acquisition of Senior Citizens Kit per Social Safety Nets
for senior citizens as mandated by RA: 9994
Implementing/Coordinating • Office of the Senior • CCSWD

Agency Citizens Affairs (OSCA) • CRO
• DSWD-NCR
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• Philippine Association • CED

for Social Workers • ITO
Incorporated - • CSWDD
National/Regional • CCMC
• CCDRRMO • CGADRCO
• GSD
• HRMDO
Proposed Other Social Welfare Development Concerns

Program/Project/Activity • Child Development Workers (CDW) Activities:
o Training of Trainers for CDWs
o Day Care Parent Officers Assembly and
orientation
o CDWs Week
• Conduct of Program Implementation Review (PIR) cum
Strategic Planning
• Training on Case Management
• Attend to PASWI updating trainings/ seminars
• Multi-disciplinary Forum on child protection reporting/
referral and response
• Completion of manpower requirements
Implementing/Coordinating • CSWDD • HRMDO

Agency • DSWD-NCR
Protective Services
POLICE AND JAIL MANAGEMENT
Goal
To provide genuine public service through quality, effective, fair, impartial and speedy
adjudication of justice, hear and decide citizens’ complaints or cases filed against erring officers
and members of the Philippine National Police.
• Absence of transportation for services
• Rules and regulations knowledge and skills development
• Procedures and decisionmaking development
• Compliance to People’s Law Enforcement Board (PLEB)- NCR monthly meetings
• Create awareness on the procedures and operations of PLEB
• Lack of incentives for good cops
• Dilapidated and congested facility
• Poor sanitation of facility caused by over population
• Insufficient number of Police Station, Outposts and its related resources
• Number of Index Crimes from 2017 to date
• Insufficient trainings and seminars related to administration and paralegal services
• Insufficient logistical capacity for security
• Insufficient supplies and equipment needed to provide administrative services
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• Limited number of personnel as against work load to maintain efficiency of services

• Lack of I.T. equipment
• Absence of transportation vehicle for services offered
• Lack of PNP Capacity development
• Insufficient trainings and seminars related to administration and paralegal services
OBJECTIVES/TARGET SETTING
• To be more efficient in the delivery time of services offered
• To further enhance the knowledge in the PLEB rules and regulations
• To enhance procedures and decision making
• To strengthen monitoring system of PLEB
• To increase awareness of PLEB operations
• To boost the morale booster of PNP personnel
• To build a new Caloocan City Jail
• To improve quality of sanitation within the facility
• To strengthen the capability of Caloocan City Police Station
• To sustain the decreasing number of Index Crimes
• To institutionalize the Enhanced Managing Patrol Operations (EMPO)
• To enhance the capability of personnel towards improving the quality of service being
offered to our clients
• To enhance logistical capacity for security purposes and avoid any untoward incident
• To improve the quality of administrative service being offered by BJMP Caloocan City
• To have appropriate number of plantilla personnel to fill up existing position to ensure
quality of service
• To achieve highest level of efficient and effective delivery of services
• To enhance the capability of personnel towards improving the quality of service being
offered to our clients
POLICIES/STRATEGIES
• It shall provide faster delivery of services
• Evaluate effectiveness and functionality
• Monitor the efficiency of mandated duties
• Reach the appropriate citizenry
• Upgrade PNP performance and good cops to stay good
• The National Government thru the DILG-BJMP shall provide the funding for the new
facility and the City Government to provide for the lot
• The City Government shall
o ensure to provide services for the cleanliness of the facility to prevent any
incident
o identify possible sites to be acquired for the construction of Police
Station/Headquarters and Outposts
o extend necessary assistance to provide seminars/training for personnel of BJMP
Caloocan City
o extend necessary assistance to provide a logistical support to BJMP Caloocan
City
o extend necessary assistance to provide an office supplies and equipment
support to BJMP Caloocan City
o extend necessary assistance to provide seminars/training for personnel of BJMP
Caloocan City
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• Provision of financial and administrative support from the City Government

• Crime Prevention Measures
• Review of current organizational structure to hire certified and qualified personnel
• Office capacity enhancement
• Upgrade the quality of character of PNP members
Proposed • Procurement of two (2) motorcycle vehicle

Program/Project/Activity • Conduct conferences and dialogues with other PLEBs
• Conduct seminars to Board Members and staff
• Attendance to PLEB seminars and conventions
• Hosting of PLEB- NCR consultative meeting
• Barangay SOBA as venue on the awareness of PLEB
operations, by means of a Proposed Ordinance
• Information dessimination drive (posters and tarpaulins)
• Provide citations/ Incentives/awards/commendations to
good PNP personnel
• Construction of Caloocan City Jail
• Quarterly desludging of septic tanks and timely collection
of garbage
• Conduct of visitation at banks, gasoline stations,
supermarkets, malls and other business-related
establishments to ascertain coordination and partnership
on crime prevention program
• Establishment of additional police precincts
• Conduct of daily random Checkpoint/Chokepoint
Operation targeting Motorcycle Riding Suspects, heavily
tinted vehicles and suspicious persons
• Conduct of Oplan Bulabog /Galugad at identified crime
prone areas
• Conduct of Oplan Bakal/Sita at hotspots (PUV Terminal.
Night Clubs)
• Conduct of Oplan Katok (House Visitation)
• Intensified Mobile/Foot/Detective Patrol at Crime Prone
Areas
• Intensify Serving of Warrant of Arrests
• Conduct of trainings/seminars on a quarterly basis to
enhance capability skills in performing its mandate
• Procurement of logistical support such as tear gas, fire
un extinguisher, ammunitions, vests, stun guns, rubber
bullets and firearms
• Procurement of logistical support such as office supplies,
computers and other office equipment
• Fill up current positions through promotion and hiring of
qualified personnel
• Procurement of I.T. equipment, two (2) sets of computer
package
• Procurement of two (2) motorcycle vehicles
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• Conduct course of study on values formation for PNP

personnel
• Conduct of trainings/seminars on a quarterly basis to
enhance capability skills in performing its mandate
Implementing/Coordinating • Office of the Mayor • NAPOLCOM
Agency • BJMP • DILG
• PLEB • PNP
• Liga ng mga Barangay • DPWH
• Sangguniang • DENR
Panlungsod • CPDD
• CEMD • GSD
• CBD • CED
• CDRRMO
Fire Prevention
Goal
To attain less or zero fire incident within the city of Caloocan and to enhance the level of
awareness and participation of the community with regards to fire safety.
• Need for government lot for the relocation of existing fire station and sub-station
• Need for additional communication devices (base radio & repeater)
• Need for EMS (Emergency Medical Services)
• Need for additional ambulance
• Absence of computer system program
• Lack of storage for profiling of documents of inspected business/establishments
• Need for additional fire trucks
• Lack of fire rescue devices
• No financial support for Oplan Ligtas na Pamayanan (OLP)
• Inconvenient place for BFP Assessor and collecting agent in the City Hall
• Lack of trainings for BFP Personnel such as ICS, Contingency Planning etc.
• To purchase lot for relocation of the Central Fire Station and 4 th Ave Fire Sub-Station
• To maximize the communication process especially during fire operation
• To maximize the mission of EMS which is to provide medical care of BFP personnel 24/7
• To extend the capacity in providing medical care to North Caloocan
• To centralize the data processing of inspected business/establishments within Caloocan
City
• To secure and preserve the records/documents of the all inspected business/
establishments
• To maximize the operating services of the BFP during fire incidents and other
emergencies
• To procure extrication devices and rescue equipment to be used during rescue
operations
• To maximize the fire safety awareness of the community
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• To secure the collected Fire Code Fees of the BFP and to have a quality services in
terms of payment processing
• To ensure continuous training to BFP Personnel that will promote learning and additional
knowledge
• The City government shall identify possible sites to be acquired for the construction of
fire stations
• Provide additional communication devices
• Identify possible site to be acquired for construction of EMS office in North Caloocan Fire
Station
• Provide additional personnel to North Caloocan
• Provide computer system program
• Provide storage materials and cabinets for profiling of documents
• Provide additional fire trucks to be utilize by the CIC Kaybiga F/S
• Provide extrication devices and rescue equipment to maximize the service of BFP in
terms of rescue operations
• Provide seminar/workshops for fire safety planning (CFPP) Community Fire Protection
Plan and establish Community Fire Auxiliary Group (CPAG) to all barangays
• Provide BFP Section/window in a more secure place
• Provide available of trainings
Proposed • Purchase lot for the relocation of fire stations

Program/Project/Activity • Purchase additional communication devices (base radio
& repeater)
• Purchase material for construction
• Purchase of additional ambulance for the EMS team at
North Caloocan Fire Station
• Create electronic database program
• Purchase of additional storage materials and cabinets
• Purchase of additional fire truck for the utilization of CIC
Kaybiga F/S
• Purchase for extrication devices and rescue equipment
• Purchase all materials needed for OLP and conduct
seminar/workshops
• Coordinate with LGU to provide BFP Section/window
• Coordinate with CDRRMO to provide trainings to BFP
Personnel
Implementing/Coordinating • CED • BFP
Agency • CPDD • CBD
• GSD • ITO
• CDRRMO
117
Sports Development Services
Goal
To promote and develop the physical and psychological well-being of the residents of Caloocan.
• Lack of open space and facilities for sports and recreation

• Limited number of personnel against the workload
• Lack of well-trained potential athletes
• To ensure the residents the opportunities for a wholesome leisure/recreational activity

for physical development
• To provide sports and recreational facilities in strategic places
• To fill up the existing vacant positions and employ additional manpower to augment said
deficiency
• To develop and train potential athletes
• Allocation of budget for the upgrading and construction covered courts, sports field,
facilities and other sites
• Coordination with the HRMO in the recruitment and hiring of city government personnel
• Coordination with different schools for potential athletes
• Encourage business sectors & non-government organizations to support funding for
athletes in the National and International Sports competition
• Allocation of budget for various sports equipment
Proposed SOCIAL INFRASTRUCTURE IMPROVEMENT PROGRAM

Program/Project/Activity Improvement and Construction of Buildings and Other
Structures
• Upgrading of existing condition of covered courts

• Provision of budget for sports and recreational facilities
• Acquisition of suitable sites to be developed as sports
area for the constituents
• Construction of convertible covered courts for other types
of sports in barangay
• Construction of an open field for softball, soccer and
baseball field
• Hiring of qualified personnel for the vacant positions
knowledgeable in office work and in the field of sports
• Conduct of trainings/seminars to continuously upgrade
the knowledge and skills of the staff
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• Hiring of licensed and certified coaches and trainees

Implementing/Coordinating • Sports Development • Office of the City
Agency and Recreation Office Mayor
• CPDD • CED
• Different schools • HRMDO
Disaster Risk Reduction and Management
• Inadequate Evacuation site and multi-purpose area

• Need for multi-purpose building
• Need to upgrade and add the Early Warning system of the city designed to a specific
disaster/emergency
• Need to Upgrade and Procure disaster-related equipment, machineries and vehicles for
disaster operation and response during Calamities /Emergency situations
• Lack of qualified technical and administrative personnel to fill up DRRMO vacant plantilla
positions
• Lack of training for the proper operation of procured equipment for disaster response
during Calamities/Emergency situations
• Need to upgrade the dispatch system of the city designed to a specific
disaster/emergency and conduct training to the staff about the proper dispatch algorithm
and system troubleshooting
• Limited knowledge and skills of CCDRRMO local responders on life saving techniques,
Incident Command System and emergency response
• Limited knowledge and skills of City Hall Office Marshals, Barangay DRRM Officer and
School DRRM Focal Person on Basic Emergency Response, Incident Command
System and Disaster Preparedness
• Limited number of barangays are organized, skilled and knowledgeable about
CBDRRM, CBDRRM Plan, emergency response, disaster preparedness and mitigation
Objective and Target Settings
• To organize and maximize the storage capacity of the DRRM logistics in a safe and
secure environment
• To enhance social intercourse among residents in order to improve the living condition of
the community.
• To serve as an evacuation center during calamity/emergency
• To properly address untoward events that might happen in the city
• To upgrade and add the early warning system to improve the emergency monitoring to
the constituents of Caloocan
• To Upgrade and Procure disaster-related equipment, Machineries and Vehicles for
disaster operation and response during Calamities /Emergency situations
• To enhance the rate and time of response during emergencies
• To enhance and strengthen the workforce for office and operational service provided by
the DRRMO
• To fill up vacant position for qualified personnel based on the CSC standard requirement
for plantilla positions
119
• To train the responder in operating the equipment procured by the DRRM for disaster
response
• To enhance the rate and time of response during emergencies
• To properly address untoward events that might happen in the city
• To enhance the dispatch system and train the staff about the latest system available to
improve the emergency assistance to the constituents of Caloocan
• To enhance the knowledge and skills of the responders in life saving techniques,
Incident Command System and emergency response strategy
• To capacitate and educate the local responders in the techniques and strategies in rapid
response during emergencies
• To enhance the knowledge and skills of the City Hall Office Marshals, Barangay DRRM
Officer and School DRRM Focal Person on Basic Emergency Response and Disaster
Preparedness
• To capacitate and educate the City Hall Office Marshals, Barangay DRRM Officer and
School DRRM Focal Person on Basic Emergency Response and Disaster Preparedness
• To enhance the knowledge and skills of the Barangay on CBDRRM, CBDRRM Plan,
emergency response, disaster preparedness and mitigation
• To capacitate and educate the Barangay on CBDRRM, CBDRRM Plan, emergency
response, disaster preparedness and mitigation
• Promotion, adoption and implementation of a coherent, comprehensive, integrated,

efficient and responsive DRR Program and DRRM Organization (R.A 10121)
• Procurement and customize storage area according to the equipment available
• Prepare a design and construct a multi-purpose building that will also serve as an
evacuation center during calamity/emergency
• Promote, Adopt and Implement a coherent, comprehensive, integrated, efficient and
responsive DRR Program and DRRM Organization (R.A 10121)
• Upgrade the system and train the staff on dispatch policies and procedures
• Conduct proper training on how to operate the equipment listed and procured by
DRRMO
• Hiring of qualified personnel for the vacant positions based on the requirements set by
the CSC
• Creation of Caloocan City Incident Command System as an on-scene Disaster
Response and Management Mechanism for Disasters and Emergencies (Executive
Order No. 032-16)
• Constant trainings and update for all the
o responders of the city
o City Hall Office Marshals, Barangay DRRM Officer and School DRRM Focal
Person
• Constant trainings and update for the barangays
Proposed • Acquire site and develop a temporary evacuation center

Program/Project/Activity and multi-purpose area
• Construction of multi-purpose building
120
• Upgrade and add the equipment that enhance the

monitoring system of the city
• Upgrade and Procure disaster-related equipment,
Machineries and Vehicles for disaster operation and
response
• Conduct hiring of qualified personnel in implementation
of City Ordinance No. 0504 s. 2013 and JMC 2014-01 of
NDRRMC, DILG, CSC and BDM for the following
positions:
o 3 for Administrative and Training Division
o 3 for Research and Planning Division
o 3 for Operations and Warning Division
o 3 for Incident Command Division (Command and
Control Center)
• Conduct training to all local responders in operating
disaster response equipment to enhance their individual
skills during certain calamities/emergencies
• Upgrade and add the equipment that enhance the
dispatch system of the city
• Train all the staff in the process of the dispatch system
and process
• Benchmarking on the DRRM best practice in dispatch
system within the country
• Creation of Caloocan City Incident Command System as
an on-scene Disaster Response and Management
Mechanism for Disasters and Emergencies (Executive
Order No. 032-16)
• Engage the
o DRRM Local Responders in the Trainings and
Updates on the life saving techniques, Incident
Command System and emergency response that
are inevitable to their functions, duties and
responsibilities
o City Hall Office Marshals, Barangay DRRM
Officer and School DRRM Focal Person on Basic
Emergency Response, Incident Command
System and Disaster Preparedness that is vital in
their service
o Barangay on CBDRRM, CBDRRM Plan,
emergency response, disaster preparedness and
mitigation to enhance their knowledge and skills
during untoward events that happened in their
community
Implementing/Coordinating • CDRRMO • Office of the City
Agency • Civil Service Mayor
Commission (CSC) • Office of the Civil
• GSD Defense (OCD)
• CBD • PNRC
• HRMDO • CED
• ITO
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Local Youth Development
• Lack of awareness by the Out of School Youths (OSYs) on the Alternative Learning
System (ALS) Program
• Alcohol and Substance Abuse rampant among the youth aged 14-29 years old
(Dangerous Drugs Board 2015 Nationwide Survey)
• Increase in teenage pregnancies and incidence of human immunodeficiency virus (HIV)
among the 15-24 and 25-34 age groups (Department of Health July – October 2016
records)
• Lack of excellent student debaters to represent the Caloocan City Youth
• Lack of public library and access of all youth in the city
• Illiteracy of youth in the city
• Few organizations who gave significant improvement in the community
• Lack of excellent athletes among the youth
• Lack of self-awareness of their well-being, especially Reproductive Health
• Lack of Medical and Dental attention to under privileged youth
• Increased number in accidents
• Lack of knowledge of first aid skills
• Flood Control issues and lack of clean air in the city
• To encourage all OSYs to apply in the ALS Program and/or an open school in
coordination with proper local government schools
• To decrease the number of drug dependent youth
• To increase participation of the youth in anti-drug campaigns
• To lower the incidence of teenage pregnancy
• To increase safe motherhood practices
• To sponsor Debate Tournaments among schools in the city
• To have Public E-Library in Every Area in the City with Free Access to all residents
• To encourage the youth to read and be literate in depressed areas
• To increase recognition of non-governmental organizations
• To provide the youth awareness of the well-being of their Reproductive Health
• To provide the youth free medical and dental care
• To educate the youth of the basic first aid training
• To help alleviate the environment issues
• To educate the youth on the significance of trees in the environment
• The City Government shall make a city-wide campaign to promote and encourage OSYs
to avail of the ALS Program
• The City Government is committed to make awareness campaign regarding
alcohol/substance abuse and corresponding drug prevention
• The City Government should improve the sexual reproductive health status of
adolescents and the youth so as to contribute towards the realization of their full
potential in national development
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• The City Government should discover and hone talented student debaters.
• The city shall encourage the construction of Public E-Library in every Barangay/Area
with free access to all residents of the city
• The city shall conduct reading camps at depressed areas to encourage children to learn
reading and writing
• The city shall recognize organizations with active participation and great impact in the
community especially for the youth
• The city shall conduct sports tournaments, sports clinics and Distribution of Sports
Materials and Paraphernalia in depressed areas
• The city is committed to promote awareness of Reproductive Health
• The city shall organize a free dental and medical services
• The city shall organize a seminar of First Aid Seminar for the youth in the community
• The city shall educate the youth on the significance and benefits of trees in our
environment and impact of lack thereof
• The city shall educate the youth on propagation of trees and plants for the future generations
Proposed • Promotion of ALS in the city

Program/Project/Activity • Drug Abuse Resistance Education (DARE) Program
• Conduct symposia/ seminar/workshop on issues of
alcohol/substance abuse and corresponding drug
prevention
• Women’s Health and Safe Motherhood Project
• Conduct seminars on Sex Education and Teenage
Pregnancy Prevention
• Conduct school-based interventions focused on children
and pubescent
• Sponsorship of Caloocan City Inter-School Debate Tournament
• Promote construction of SK Public E-Library
• Youth Reading Camp
• Conduct Recognition Day of the Organizations
• Sports Tournaments
• Sports Clinic
• Distribution of Sports Materials and Paraphernalia in
depressed areas
• Reproductive Health Seminar
• Free Medical and Dental Mission
• Free Safety First Aid Seminar
• Tree Planting Day
Implementing/Coordinating • Local Youth Development • DepEd-DO
Agency Office (LYDO) • PNP
• Representative of • DILG
Barangay Sangguniang • National Youth
Kabataan Commission (NYC)
• SK Federation • DOH
• CADAO • Sports Development and
• CHD Recreation Office
• CDRRMO
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Economic Development
Trade and Industry
Goal
Develop, promote and sustain economic activities in the city.
• The provisions of the Ordinance No. 0570 s. 2015 or the City’s Investment Code are
superseded by events
• The investors and the residents are not fully aware of the business potential of the
City
• Micro, Small and Medium Enterprises (MSME) remained constrained due to limited
access to information and services on new technology, training, financing and
marketing
• Non- compliance with the ease of doing business act particularly on its requirements
for an Electronic Business One-Stop-Shop (e-BOSS)
• No electronic linkage to Philippine Business Registry (PBR)
• System is not compatible with the DTI’s requirements
• No electronic linkage of our Business Collection System with the data base of the
Bureau of Fire Protection (BFP)
• No existing Memorandum of Agreement
• Inadequate public market
• Absence of slaughterhouse in North Caloocan (District I)
• Absence of centralized chicken dressing facilities in North Caloocan and South
Caloocan
• Absence of food terminal/ trading center in the city
• Lack of a centralized economic data base
• Lack of Infrastructure, particularly buildings, that will cater commercial development

• Amending the Ordinance No. 0570 s. 2015 or City’s Investment Code and its
Implementing Rules and Regulations
• Disseminate basic information about the business potential of the City
• Disseminate information on the City’s economic policies and the business
opportunities to local and foreign investors
• To support and sustain the promotion and development of MSMEs
• To strengthen MSMEs competitiveness and productivity
• To be compliant with RA11032 and to promote Ease of Doing Business and efficient
delivery of government services in the City of Caloocan, amending for the purpose
RA 9485, otherwise known as the Anti-Red Tape Act of 2007 and for other purposes
• 100% implementation of E-BOSS
• To promote ease of doing business in the City of Caloocan to have access to the
service offered by different national agencies
• To have an expedient checking and verifying of establishments with respect to their
compliance with the Fire Code of the Philippines.
• To provide the basic needs/commodities of the community
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• To ensure that pork meat sold in markets in North Caloocan passed ante and post-
mortem inspection.
• To ensure that poultry meat sold in the markets passed ante and post inspection
• To provide affordable basic commodities to urban poor families
• Create a centralized economic data base
• 100% completion of Economic database
• Provide Infrastructure, particularly buildings, for commercial development
• Establishment of buildings for commercial development
• The City Government shall:

o consult the relevant government offices and the business sector
o compile all relevant laws
• Conduct Investors Forum
• Procure and disseminate materials containing the City’s economic policies and
business potentials
o promote and support entrepreneurship and sustainability of existing
MSMEs by coordinating with concerned agencies (public and private) for
the provision of training on new technology, credit provision and
marketing
o encourage organization / strengthening of trade/ industrial associations
o acquire an IT Equipment and necessary bandwidth
o put up an online “one-stop shop or a facility that puts zoning offices, business
permit and licensing offices, the Bureau of Fire Protection and Treasury
offices in one location
o acquire database system that is compatible with the system requirements of
the PBR
o coordinate with the BFP in preparation of the necessary requirements for the
linkage of BPLCS with the BFP’s database
o assist in the provision of basic commodities and services to the community
o prioritize the construction of a slaughterhouse in North Caloocan (District I)
• Enhance access to economic opportunities to the residents
• Prioritize the construction of centralized chicken dressing facilities both in North
Caloocan and South Caloocan
• Intensify partnership and interaction among government, private sector and NGOs to
assist in the provision of affordable basic commodities to the community especially to
the urban poor families
• Gather economic data and coordinate with different government offices to create a
centralized economic data
• Enter into a Public-Private Partnership to provide infrastructure for the people,
particularly buildings, for commercial development
• Procurement of appraisal services to determine the market and/ rental value of the
City’s properties that will be the subject of PPP projects
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Proposed INVESTMENT PROMOTION PROGRAM

Program/ Project/ • Amendment of Ordinance No. 0570 s. 2015 of the City
Activity
Implementing • Office of the City Mayor • Public Employment
Agency • Business Permits & Services Office (PESO)
Licensing Office (BPLO) • City Assessor’s Office
• City Economic and • Sangguniang Panlungsod
Investment Promotion
Office
Proposed • Procurement of printed and IEC materials that will help in the
Program/ Project/ dissemination of the City’s economic policies
Activity • Conduct orientation seminars foreign and local investors
Implementing • Office of the City Mayor • BPLO

Agency • City Economic and • Cooperative Development
Investment Promotion Office
Office • GSD
• Business Groups
Proposed TRADE AND INDUSTRY DEVELOPMENT PROGRAM

Program/ Project/ • Organization of MSME Development Council who will be
Activity responsible for the formulation of:
o Micro, Small and Medium Enterprise Development Plan
o Local Entrepreneurship Development Plan
Implementing • Office of the City Mayor • PESO

Office • Department of Trade and
• BPLO Industry (DTI)
Proposed • Organization / strengthening of various trade/ industrial

Program/ Project/ associations (e.g. steel, metal, plastic, handicrafts, etc.)
Activity • Promotion and Marketing on the existence of Negosyo Center
• Coordinate with concerned agencies for the provision of credit,
technology and marketing support for MSMEs
Office • Department of Trade and
• BPLO Industry (DTI)
Proposed TRADE AND INDUSTRY DEVELOPMENT SUPPORT PROGRAM

Program/ Project/ • Acquisition of new IT equipment and necessary bandwidth
Activity • Enter into a MOA with a private financial institution for the
purpose of e-payment system
126
Implementing • BPLO • BFP

Agency • ITDO • CEMD
• Office of the City Building • GSD
Official • CHD
• Office of Zoning
Administration
Proposed
Program/ Project/ Enter into a MOA with PBR
Activity
Implementing • BPLO • GSD
Agency • ITDO
Proposed • Enter into MOA with the BFP in order to formalize the actual
Program/ Project/ linkage of the BPLCS with the BFP’s system
Activity
Implementing • BPLO • BFP
Agency • ITDO • GSD
Proposed PUBLIC INFRASTRUCTURE DEVELOPMENT PROGRAM

Program/ Project/ • Acquisition of land for public use
Activity • Construction and/or upgrading of new modern market
• Development of city-owned markets into a mixed-use
commercial facility
Implementing • Office of the City Mayor • City Legal Department
Agency • City Administrator’s Office • Sangguniang Panlungsod
• CED
Proposed • Identification and purchase of suitable lot in North Caloocan for

Program/ Project/ the proposed slaughterhouse
Activity • Design and construction of the proposed slaughterhouse
Implementing • Office of the City Mayor • CEMD

Agency • CVO • National Meat Inspection
• CPDD Service
• Office of the City Zoning • City Legal Department
Administration • Sangguniang Panlungsod
• CED
Proposed • Identification and purchase of suitable lots in North Caloocan

Program/ Project/ and South Caloocan for the proposed centralized chicken
Activity dressing facilities
• Design and construction of the proposed centralized chicken
dressing facilities
Implementing • Office of the City Mayor • CED

Agency • CVO • CEMD
• CPDD • National Meat Inspection
Service
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• Office of the City Zoning • Sanggunian Panlungsod

Administration • City Legal Department
Proposed • Identification and purchase or improvement of suitable lots in

Program/ Project/ North Caloocan and South Caloocan for food terminal/ trading
Activity center in the city
• Establishment of food terminal / trading center
• Rolling stores
Implementing • Office of the City Mayor • Department of Agriculture
Agency • Office of the City (DA)
Administrator • Barangays
• Parks Administration • Sangguniang Panlungsod
Services -Agriculture • City Legal Department
• DTI
Proposed DATA MANAGEMENT PROGRAM

Program/ Project/ • Creation of a centralized economic data base
Activity
Implementing • City Economic and • ITDO
Agency Investment Promotion •
Office
• BPLO
Proposed ECONOMIC ENTERPRISE DEVELOPMENT PROGRAM

Program/ Project/ • Publication of invitation to bid to be the private partners of the
Activity City Government of Caloocan for the establishment of
infrastructures, particularly buildings, for commercial
development
• Procurement of appraisal services to determine the market and/
rental value of the City’s properties that will be the subject of
PPP projects
Implementing • City Economic and • GSD
Agency Investment Promotion
Office
Tourism
Goal
Development and promotion of tourism and cultural awareness in the city
• Inadequate awareness on cultural /historical sites of the city

• Insufficient markings on historical, cultural sites and other structures for tourism
purpose
• Absence of City Museum
• Unpleasant Visual Dominance of Andres Bonifacio Monument
o Commercialization surrounding the Andres Bonifacio Monument
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• Unappealing tourism facilities like shopping malls, accommodations, resorts,

restaurants, etc.
• No specific local product that can be identified with the city
• Inadequate maintenance and improvement of existing city-owned parks and other
similar facilities
• Inadequate / unmaintained community parks, playgrounds recreational areas and
facilities (many existing parks and open spaces are occupied by ISF)
• Need to maintain and develop existing city-owned parks and other similar facilities
• To enhance and instill awareness of residents and visitors on cultural/ historical sites
of the city
• To identify historical and cultural sites for heritage conservation
• To preserve and promote Caloocan’s cultural heritage
• To organize & involve Barangay based individuals in the identification & collection of
valuable materials/ information
• Partial completion (50%) of the museum
• To preserve the visual dominance of Andres Bonifacio Monument as National
Monument and National Cultural Treasure
• To encourage accreditation of tourism facilities and make them more competitive
• To improve tourism facilities and services in the city.
• 90% of the tourism related business coped up with DOT standards
• To identify and promote specific local product that is known in the city
• To improve and maintain cleanliness and beautification of government owned parks
and other similar facilities
• To continuously provide janitorial, electrical and swimming pool supplies and
tools/equipment for the maintenance, improvement and beautification of parks and
other similar facilities in the city.
• To ensure safety, orderliness, cleanliness in all parks and open spaces
• To upgrade existing condition of parks, playgrounds and other recreational facilities
• To develop/ expand city-owned parks and other similar facilities
• Identification and reservation of the city’s cultural /historical sites

• Compliance with NCAA mandated forms
• Promote the city’s cultural/ historical sites
• The city government shall:
o preserve cultural and historical sites
o coordinate with concerned government agencies to provide markings on
historical, cultural sites and other structures
o support/ Mandate LGU's support to the National Greening Program
o promote the beautification maintenance, management, and development of
parks, playgrounds, recreation and other similar community facilities
o maintain existing city-owned parks and other related facilities
o support the expansion and development of city-owned parks
• Research/study regarding significant events and people involved in historic events
• Promote/enter into partnerships with the private sector
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• Commitment to existing laws and regulations affecting Bonifacio Monument as

required by NHCP (Guidelines on monuments honoring national heroes, illustrious
Filipinos and other personages). Strict regulations on billboards particularly around
BMC
• Full implementation of ordinance no. 0589 – an Ordinance Enacting the Cultural and
Tourism Code of Caloocan City
• Support promote and regulate the tourism facilities and services in the city
• Encourage registration/ accreditation of accommodations, restaurants, resorts and
tourism establishment
• Promote/ Develop specific local products/ associated with the city
• Encourage generation of jobs/ livelihood from tourism
• Tap Barangay Tourism Officers Association to discover locally known products
• Support the development of all existing parks, playgrounds and areas / parcels
declared as parks and recreation into urban greenery area
Proposed CULTURAL DEVELOPMENT PROGRAM

Program/ Project/ • Identification and preservation and maintenance of the
Activity historical/cultural sites
• Promotion of the city/s cultural and historical sites (IEC
materials)
• Formulation of Annual and the Arts Plan
Implementing • Cultural Affairs and • Private Sector /NGOs

Agency Tourism Office (CATO) • National Historical
• CPDD Commission of the
• Department of Tourism Philippines (NHCP)
(DOT) • National Commission for
• Barangays Culture and the Arts
(NCCA)
Proposed • Heritage mapping and marking
Program/ Project/ • Redeem / repossess Gregoria De Jesus Site
Activity
Implementing • CATO • Private Sector / NGOs
Agency • DOT • Barangay Tourism Officers
• NHCP Association
• Sangguniang Panlungsod
Proposed • Conversion of Higgins Hall PNR Administration Building into a
Program/ Project/ City Museum
Activity • Organization of a special committee to coordinate and
collaborate with the concerned agencies to implement the project
Implementing • CATO • National Museum

Agency • CED • NHCP
• CPDD
130
Proposed • Unification of Façade of the Bonifacio Monument surrounding

Program/ Project/ Area
Activity o Creation of A. Bonifacio Development and Administration
Council
Implementing • CATO • Public Safety and Traffic

Agency • BPLO Management Department
• Parks Administration • Sangguniang Panlungsod
Services • CEMD
Proposed TOURISM DEVELOPMENT PROGRAM

Program/ Project/ • Formulation of Caloocan City Tourism Development Plan 2020-
Activity 2022
o Registration/ Accreditation of tourism related
establishments and services
Implementing • CATO • DOT
Agency • BPLO • NGOs
• Barangays
Proposed • Adoption of One-Town, One-Product Program (local expo)

Program/ Project/ • Promote/develop barangay- based tourism or “Turismo sa
Activity Barangay”
• Conduct skills training for souvenir items & -set-up
Implementing • CATO • Barangays

Agency • PESO • Private Sector/ NGOs
• DOT • Barangay Tourism Officers
• DTI Association
Proposed • Maintenance and development of existing city-owned parks and

Program/ Project/ other similar facilities
Activity o Tala Glorietta Park
o People’s Park
o Caloocan Amparo Nature Park
o Buena Park Sports Complex
o Caloocan City Commercial Complex
o Caloocan City Sports Complex
o Garlic Public Swimming Pool
Implementing • Parks Administration • GSD

Agency Services
Proposed • Upgrading/ development of existing condition parks

Program/ Project/
Activity
Implementing • Parks Administration • GSD
Agency Services
131
Proposed • Expansion of Caloocan City Nature’s Park

Program/ Project/
Activity
Implementing • CED
Agency
Labor and Employment
Goal
Increase productivity and employment
• Unemployment rate of 9.3% in the city compared to National Capital Region’s (NCR)
rate of 7.3%. (based on 2022 Jobsfit Report of DOLE-BLE).
• Ranked 6th in comparative unemployment rate of 17 LGUs in NCR (based on 2022
Jobsfit
Report of DOLE-BLE).
• Labor disputes in the workplace
• Presence of unscrupulous manpower and contracting agencies
• To reduce high unemployment and underemployment through:

o Provision of access to employment opportunities
o Provision /assistance to youth, women, senior citizens, PWD and out -of
school youth
o Develop strong linkages between the government (local and national) with
the private sector
o The development of competitive manpower/ labor workforce
o Provision of labor market information to all public high school
• Enhancing harmonious worker-employer relationship or industrial peace
• Strengthen tripartism to promote industrial peace in the city
• Eliminate illegal recruitment in the city

o intensify employment generation
o full implementation of SP Res. No. 2335 (A resolution imploring and strongly
encouraging the Industrial, commercial and other business establishments in
the territorial jurisdiction of Caloocan City to consider hiring at least 70% of
their workforce, to qualified residents of Caloocan City in order to achieve long
lasting inclusive growth and development for the city and its inhabitants)
o strengthen linkages with the private sector to monitor labor demand
o strengthen working relations between the Management Sector and Labor
Sector
o provision for emergency employment for the informal sector
132
o strengthened linkages with DEPED, TESDA and DOLE in relation to labor

market information
• Strengthen working relations between other PESOs within the Region
• Strengthen industrial peace mechanism participated in by barangays, local and
national government agencies and private sector
• Collaborate with the registered contracting and manpower agencies with the end in
view of self-regulation
Proposed • Regular Employment thru Referrals

Program/ Project/ • In-house interviews of partner industries
Activity
Implementing • Office of the City Mayor • Department of Science and
Agency • PESO Technology (DOST)
• Technical Education Skills • Business Sector
Development Authority • Labor Sector
(TESDA) • Barangays
• Department of Labor and • Sangguniang Panlungsod
Employment (DOLE)
• DTI
Proposed • Mega Job Fair and Trabaho Negosyo Kabuhayan (TNK)

Program/ Project/ • 6 job fairs annually
Activity
Implementing • Office of the City Mayor • DOST
Agency • PESO • Business Sector
• TESDA • Labor Sector
DOLE • Barangays
• DTI • Sangguniang Panlungsod
Proposed • School to Work Employment Facilitation Program a.k.a. Jobstart

Program/ Project/ Caloocan
Activity o Employers Forum / Writeshop
o Life Skills Training
o Technical Training
o Internship

DOLE • Barangays
Proposed • Career Advocacy/ Guidance Coaching/ Life Skills Training

Program/ Project/ o Out-of-School Youth
Activity o Graduating Students
o Individuals looking for favorable employment
133

DOLE • Barangays
Proposed • Labor Market Information and Career Coaching Orientation for

Program/ Project/ Grade 10 Students
Activity
DOLE • Barangays
Proposed • Basic Business Management Seminar for Livelihood

Program/ Project/ Beneficiaries
Activity
DOLE • Barangays
Proposed • Call Center Agent Training for Displaced Workers, OFWs, Senior
Program/ Project/ Citizens, PWDs, OSY
Activity
DOLE • Barangays
Proposed • Special Program for the Employment off Students (SPES)

Program/ Project/
Activity
DOLE • Barangays
Proposed • Tulong Panghanapbuhay sa ating Disadvantaged Workers

Program/ Project/ (TUPAD)
Activity
DOLE • Barangays
134
Proposed • Clean-up and Livelihood Assistance Program (CLAP

Program/ Project/
Activity
DOLE • Barangays
Proposed • Batas Kasambahay- RA 10361 “Domestic Workers Act”

Program/ Project/ (Identification, Orientation and Education
Activity
DOLE • Barangays
Proposed • PESO Association of Metro Manila (PAMM) Regular Meeting

Program/ Project/ Hosting
Activity
Agency • DOLE
Proposed • PESO Congress

Program/ Project/
Activity
Implementing • Office of the City Mayor PESO
Agency • DOLE
Proposed • Industrial Peace Program - full operationalization of the following:

Program/ Project/ • Tripartite Industrial Peace Council (TIPC)
Activity • Industrial Relations Committee (IRC)
• Arbitration Committee
• Monitoring team
• Anti-Illegal Recruitment Advocacy through Anti-Illegal Recruitment
and Trafficking in Persons (AIRTIP) Orientations Seminars
Implementing • Office of the City Mayor • Local PNP
Agency • PESO • DOLE
• BPLO • Business Sector
• City Legal Department • Labor Sector
Proposed • Creation and Training for Alternative Dispute Resolution and

Program/ Project/ Mediation
Activity
Implementing • Office of the City Mayor • DOLE
Agency • PESO • Sangguniang Panlungsod
135
Family Income and Expenditure
Goal
Improve the quality of life of the city’s poor families.
• Poverty incidence among families in CAMANAVA area is 2.8%, slightly higher than
NCR’s 2.6%
o Insufficient livelihood trainings to vulnerable sectors and workers in the city
o Limited access of the urban poor to financing or start –up capital, product
development and marketing for livelihood
• Insufficient Seminars on Livelihood Assistance Programs, Urban Gardening
Livestock and Aquaculture Demonstration
• Inadequate vocational technical training facilities and equipment
• Decrease in the number of trainees
• Lack of linkages to registered manpower agencies and industry-related to the
courses offered
• Inadequate institutionalization of City Ordinance #0505, series of 2013, creating the
City Cooperative Development & Coordinating Office (CDCO)
• Lack of full implementation of Joint Resolution of DILG & CDA on cooperative
promotion, organization and development of cooperatives at the Local Government
Units (LGU)
• Absence of mechanism to level up governance and management of cooperatives
towards achieving excellence
• Absence of human capital development among cooperatives
• Insufficient dissemination to the cooperative sector GAD mandate of the government;
ensure the promotion of gender equality (GE) and institutionalization of GAD in
policies, programs and activities of cooperatives as per RA 6939 & RA9520
• Lack of globally competitive cooperative products and services
• Lack of access to finance to cooperative
• Insufficient awareness/ knowledge on cooperatives
• Insufficient data on the city’s Family Income and Expenditure
• Insufficient data on the city’s Informal Sector.
• Insufficient program for the city’s informal sector
• Overpricing and hoarding during calamity/ disasters
• Presence of defective weighing scales
• Develop sustained livelihood and entrepreneurship opportunities for vulnerable

sectors and workers (out of school youth, PWD, Senior Citizens, relocates/housing
beneficiaries etc.)
• To uplift the living conditions of the vulnerable sectors and workers in the city through
transfer of knowledge and skills and to promote alternative means of livelihood
• To enhance and to develop more ideas sustained livelihood program
• To elevate the standard of training services through:
136
o To increase awareness among the constituents of the training facility and

programs
o TESDA registration in all qualified courses offered
o Increase the number of in-demand courses to be offered
o TESDA Accredited Assessment Center
• To promote strong partnership between the training center with the industry and
manpower agencies by:
o Increasing the awareness among constituents/ employer of the training
facilities and its programs
o Providing them qualified workers on their respective field of expertise
o Assessing graduates for immediate employment
• Organizational and functional structure of CDCO has to be fully implemented
• To implement the provision of the JMC#2019-01, series of 2019
• To amend city ordinance no. 0505 series of 2013
• To review the provision of Sangguniang Panlungsod City Ordinance 0505 series
2013, to conform with EO#96, CDA MC2023-01 series of 2013 in reference to
JMC#2019-01, series of 2019
• Improved Institutional Development, Governance and Management of Cooperatives
• Increased in the number of cooperatives achieving excellence
• Professionalized Human Resources in cooperative settings
• To disseminate to the cooperative sector GAD mandate of the government; ensure
the promotion of gender equality (GE) and institutionalization of GAD in policies,
programs and activities of cooperatives as per RA 6939 & RA9520
• Application of appropriate technology and innovation in cooperative enterprises
• An efficient system of data/information gathering, storage, retrieval, processing and
dissemination is established
• Institutional framework for access to financing will be developed and enhanced
• To encourage the promotion formation, development and sustainability of
cooperatives
• To establish comprehensive database on the city’s family income and expenditure
• To establish comprehensive database on the city’s informal sector
• To intensify efforts in providing assistance to informal sector in the city
• To integrate the informal sector into the mainstream economy
• To implement suggested retail price of basic commodities in times of
calamity/disasters
• To monitor the supply or shortage of basic commodities and National Food Authority
rice
• To protect and promote the general welfare and rights of the constituents /
consumers
• Enhance livelihood and entrepreneurial opportunities for the poor families in the city
• Intensify partnership with national agencies, private sector and NGOs
• Strengthen collaboration with micro-finance institutions as a tool for growth by
expanding access of poor households to credit and other financial services
• Encourage/Promote entrepreneurship
• Enhance and encourage barangays, school and families to promote urban gardening
137
o formulate strategies in promoting the existence of the facilities and its

program
o facilitate the construction/ improvement of training facilities and equipment in
compliance with TESDA regulation
o develop link to senior high schools that offers vocational tracks
• Strengthen linkages with the industry sector for employment of graduates
• Devise a system for database of employed graduates of the training center
• Strengthen specific provisions In the City Ordinance through amendment in order to
conform with RA9520, EO#96, & CDA MC 2013-01
o formulate policies and implement the provisions most importantly the
Philippine Cooperative Development Plan 2022
o provide incentives in taxation, subsidies and other policies with full economic
factors which can attract promotion and growth of cooperatives in the city
o create an enabling environment for the growth, development and regulation
of cooperatives through an enhanced consultative mechanism
● Formulate policy or mechanism to level up the performance of micro cooperatives to
small category, to medium size category and large category
● Provide local regulatory fees incentives to growing cooperatives from micro-small to
small, to medium to large
● Management and/or Technical Skills Program for Officers and Members of
Cooperatives
● Partnership with Relevant Agencies on Capability Building Projects
• Platform to promote and facilitate the Participation of Women, Persons with
Disabilities (PWDs), Elderly and the Youth in Cooperatives
• Policy guidelines on GAD Mainstreaming at the cooperative level at least 10%
increase of women leaders are on board
• Policy on the promotion of a systemic approach to risk management among
cooperatives
• Creation of National Cooperative Data and Information Repository System
• Adopt Move-up project on financial literacy training program, policy to promote
MSMEs, Cooperatives and Overseas Filipinos (OFs);
• Capacity building on the preparation of “good” proposals
• Adoption of measures to stimulate internally-generated capital
• The city government shall promote the formation, organization, registration,
development and sustainability of cooperatives in the city
• Stronger collaboration and coordination with various concerned agencies for data on
family income and expenditure
• Stronger collaboration and coordination with various concerned agencies for data on
informal sector
• Strengthen linkages with concerned agencies for the welfare and protection of the
informal sector in the city
• Shall monitor prices of basic commodities
• Shall provide calibrated weighing scale in every city owned public markets
Proposed LIVELIHOOD AND ENTREPRENEURSHIP DEVELOPMENT

Program/ Project/ PROGRAM
Activity
138
• Livelihood projects with assistance in product development,

marketing and financial assistance to vulnerable sectors in the
city
• Livelihood Assistance/ Grants/ Trainings for Youth, SOLO
Parents, Parents of Child Laborers, Senior Citizens, Persons
with Disabilities (PWD) and Indigenous Communities
• Livelihood and Kabuhayan Grant to Parents of Child Laborers
(LCPC Program)
• Basic Business Management Seminar for Livelihood
Beneficiaries
• Establishment of Display Area for Livelihood Products

Agency • PESO • DTI
• HARO • TESDA
• CSWDD • Private Sector
• OSCA • Cooperative Development
• GSD and Coordinating Office
• Barangay (CDCO)
Proposed • Promotion & Dissemination of Modern technology

Program/ Project/ o Conduct of Urban Gardening, Livestock and Aquaculture
Activity Demonstration
o Distribution of starter kits
Implementing • Parks Development and • DA
Agency Administration Services
• GSD
Proposed • Registration of all qualified courses offered with TESDA (North and
Program/ Project/ South)
Activity • Purchase of equipment necessary for the registration of courses
and accreditation as training assessment center
• Training Induction Program with Basic Life Support and First Aid
Training for Manpower Training Center Trainees
• Graduation and Recognition Ceremony for Manpower Training
Center Trainees

Agency • PESO • TESDA
• Barangays
Proposed • Community Outreach and Development Program:
Program/ Project/ o free services (haircut, facial and chair massages to indigent
Activity beneficiaries
o offer outreach training in different barangays or to non-
government organizations)
• Alternative Livelihood Orientation and Demonstrations for Informal
Sectors
• Starter Kits for CCMTC Graduates
• Trainees Day / National Olympics
139
• Alumni Homecoming (CCMTC Batch Reunion)

• Training on Wheels

Agency • PESO • TESDA
• Barangays
Proposed • Career Advocacy / Life Skills Training
Program/ Project/ • Regular consultations and meetings with different industries
Activity • Creation of database with list of trainee-graduates and status of
employment

Agency • PESO • ITDO
Proposed COOPERATIVE DEVELOPMENT PROGRAM

Program/ Project/ • Conduct consultative forum to strengthen specific provisions In
Activity the City Ordinance through amendment in order to conform with
RA9520, EO#96, & CDA MC 2013-01
Implementing • Office of the City Mayor • HRMDO

Agency • Office of the City • Sangguniang Panlungsod
Administrator
Proposed • Creation of City Ordinance on the creation of City Cooperative

Program/ Project/ Development Council
Activity
Implementing • Office of the City Mayor • BPLO
Agency • CDCO
Proposed • Communication Program of Laws, Rules and Regulations and

Program/ Project/ Policies for Cooperatives and other Stakeholders
Activity • Continuing Regulatory Policy Review and Enhancement
Program
Implementing • DTI • City Cooperative

Agency Development Council
Proposed • Documentation of Cooperative Best Practice

Program/ Project/ • Modeling of Cooperative Good Governance and Ethical Practice
Activity • Procurement of IT equipment
Implementing • Office of the City Mayor • City Cooperative
Agency • BPLO Development and
Coordinating Office
• Cooperative Development
Authority (CDA)
Proposed • Management competency program for managerial positions

Program/ Project/ • Tie-up with TESDA on competency-based training programs
Activity
140
• Advocacy program in promoting participation of women, persons

with special needs, elderly and youth in cooperatives
Implementing • CDCO • DTI
Agency • Sangguniang Panlungsod • City Cooperative
Development and
Coordinating Office
Proposed • GAD Education & Training Program, and Support Systems

Program/ Project/ Program
Activity
Implementing • City Cooperative Development • Department of Interior and
Agency and Coordinating Office Local Government
• Caloocan City Gender and • Cooperative Development
Development Resource and Authority
Coordinating Office •
(CCGADRCO)
Proposed • Business continuity plan as an approach to disaster risk and

Program/ Project/ reduction management
Activity
Implementing • CDCO • CDRRMO
Agency • CDA
Proposed • Training of Trainers on Move-up Financial literacy for vulnerable

Program/ Project/ poor
Activity • Advocacy program on the promotion of MSMEs among
cooperatives, overseas Filipino workers
• Competency-based training in writing business plan and
proposals
• Savings and capital mobilization program for cooperatives
Implementing • CDCO • CDRRMO
Agency • CDA • TESDA
• DTI
Proposed • Organization of cooperatives in zones/barangays

Program/ Project/ o barangays per year (1 cooperative per barangay)
Activity
Implementing • CDCO • Barangays
Agency • CDA
Proposed DATA MANAGEMENT PROGRAM

Program/ Project/ • Profile of the city’s Family Income and Expenditure
Activity
Implementing • CPDD • Barangays
Agency • Philippine Statistics • NGOs
Authority (PSA)
141
Proposed INFORMAL SECTOR PROGRAM

Program/ Project/ • Profile of the city’s informal sector (sidewalk vendors, home-
Activity based worker drivers etc.)
Implementing • City Administrator’s Office • NGOs

Agency • CSWDD • Barangays
• DPSTM
Proposed • Conduct seminars for the welfare and protection of the informal
Program/ Project/ sector (SSS membership, formation of cooperatives, etc.)
Activity
Implementing • City Administrator’s Office • TESDA
Agency • CSWDD • SSS
• DPSTM • Philhealth
• CDCO • NGOs
• DOLE • Barangays
• CDA
Proposed CONSUMER WELFARE AND PROTECTION PROGRAM

Program/ Project/ • Strengthen Local Price Coordinating Council
Activity
Implementing • City Administrator’s Office • DILG
Agency • DTI • NHA
• DA
Proposed • Operation Timbangan

Program/ Project/ • Weekly monitoring inspection and confiscation of defective
Activity scales
Implementing • City Administrator’s Office • City Treasurer’s Office
Agency
142
Infrastructure and Physical Development Plan
Infrastructure for Social Support Services
Introduction
The continuous demand for social infrastructure, such as school and health facilities are one of
the foremost development concerns in the City. The increase of population definitely brings
greater demand for social infrastructure that is important to accommodate their added
requirements for education, health and social welfare services.
Issues and Problems

• Inadequate health facilities
• Deterioration of physical condition of various school buildings
• Need for multi-purpose Building / Hall
Goal
To improve facilities that are engage in the delivery of public health care, education, social
welfare services, and public order and safety
Objectives and Targets Settings

• To improve delivery of public service such as health care services
• To improve learning condition of the students
• To enhance social engagements among residents in order to improve and transform the living
condition of the community.
• To have better facilities used in the efficient delivery of public service
• To provide sufficient space for jail inmates that would decongest existing City Jail
• To improve physical condition of the City Library that would enhance support for functional
and academic learnings of the City’s residents
• To provide space for neighborhood to interact with each other and meet new people

• Design and Construct Disaster Resilient and Climate Change Adaptive Educational Facilities
and Buildings
• Constantly monitor and assessed current conditions and capacity of existing public-school
buildings to immediately identify the necessary current and future physical improvements
Program # 1 Social Service Infrastructure Improvement Program

Project Development and/or Rehabilitation of new and existing Health
Center Facilities
Activities • Conduct inventory of existing public-school building capacities and
properties that are potential to serve as future school sites
143
Program # 1 Social Service Infrastructure Improvement Program

• Assessed physical conditions of existing Public Health Centers and
conduct assessment of needs of all Barangays for Health Center
Services
• Acquisition of Properties for new Health Center facilities
• Design and Construction of new Health Center Buildings and
rehabilitation of existing dilapidated Health Center Buildings
Proposed Ordinance Authorizing the Mayor to negotiate on acquiring sites for new
Legislation Health Center Facilities
Implementing • City Engineering Department
Agency
• City Health Department
• City Health Board
Estimated Cost PHP 30,0000,000.00
Project Repair and Rehabilitation of existing Public-School Buildings
Activities • Repair and Rehabilitation of existing Elementary and Secondary
Public-School Buildings
• Upgrading of Electrical Systems of existing Elementary and
Secondary Public-School Buildings
• Construction of perimeter fences and gates and site development of
existing Public-School Building Sites
Proposed
Legislation
Agency
• Division Office – DepEd
• City School Board
Infrastructure for Public Administrative Support Services
Issues and Problems

• Deficiency for public spaces and infrastructures for all community activities
• Need for new infrastructures that will render judicial services.
• Congestion of inmates at existing City Jail
• Needs for the Improvement for the City Library
• Need to maintain and develop existing City-owned Public Community Parks and other similar
recreational facilities
• Absence of buildings and venues for exhibits and other events that would promote local
investments and other social, educational and cultural events
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Goal
To provide resilient and climate change adaptive public infrastructure and facilities that would
promote safe, effective and efficient social services

• To enhance social engagements among residents in order to improve and transform the living
condition of the community.
• To decongest existing City Jail
• To improve physical condition of the City Library
• To provide space for neighborhood to interact with each other and meet new people
• Design and construct multi-purpose buildings / halls that will also serve as evacuation center
during occurrences of natural disaster and other emergencies
• Acquire properties for the construction new facilities such as
Program # 1 Public Administrative Service Facilities Improvement Program

Project Construction/ Rehabilitation of multi-purpose buildings
Activities • Acquisition of Properties for new Multi-Purpose Building Sites
• Design and Construction of new Multi-Purpose Buildings
• Rehabilitation of existing Multi-Purpose Buildings
Proposed Ordinance Authorizing the City Mayor to negotiate Acquisition of
Legislation Property for Specific Project(s)
Agency
Project Construction/ Rehabilitation of Barangay Halls
Activities • Acquisition of Properties for new Barangay Hall Sites
• Design and Construction of new Barangay Halls
• Rehabilitation of existing Barangay Halls
Project Construction of New Judicial Buildings
Activities • Acquisition of Properties for new Judicial Building Sites
• Design and Construction of new Judicial Buildings
• Rehabilitation of existing Judicial Buildings
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Proposed Ordinance Authorizing the City Mayor to negotiate Acquisition of Property
Legislation for Specific Project(s)
Agency
• Department of Justice
Project Construction / Rehabilitation of Covered Courts
Activities • Acquisition of Properties for new Covered Court Sites
• Design and Construction of new Covered Courts
• Rehabilitation of existing Covered Courts
Agency
• City Parks Administration
Project Construction / Rehabilitation of Police Stations
Activities • Acquisition of Properties for new Police Station Sites
• Design and Construction of new Police Stations
• Rehabilitation of existing Police Stations
Agency
• DILG - Philippine National Police
Project Construction of Convention Center
Activities • Design and Construction of Convention
Proposed
Legislation
Agency
Project Construction of the City Columbarium
Activities Design and Construction of City Columbarium with Wake Chapel and
Crematorium Facility in North Caloocan City
Proposed
Legislation
Agency
• City Health Department
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Project Total Rehabilitation of Existing City Library
Activities Designing of improvement and rehabilitation of Existing City Library
Proposed
Legislation
Agency
• Cultural and Tourism Office
Project Expansion of Caloocan City Nature’s Park (Amparo Park)
Activities Design and development of Caloocan City Nature’s Park (Amparo Park)
Proposed
Legislation
Agency
• Cultural and Tourism Office
• City Parks Administration Office
Project Development of City and Community Parks
Activities • Acquisition of Properties for park development
• Design and Development of Parks with landscaping, playground
equipment and jogging path
Agency
• City Parks Administration Office
Road Infrastructure
Introduction
Due to increase of vehicular traffic, road congestion has become constant everywhere in
Caloocan City (similar to rest of Metro Manila’s Cities and Municipalities). The major reason for
this congestion is the need for more road infrastructure along with the required road maintenance
management system. Though government agencies constructed and completed a number of road
improvement projects, still gap between road supply and compounding demand for road use is
broadening.
Development of transport infrastructure, management of intersections and transport corridors,

road maintenance, links between different major arterial roads, road safety education and
enforcement of public transportation regulations were seen as the foremost issues impeding road
development and aggravating traffic condition on roads. Equity in transportation services,
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especially public modes, is also a serious issue, since it directly affects the accessibility of low-
income road users to their workplaces. Areas that essentially account specific issues affecting
traffic congestion are on road development, public transport services, traffic management, and
urban development and land use.
Issues and Problems

• Inadequate road network, capacity, connectivity and linkages between local and major arterial
roads
o Need for upgrading of database on road infrastructure as per physical condition,
alignment, and road lot survey
o Insufficient number of street names, directional signages and traffic signages.
• Delayed implementation of on-going circumferential roads (primary arterial roads);
• Increasing number of registered motor vehicles
Goal
To provide equitable, sustainable, resilient, accessible and efficient road and transportation
infrastructure services that promotes public health and safety, and inclusive mobility

• Improve mobility and accessibility of people, goods and services on all local and major arterial
roads
• Improve current road network linkages/connectivity
• Decrease travel time and travel distances for all trip purposes
• Improve database on road infrastructure
• Constantly identify opportunities and areas for road network improvement in the formulation
of AIP
• Identify and convert existing roads and bridges into connecting links between local (feeder)
and arterial roads
• Promote policies and measures that would increase capacity of the City Government to
implement and maintain road infrastructure projects
Program # 1 Road Network Improvement Program

Project Road Construction and Rehabilitation with Drainage Improvement
Activities • Road construction, rehabilitation, upgrading, pavement re-blocking,
and drainage improvement
• Sidewalk clearing and improvement
• Installation of standard streetlights
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Program # 1 Road Network Improvement Program

• Opening of Access Subdivision Roads
Proposed • Resolution Authorizing the City Mayor to Accept Existing Donated
Legislation Road Lots
Agency
Project Updating of Road inventory (Width / Capacity / Condition /
Alignment)
Activities • Create Task Force in updating database on Road Inventory / Hiring
of Personnel
• Procurement of necessary equipment, survey devises and data
processing system
Proposed
Legislation
Implementing City Engineering Department
Agency
Project Street Information Improvement Project
Activities • Installation of standard street names signage
• Installation of directional signage
• Installation of city road markers
Proposed • SP Resolution requiring installation of Street names on Roads and
Legislation Alleys, and naming of unnamed Roads and Alleys
• Ordinance Issued for the Barangays to comply with the Updating of
the Road Inventory and Street Names
Implementing City Engineering Department
Agency
Public transportation and traffic management

Issues and Problems
• Increase in peak-hour traffic density on major roads and intersections causing congestion and
travel time delays
o Deficiency in the operation of traffic control and regulation measures at major roads and
intersections
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o Deficiency on Public Transportation Services and Facilities

o Need for the improvement of public transport services and facilities (e.g. terminals, loading
and unloading bays) along major thoroughfares and within distant subdivision
communities
• Frequency of non-compliance of Motor Vehicle drivers to Road Traffic Rules and Regulations
• Need for ‘Re-enforcement’ of Traffic Management Personnel or capability upgrading for traffic
personnel on traffic management and enforcement
Goal
To provide equitable, sustainable, resilient, accessible and efficient road and transportation
infrastructure services that promotes public health and safety, and better mobility
• To cause the decrease of peak-hour traffic density on all local roads and intersection and
reduce travel time
• To reduce delays on modal transfers between different transportation modes
• To facilitate the increase (adding) of public transport franchise services to under-served local
communities and Barangays
• To Improve Local Traffic Management Administration and Operation on all major roads and
intersections
• Adopt small scale Traffic improvement measure that would cause improvement of traffic flow
at roads and intersections
• Prioritize public commuters’ safety in all local transportation policy and regulation
• Rationalize public transport services that promotes more viable / affordable mode of public
transportation system
• Provide training of personnel who enforce traffic lanes, regulation and City ordinance within
the Caloocan City
Program # 2 Road Traffic Improvement Program

Project Intersection Signalization Project
Activities • Conduct vehicle traffic count survey and other traffic studies on major
road and intersections
• Installation of Traffic Control Engineering Devices / Signalization
System on local roads and on following major intersections as merited
by the Traffic survey
o Llano Road - T. Samson Road,
o Deparo - T. Samson Road,
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o Congressional Road – Camarin Road
o Camarin Road – Zabarte Road,
o Camarin Road - Zapote Road
o Quirino Road – Malaria Road
o 7th Avenue - B. Serrano (5th Street),
o 10th Avenue - A. De Jesus (8th Street)
• Creation and Establishment of Traffic Engineering Division under the
Public Safety and Traffic Management Division (PSTMD)
Proposed City Ordinance for the Creation of Traffic Engineering Division with new
Legislation Plantilla Positions under the PSTMD
Implementing • Public Safety and Traffic Management Division
Agency
• City Engineering Department
• Human Resource Management Office
• Metropolitan Manila Development Authority (MMDA)
• Department of Public Works and Highways (DPWH)
• National Center for Transport Studies (Technical Assistance)
Project Public Transport Services Improvement Project
Activities • Conduct public transportation survey and other traffic studies on
major routes
• Construction / Installation of waiting sheds / loading and unloading
facilities on selected locations along following major roads
o E.D.S.A,
o Rizal Avenue Extension (RAE)
o A. Mabini Street
o Camarin-Zabarte Road,
o Camarin-Susano Road,
o Deparo-Bagumbong Road
Proposed
Legislation
Project Formulation of Local Public Transport Route Plan as directed by
DOTr under Memo Circular No.2018-39
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Activities • Commissioning of Technical Assistance
• Conduct of Public Transport Survey
• Conduct the formulation of Caloocan City Public Transport Route Plan
Proposed Resolution on the Adoption of Caloocan City Public Transport Route Plan
Legislation
Agency
• City Engineering Department
• Department of Transportation
Project Traffic Enforcement Capability Upgrading Project
Activities Conduct Traffic Management / Administration Course for Traffic
Enforcers / managers
Proposed
Legislation
Agency
• Human Resource Management Office
• Metropolitan Manila Development Authority (MMDA)
Estimated Cost PHP 300,000.00
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Environmental Management Plan
Air and Water Quality Management

Introduction
The air environment within and surrounding Caloocan City consists all types of air pollution
sources and pollutants. A large volume of motorized vehicles and various numbers of
manufacturing facilities operating within the City have been contributing to total accounted air
pollutants. Motorized Vehicles, according to World Bank report, are the largest source of air
pollution at 60% of the total pollution load, and the bulk of particulate matter is still re-suspended
soil (or dusts).
Similarly, all of its river ways and creeks, are apparently polluted as shown by its high level of
turbidity or murk. Some of this natural surface drainage (which others are converted to canals)
indicates turbid water filled with garbage and refuse wastes. Some of the waterways that stands
with pollution problems are Tullahan River, DDDP Peripheral Canal, Maligaya Creek, Casili
Creek, Panaca Creek, and some tributaries in North Caloocan City.
Issues and Problems

• Deficiency in the Full implementation and enforcement of Clean Water Act, Clean Air Act, R.A.
8749 and other Environmental Laws, Rules and Regulations at City and Barangay level
o Need for Qualified Technical personnel to implement environmental laws pertaining to Air
& Water Quality Management (R.A. 9275 and R.A. 8749)
o Necessity to enact Local Regulatory Tool that would implement specific provisions of the
Clean Water Act, Clean Air Act and P.D. 856, and deputize local environmental personnel
in enforcing other Environmental Laws, Rules and Regulations
o Failure or refusal of Commercial Establishments to be inspected by CEMD personnel in
compliance with the strict enforcement of City Ordinance 0637 (Septic Ordinance) and
0662 (Environmental Inspection Fee on pollutive business establishments)
o Absence of citywide awareness on the Manila Bay Clean-Up, Rehabilitation and
Preservation Program (MBCRP) or the Supreme Court Writ of Mandamus to all
government agencies to perform statutory cleaning activities on Manila Bay and on all its
river tributaries
• High Annual and Daily Level of Particulate Matter (PM) and other airborne contaminants
monitored from existing air quality monitoring stations of EMB-DENR
o Need for the promotion and implementation of measures that would reduce negative
impact of air and water pollution, including additional monitoring stations for air quality
o Increasing contribution of City’s local industries, commercial establishments and
households to greenhouse gas (GHGs) concentration from burning of fossil fuels
o Decreasing capacity of communities to adapt or mitigate effect of climate change in their
health and safety
Goal
To promote and ensure the health and safety of the general public and the protection of urban
environment against the adverse effects of air and water pollutants coming from all sources.
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• To upgrade Administrative and Technical Capability of the City Government of Caloocan in
implementing environmental laws, rules and regulations within their respective jurisdiction
• To further ensure the improvement of local water and air quality management in compliance
to Criteria of Water Quality Standards and Ambient Air Quality Standards
• To ensure compliance of Commercial and Industrial Establishments to all provisions and
directives of existing Environmental Laws, Rules and Regulations
• To optimize resources that would raise public awareness and participation to all MBCRP
Programs and Projects

• Implement a comprehensive City program of air pollution management and integrated water
quality management frameworks through proper delegation and effective coordination of
functions and activities and the improvement of local capacity in accordance with existing
rules, laws and regulations
• Hire qualified personnel to fill-up critical positions
• Enact Air and Water Quality Management Ordinances that would adopt specific provisions of
RA 9275, RA 8749 and other pertinent Environmental Laws Rules and Regulations
• Strengthen existing City Ordinances on Environmental Management that will authorize City
Personnel in enforcing existing Environmental Laws, Rules and Regulations
• Promote awareness of MBCRP Plans, Programs and Activities to business sector and
institutions through an effective and efficient IEC Program
Program # 1 Air and Water Quality Management Improvement Program

Project Administrative and Technical Capability Upgrading Project on the
Enforcement of Air and Water Quality Laws and Standards
Activities • Recruitment / hiring and training of Engineering Assistants and
Engineer III (Environmental Science / Environmental Engineering
Major) that would be in charge with air and water quality management
activities
• Training Seminars to capacitate Environmental Officers on air and
water quality management
• Conduct legislative activities and studies in the enactment and
enforcement of Caloocan City Environmental Ordinance and
corresponding Implementing Rules and Regulations
• Conduct IEC campaign / fora / seminar on the enforcement of Local
Environmental Laws and Ordinances pertaining to monitoring and
regulation of Water and Air Quality Standards
154
Program # 1 Air and Water Quality Management Improvement Program

• Conduct legislative procedural actions and studies in the Proposed
Amendment of City Ordinance 0637 and 0662 to include
supplemental provisions on imposing sanctions for Commercial and
Industrial Establishments that refuses conduct of inspections by
CEMD inspection team
• Implement IEC Action Plans provided in the Caloocan City Strategic
Communication Plan drafted by the Caloocan City Manila Bay Task
Force (CCMBTF)
Proposed • City Environmental Code / Ordinance
Legislation
• Amendment of City Ordinance 0637 (Septic Ordinance) and 0662
(Environmental Inspection Fee on pollutive business establishments)
Implementing • City Environmental Management Department
Agency
• Human Resource Management Office (HRMO)
• Public Information Office
Solid Waste Management

Introduction
Based on studies and records, the average waste-generation rate per day in Caloocan City is
0.50 kilograms per person and the average city waste generation rate792 tons per day 24. The
density of these wastes is estimated at 225 kilograms per cubic meter, while their composition is
66 percent biodegradable (yard waste, food waste, woo, etc.) and 34 percent non-biodegradable
(metal, glass, plastic, etc.). The continuous increase of volume of garbage generated corresponds
to the additional cost for collection and handling. Furthermore, uncollected waste materials
continuously contribute to worsening of flooding and outbreak of diseases.
Issues and Problems

• Low waste diversion rate in the implementation of solid wastes, collection, segregation and
disposal system
o Segregated collection is not fully implemented at all Barangays
o Deficiency of Materials Recovery Facilities (MRF) in collecting, storing, and distributing
segregated solid wastes to recycling centers.
o Insufficiency in implementing effective clean-up drive on public spaces and waterways in
all Barangays
o Need to review and update the approved 10-year Solid Waste Management Plan (29
March 2016)
Goal
24 / Based on 2015 PSA Census on Household Population
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• To develop an effective Solid Waste Management System that promotes public health and
safety, and the protection of urban environment
• To strengthen campaign on proper solid waste management collection and material waste
recovery system in all Barangays based on requirements provided under R.A. 9003
• To construct a City Material Recovery Facilities
• Strengthen capability of CEMD to effectively deliver necessary clean-up services
• Implement periodical clean-up activities on public spaces and waterways as mandated by
DILG Memo Circular No.2019-09
• To review and update approved 10-Year solid waste management plans and target vis-à-vis
current condition
• Strict enforcement of waste segregation and classifications of biodegradable, recyclable,
residual and special wastes at source
• Periodical monitoring of compliances to provisions of RA 9003 and PD 856 in all Barangays,
institutions, and business establishments
• Provide facility for segregated waste collection and storage at City Level
• To acquire necessary equipment to be use on regular CEMD clean-up
• Promote multi-sectoral participation in the conduct of weekly regular clean-up activities
• Implement effective solid waste management plans and programs based on updated studies
and data
Program # 2 Solid Waste Management Improvement Program
Project No Segregation No Collection Waste Segregation Project
Activities • IEC campaign on the strict implementation of “NO SEGREGATION
NO COLLECTION” Policy at Barangay Level
• Conduct Quarterly Survey Monitoring on all Barangays and selected
commercial and industrial establishment and institutions on their
compliance to provisions of RA 9003
Proposed -
Legislation
Agency
• Public Information Office
Project Proposed Construction of Two (2) City Material Recovery Facilities
(MRF) - South & North Caloocan City
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Program # 2 Solid Waste Management Improvement Program

Activities • Lot identification and acquisition for two (2) MRF Sites
• Conduct Project Study
• Preparation of detailed engineering design with construction Bid
documents
• Land Development and Construction of Facilities
Proposed Ordinance Authorizing the City Mayor to Purchase Properties for MRF
Legislation Sites
Project Proposed Upgrading of Clean-Up Equipment
Activities • Acquisition / procurement of Clean-up equipment such as Boom
Truck, Fogging Machines & Metal Scaffoldings, Garbage Compactor
and Vacuum Truck (Oplan Clean Agad)
Proposed -
Legislation
Implementing City Environmental Management Department
Agency
Project Weekly clean-up activities on public spaces and waterways as
mandated by DILG Memo Circular No.2019-09
Activities Implement Weekly Clean-Up Activities through mobilization activities,
and procurement of cleaning materials, rental of heavy equipment, and
other logistical support
Proposed -
Legislation
Agency
• Liga ng mga Barangay
• Department of Interior and Local Government
Estimated Cost PHP 720,000.00
Project Review and updating of 10-Year Solid Waste Management Plan
Activities Conduct of new waste characterization and other studies
Preparation of 10-Year SWMP
Proposed -
Legislation
Implementing City Environmental Management Department
Agency
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Institutional/ Administrative Development Program
Barangay Development Coordination
Goal
The City Government shall strengthen the collaboration and coordination of the executive body
and the barangay units to ensure that all programs and projects reach the appropriate
beneficiaries and are responsive to the needs of the community and reflective of the aspirations
of the city.
• Limited knowledge and skills of barangay officials and staff on the effective performance of
duties and responsibilities.
• Need to enhance/ upgrade skills of the barangay tanods in crime prevention, disaster
management, safety and protection, and other related incidents in the area of responsibility.
• To capacitate/ equip all barangay and Sangguniang Kabataan officials in analyzing their
own problems, identifying priorities, and planning out doable solutions.
• To provide the barangays with various administrative tools to efficiently, effectively and
economically perform their roles.
• To discuss the structure and organization of the barangay government and relate their
duties and responsibilities to the overall governance system.
• To enhance basic skills in the performance of duties and functions of barangay tanods in
the 188 barangays in areas of crime prevention, disaster management, service responder,
first aid and fire prevention.
• To provide a guide and quick reference for all kinds of situation during times of calamities
and disaster in the 188 barangays.
• To organize the Tanod Brigade into a federation to institutionalize and strengthen the
Barangay Peace Action Team (BPAT) as force multipliers of the police.
• To organize a Caloocan City Barangay Tanod Fire Fighters and Rescue Team with broader
and better skills necessary in responding during calamities and disaster.
• The City Government shall continue to support and facilitate capability building and
capacity upgrading of barangay officials.
• It shall enhance the administrative capability of each barangay official in the operation
and management of their respective areas.
• The City Government shall continue to spearhead providing education and capability
and skills enhancement to the barangay tanods for overall maintenance of peace and
order in the city.
• It shall provide technical support to the barangay by mobilizing experts/ technical
personnel from the City Government
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Proposed PPAs Barangay Capability Upgrading Program

• Barangay Officials Skills Upgrading Project
➢ Conduct and support periodical training-workshops/ capacity
development for barangay officials such as the Barangay Newly
Elected Officials (BNEO) which includes the following areas:
➢ barangay governance and administration
➢ development planning and project development
➢ policy formulation
➢ project programming and implementation
➢ barangay budgeting and fiscal management
➢ fund sourcing and utilization
➢ barangay taxation
➢ fund management and accountability
➢ supply and property management
➢ barangay justice
➢ legislative process
➢ other relevant development training
Implementing • Barangay Secretariat • Department of Interior and
Agency • Liga ng mga Barangay Local Government
• City Disaster Risk Reduction • Philippine National Police
and Management Office (PNP)
• Philippine Red Cross
Proposed PPAs • Barangay Tanod Skills Enhancement Project

- Conduct and support periodical training-workshops/ capacity
development for barangay officials such as the Barangay Newly
Elected Officials (BNEO) which includes the following areas:
➢ barangay governance and administration
➢ development planning and project development
Implementing • Barangay Secretariat • Department of Interior and
Agency • Liga ng mga Barangay Local Government
• City Disaster Risk Reduction • Philippine National Police
and Management Office (PNP)
• Philippine Red Cross
• Absence of a barangay socio-economic profile which is very vital in the preparation of a

barangay development plan.
• Inadequate information on the profile of barangay officials gathered based on the submitted
Personal Data Sheets.
• To provide available barangay profile/ data.
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• To provide basic information/ details on the barangay officials profile to determine

respective capacities.
• To provide records, information, laws, and issuances on barangay matters, youth affairs
and barangay justice.
• The City Government shall institutionalize a Comprehensive Database for each

barangay.
• It shall provide assistance to the officials and members of the city barangays and the
Katarungang Pambarangay.
Proposed PPAs Barangay Data Management Program

• Barangay Database Establishment
➢ Mandatory formulation of the barangay socio-economic profile
with technical assistance from the City Planning and
Development Department.
➢ Establishment/ updating of a Comprehensive Barangay Database
for all the 188 barangays to facilitate the availability of barangay
records, information, laws, and issuances on barangay matters,
youth affairs and barangay justice.
➢ Establishment, maintenance and updating of the Record of
Barangay Inhabitants (RBI) Database every six months.
➢ Conduct household census survey in the 188 barangays.
➢ Preparation and maintenance of an Updated Barangay Directory
which contains the 188 Barangay Officials Profile.
Implementing • Barangay Secretariat • City Budget Department
Agency • Liga ng mga Barangay • Department of the Interior and
• Sangguniang Kabataan Local Government
Federation • Other support office/
• City Planning and Development departments/ agencies
Department
• Barangay halls are indiscriminately constructed along rights-of-way (ROWs) due to lack of
proper/ available location.
• Lack of available lots to be allocated for barangays halls situated in critical locations
exposed to hazards such as ground shaking, liquefaction and flood.
• To acquire lots suitable for the relocation of barangay halls situated along ROWs or danger
areas.
• To provide standard design on the structure of barangay halls.
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• The City Government shall extend assistance in the acquisition of lots for the relocation
and construction/ installation of barangay halls suited for respective needs.
Proposed PPAs Barangay Facility Improvement Program

• Barangay Hall Upgrading
➢ Provision of standard design and structure for barangay halls.
➢ Provision of mobile barangay halls.
➢ Improvement of barangay facilities.
Implementing • Liga ng mga Barangay • City Planning and Development

Agency • Sangguniang Kabataan Department
Federation • City Budget Department
• Office of the City Administrator • Department of the Interior and
• City Engineering Department Local Government
• Other support office/
departments/ agencies
• Unrecognized effort and absence of morale boosting activities to exemplary performance

of appointed barangay officials.
• To give due recognition to barangay officials and tanod brigades dedicating lives for the
preservation of peace and order.
• To empower experiences of barangay officials and tanod brigades as the mainstay in the
maintenance of a crime-free barangay.
• To promote good relations between the barangay officials and tanod brigades, and the
public.
• To inspire and motivate barangay officials and members of the tanod brigade in best efforts
in the delivery of respective roles in the barangay
• The City Government shall give commendations for exemplary performance of the
barangay officials and the members of the tanod brigades in maintaining peace and
order in the barangay.
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Proposed PPAs Awards and Recognition Program

• Lupong Tagapamayapa Incentives and Awards
➢ Provision of individual recognition/ awards for exemplary acts of
the barangay tanod brigades
➢ Conduct muster inspection per zone to evaluate qualified
barangay officials
Implementing • Barangay Secretariat • City Budget Department
Agency • Liga ng mga Barangay • Department of the Interior and
• Sangguniang Kabataan Local Government
Federation • Other support office/
• City Planning and Development departments/ agencies
Department • Award-giving institutions
Civil Society Organization and Private Sector Participation
Goal
The City Government shall involve and harness the active participation and continue its
partnership with the civil society organizations in all government development efforts particularly
in the delivery of public service, and in promoting transparency and accountability.
• Coordination with the private sector in delivering public services still needs to be
strengthened.
Objectives and Target settings
• To continue contracting out delivery of public services with the private sector.
• The City Government shall continue to strengthen ties and coordination with the private
sector in its delivery of public services.
Program, Projects and Activities
Proposed PPAs
Linkages and Partnership Development Program
• Local Organizations Civic Engagement
➢ Continue contracting-out security services.
➢ Continue contracting-out gasoline utilization of the city.
Implementing • City General Services Department

Agency
162
• Existing mechanism to institute maximum private sector participation in city governance

and operation needs to be improved or strengthened.

• To strengthen partnership/ collaboration with the private sector in the implementation of
programs and projects.
• To establish a more active and dynamic partnership with the private sector to transform
the city into a progressive one.
• The City Government shall create conditions and appropriate environment to establish
and stimulate greater private sector participation and encourage them to share in the
responsibility of public service delivery.
Proposed PPAs •
➢ Continue initiatives to pursue Built-Operate and Joint-Venture
scheme of investments specifically on all public markets.
Implementing • Office of the City Mayor • Local Economic and Investment

Agency • Office of the City Administrator Promotion Office
• City Legal Department • Cultural Affairs and Tourism
Office
• City Planning and Development
Department
• Lack of trust in the government, especially of the service-providing civic organizations.

• To promote excellence in local governance through recognition and sharing of
information and support of efforts to replicate best practices at the local level.
• The City Government shall continue to encourage partnerships among civil society
organizations to improve the quality of life.
Programs. Projects and Activities
Proposed PPAs •
➢ Participation in trainings, seminars, workshops and activities
organized by the private sector in furtherance of the policies and
programs of the City Government.
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Implementing • Office of the City Administrator • Civil Society Organizations

Agency • Human Resource Management (business sector, private sector,
and Development Office non-government organizations)
Fiscal Management
• Lack of an Accounting Information System and adoption of computerization programs in

each accounting division
• To enhance the flow of work, generate timely, accurate, and reliable financial statements
and other mandated reports.
• The City Government shall shift from manual to automated bookkeeping, auditing and
other accounting functions.
Proposed PPAs •
➢ Acquisition of new computers and adoption of a computerization
program in all the accounting processes
Implementing • Information Technology Development Office

Agency • City General Services Offices
• City Accounting Department
• Outdated Schedule of Market Values (SMV)
• To adopt and implement an updated SMV by January 1, 2021

• To further enhance the city’s fiscal position so that it can effectively meet its service delivery
requirements.
• The City Government shall revise its SMV every three years as specified in the Local
Government Code of 1991.
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Proposed PPAs •
➢ Undertake General Revision of the SMV
➢ Collaboration with the concerned legislative committee on the
drafting of an ordinance adopting the revised SMV
Implementing • City Assessment Department
Agency • City Treasury Department
• Information Technology Development Office
• Need to update the city’s inventory of idle lands
• To complete an inventory of idle lands in the city by June 30, 2020, in compliance to SP
Ordinance No. 0679, series of 2017 – “An Ordinance Levying an Ad Valorem Tax on all
Vacant or Idle Lands at the Rate of Four Percent of the Assessed Value of the Property,
which shall be in Addition to the Basic Real Property Tax, Prescribing the Regulations on
the Accrual and Collection thereof, and for other purposes”, more particularly, Section 10
thereof.
• The City Government shall exercise its right to create its own sources of revenue and to
levy taxes, fees and charges.
• It may levy an annual tax on idle lands which shall be in addition to the basic real
property tax.
Proposed PPAs •
➢ Creation of a team focused on the identification and inventory of
idle lands within the city’s jurisdiction
➢ Completion of an inventory list of the city’s idle lands
• Need to convert assessment records/ archives to electronic/ digital format
Objectives and target Settings
• To create an electronic library of assessment records/ archives
165
• To preserve, in electronic or digital form, the integrity of document originals of approximately

10,000 volumes of Tax Declarations, Field Appraisal and Assessment Sheets, and other
supporting documents of the City Assessment Department
• To avoid and minimize the destruction and loss of permanent records and documents

• The City Government shall establish a digital library of old records and archives through
the introduction of appropriate information technology system including online
government assistance and information services.
Proposed PPAs •
➢ Upgrading of the Records Management, Storage and
Documentation System

Agency • Information Technology Development Office
• Lack of out-of-the-box ideas and initiative to improve the Revenue Generating Efficiency
• To embark on innovative and out-of-the-box fiscal and financial exercises

• To generate more income/ revenues
• To improve tax measures and revenue proposals
• To identify taxable businesses and accurately set collection targets
• The City Government shall formulate revenue-generating projects.

• It shall embark on innovative and out-of-the-box fiscal and financial exercises.
• It shall conduct researches to update and improve revenue and receipts collection.
• It shall examine the existing revenue system and policy structure of the city.
• It shall strengthen the city’s capacity in updating and amending the 2014 Revised
Revenue Code.
Proposed PPAs Revenue-Generating Program

•
➢ Construction of Government-built Stalls strictly for dry goods in
the New People’s Park for lease as new source of income
➢ Conduct spot inspection on business establishments
➢ Conduct public auctions conferred with plaques and certificates
➢ Conduct inventory of business establishments
166
Tax Incentives Program

•
➢ Recognition of outstanding taxpayers and barangays
➢ Conduct consultations and dialogue with the business sectors
➢ Issuance of administrative control measures
➢ Provision of incentives to Tax Collectors Programs to Prompt
Tax Payers who will reach their total quota for the month are
given 2 percent cash incentives based on the amount in excess
of quota with an approved ordinance of the City Council
➢ Application of the FMS in Business Tax Collections
•
➢ Conduct community outreach information awareness drive in
barangays recognizing the need to educate the public about the
uses and advantages of paying taxes
➢ Conduct house-to-house campaign and radio broadcasting
informing the public about local tax ordinances and the
procedure for proper compliance in preparation for collection
activities, and business tax mapping operations
➢ Provision of set questionnaires to conduct a survey of taxpayers’
data at the barangay level
Implementing • City Economic Investment • Office of the Mayor

Agency Promotion Office • Office of the Vice Mayor
• City Finance Committee • Sangguniang Panlungsod
• Income-generating offices • Barangay Officials
Department
• Lack of timeline to prepare, review, monitor and assess a Public Financial Management
Improvement Plan (PFMIP)
• To strengthen and supplement functions between financial offices/ departments
• The City Government shall conduct a PFM Assessment

• It shall strengthen and supplement functions between financial offices/ departments
• It shall ensure the achievements of intended development outcomes and impacts at
various levels
• It shall design a PFMIP Reform Roadmap and Implementation Strategies of the City
Government
167
Proposed PPAs ➢ Issuance of necessary policies to support and help the PFMIP
implementation
➢ Provision for a venue for offices/ department dialogues to
improve financial performance
➢ Formulation of the 2020-2022 PFMIP
➢ Integration of the PFMIP in the Local Development Investment
Program (LDIP)/ Annual Investment Program (AIP), if funding is
required
➢ Preparation of position papers/ recommendations on legislative
proposals/ resolutions and planned executive issuances with
fiscal policy implications
Implementing • Office of the City Mayor • City Treasury Department
Agency • Office of the Vice Mayor • City Budget Department
• Snagguniang Panlungsod • City Accounting Department
• City Finance Committee • Internal Audit Services
• Public Financial Management • Bids and Awards Committee
Assessment Team (PFMAT) • City General Services
• City Development Council Department
• Office of the City Administrator • City Assessment Department
Department
• Three Years formulation of new Investment Program and Monitoring and Evaluation of
the existing investment programs
• To formulate new investment programs and to identify new revenue measures for new
investment programs
• To venture into more sophisticated financing arrangements such as public-private
partnerships and bond financing
• To monitor and evaluate the existing ordinances pertaining to Revenue Generation in terms
of Public Private Enterprises
• The City Government shall initiate at least one revenue-generating project every three
years.
• It shall identify City Government properties which can be a source of additional income.
• It shall assess potential financing sources of the city
• It shall conduct cost sharing with other local government units (LGUs).
• It shall capitalize in its own potential, finance and achieve higher level of investment for
the city.
• It shall provide critical inputs to plan formulation and investment programming.
168
Proposed PPAs •
➢ Formulation of revenue- generating projects every three years
which will identify resources, beneficiaries and funding sources
➢ Propose strategic capital investment that would catalyze income
opportunities
➢ Review Memorandum of Understanding with Caloocan-Malabon
boundary on the status of the LGU tie-up project
➢ Recognition of private firms and confer with plaques as the city’s
partner in development
➢ Propose new feasibility study in venturing to new local economic
enterprise
➢ Preparation of a five-year business plan for the existing Local
Economic Enterprise which can be subject to review and
revision whenever necessary
➢ Incorporation of the Local Economic Enterprise in the Annual
Budget
➢ Review of the Investment Code
Implementing • Office of the Mayor • City Economic Investment
Agency • Office of the Vice Mayor Promotion Office
• Sangguniang Panlungsod • City Planning and Development
• City Finance Committee Department
• Income-generating offices/
department
• Absence of assessment of projects that require multi-year funding/ implementation

• To determine and appropriate funds for multi-year project implementation
• The City Government shall conduct assessment of projects requiring multi-year funding.
Proposed PPAs •
➢ Integration in the budget and fiscal plan the financial
requirements for multi-year projects
➢ Identification of projects that will require multi-year funding/
implementation
Implementing • Office of the Mayor • City Planning and Development
Agency • Office of the Vice Mayor Department
• Sangguniang Panlungsod • City Treasury Department
• City Finance Committee • City Budget Department
• City Development Council • City Accounting Department
• Office of the City Administrator • Bids and Awards Committee
169
• No current proposal on the Green Code of the City Government
• To enact a Green Code Act of the city
• The City Government shall provide the enactment of the city’s Green Code Act.
Proposed PPAs •
➢ Formulation/ enactment of the Green Code Act of the city
➢ Preparation of the Implementing Rules and Regulations for the
Green Infrastructure
➢ Enactment of the necessary ordinance or revenue measure
➢ Organizing a Technical Working Group and Secretariat
➢ Implement Green Building Programs
➢ Review of the Revised 2004 Revenue Code of the city to keep
in line with the Green Code Act which can generate additional
income
➢ Considering a Green Procurement Program for purchases of the
City Government
Implementing • Office of the Mayor • Business Permits and Licensing
Agency • Office of the Vice Mayor Office
• Sangguniang Panlungsod • City Environmental
• City Finance Committee Management Department
• City Development Council • City Disaster Risk Reduction
• City Planning and Development and Management Office
Department • Other offices in relation to the
• Office of the City Building preparation of the Green Code
Official Act
• Outdated Inventory Report of Assets (land and equipment)

• To update Inventory Reports of Assets and determine serviceable equipment for
condemnation/ public auction

• . The City Government shall conduct effective management of the city’s assets and
liabilities.
170
Proposed PPAs •
➢ Updating of Inventory Report of the city’s assets
➢ Conduct Public Auction on all delinquent real properties and
achieve inventory of assessment on all real properties
Implementing • Office of the Mayor • City Appraisal Committee
Agency • Office of the Vice Mayor • City Treasury Department
• Sangguniang Panlungsod • City General Services
Department
• Unidentified unregistered businesses operating in the city

• To conduct tax mapping of all business establishments within the city to ensure registration
Proposed PPAs •
➢ Inspection and examination of commercial and industrial
establishments within the city in relation to the implementation
of tax ordinances
Implementing • City Treasury Department
Agency
• Outdated Local Revenue Code

• Updated Local Revenue

• The City Government shall regularly convene the City Finance Committee.
Proposed PPAs •
➢ Conduct comprehensive review and revision of the existing
Local Revenue Code
Implementing • City Finance Committee members
• Ratification of the Caloocan City Comprehensive Zoning Ordinance s. 2016.
171
Objectives and target Settings

• To update the status of the approval of the Zoning Ordinance s. 2016 in HLURB.
Proposed PPAs •
➢ Implementation of the Comprehensive Land use Plan thru
enforcement of Caloocan City Zoning Ordinance s. 2016.
Implementing • City Zoning Administration Office
Agency • Other concerned agencies
172
Organizational Development
Goal
To create a more effective and efficient city government by reengineering and right-sizing the
institution and forging a more equitable sharing of responsibilities and resources with all other
sectors of the society. The City Government shall continually strengthen Executive-Legislative
partnership and inter-actions to institute policy reforms supportive of innovative development.
Organizational Structure
• Existence of gaps in the organizational structure of some offices and departments to be
able to efficiently and effectively deliver mandated duties and functions.

• To introduce changes in the office/ department’s staffing pattern to effectively meet the
increasing demands of public service.

• The City Government shall recommend/ promote structural changes in the current
government organization, functions and processes for proper integration of functionally-
related offices and departments.
• It shall pursue the reorganization and rightsizing of the different offices and departments
for improved efficiency and greater productivity.
Proposed PPAs
Reorganization/ Reengineering/ Streamlining and Rightsizing
Program
• Organizational Structure Evaluation
➢ Review of existing organizational structures and staffing pattern
of offices/ departments to check fitness and compatibility to
mandated duties and functions.
➢ Create and/ or abolish positions as may be deemed necessary
consistent with pertinent Civil Service Rules and Regulations
Implementing • City Legal Department
• Office of the City Mayor
Agency • City Planning and
• Office of the City Administrator
Development Department
• Human Resource Management
• City Assessment Department
and Development Office
• Other concerned offices and
• Internal Audit Services
departments
• City Budget Department
• Non-adherence of some offices and departments to their mandated duties and functions.
173

• To improve the efficiency and performance of mandated duties and functions of each
office and department to ensure effective delivery of basic services to the city’s
stakeholders.

• It shall define the roles of each office and department, and provide a system of
coordination and approach to basic issues and concerns.
Proposed PPAs • .
➢ Constant review of office and department mandates, including
legal and institutional framework required to avoid or minimize
overlapping of functions and responsibilities
Implementing
Agency
• Human Resource Management and Development Office
• Relaxing application of job description that resulted to position disparity.

• To improve the capacity and performance of the existing organizational structure and
functions.

• The City Government shall support a well-defined organizational structure and function.
Proposed PPAs ➢ Review of existing organizational structure and functions;

and rank and file intervention.
Implementing
• Human Resource Management and Development Office
Agency
• City Legal Department
• Learning experiences should be enhanced to level-up with other local government units.

• To conduct benchmarking and adoption of best practices.
• To identify practices of the City Government that may be valuable for replication and
scaling-up to other local government units.

• The City Government shall introduce innovations and best practices in governance.
• It shall develop and maintain a corporate culture that would improve and enhance
productivity.
174
Proposed PPAs Local and International Networking Program

• Research and Networking
➢ Conduct studies for the establishment of performance indicators
and benchmark standards for best practices.
➢ Conduct research and benchmarking activities for service
delivery enhancement in coordination with other local and
international government organizations.
Implementing • City Budget Department
Agency • City Legal Department
• City Planning and
• Concerned offices and
departments
Proposed PPAs Quality Service Certification Program

• Local/ International Accreditation for Excellence in Governance
➢ Conduct research and coordination with concerned institutions
on the accreditation process for standards and requirements for
service-oriented offices/ departments
➢ Pursue, achieve, and adopt developing standards for local
government performance (i.e. International Organization for
Standardization – ISO)
Implementing
Agency
• Service-oriented offices/ departments
Proposed PPAs Organizational Performance Enhancement Program

• Office Organization/ Upgrading
➢ Upgrading of the following office divisions into an office level:
− Public Information Division
− Cooperative Development and Coordinating Division
− Persons with Disability Affairs Division
− Local Youth Development Division
➢ Strengthening and reinforcement of existing offices:
− Information Technology Development Office
− City Planning and Development Department
Monitoring and Evaluation
• Absence of an integrated and synchronized monitoring and evaluation system for city
programs and projects.
175

• To assess impact of implemented plans, programs and projects.
• To institutionalize Performance Evaluation System to improve quality control and
monitoring of projects.

• The City Government shall strengthen monitoring and assessment capabilities at the
levels of policy making, planning, programming and implementation, to ensure timely and
accurate evaluation of performance.
• It shall continuously maintain check and balance along input, throughput and output
process in government operations.
• It shall review and appraise the systems, procedures and organizational structures of each
office and department.
Proposed PPAs • Plan Monitoring and Evaluation

•
➢ Creation of a Project Monitoring and Evaluation Committee
to:
− conduct integrated and comprehensive project
monitoring and evaluation of government projects to
ensure responsiveness, efficiency and effectiveness
− determine over-all impact of programs and projects
Implementing
• Office of the Mayor
Agency
• City Planning and Development Department
• Lack of monitoring and check and balance along input, through input and output process
in government operations

• To quarterly compare the actual performance in both the physical and financial
accomplishments vis-a-vis the targets.
− if actual financial performance is greater than the estimated cost
− if actual financial performance is lesser than the estimated cost
− if actual physical performance is greater than the target
− if actual physical performance is lesser than the target
• To strengthen the Cash Disbursement Program of the city
• To allow for a deeper level of analysis and a greater understanding of return of investments

• The City Government shall implement corrective measures of the City Finance Committee
for approval of the City Mayor.
• It shall adopt a Performance-based Framework.
• It shall strengthen the Internal Control System to Internal Audit Services (to act as clearing
house for the PPAs documentation).
176
• It shall integrate a project management tool to act as a central communication cluster-

based approach in the conduct of committee meetings hub.
• It shall achieve team collaboration and communication throughout the lifecycle of the
project.
Proposed PPAs •
➢ Preparation and use of accountability reports in decision-
making
➢ Establishment of a better system for monitoring and
evaluation of PPAs
➢ Formulate measures on internal control to ensure accuracy
➢ Linking of Medium-Term Plan priorities to annual budgetary
considerations
Implementing
• Office of the City Mayor • City Accounting Department
Agency
• City Budget Department • Internal Audit Services
• City Treasury Department • Other concerned offices/
departments
• Lack of periodic monitoring and review of the effectiveness/ efficiency of the existing
methods, management systems and procedures/ processes of certain offices/
departments and recommend improvements, if necessary

• To undertake periodic monitoring and review of the effectiveness of the management
systems and structures of agencies and recommending improvements needed

• The City Government shall formulate policies and develop standards and guidelines, as
well as pilot-test better management practices, such as work simplification, cost reduction
and other related measures in order to enhance efficiency and productivity in government.
• It shall study and recommend appropriate mechanisms/ strategies/ systems and
structures to improve the management of government assets, in coordination with
concerned agencies.
• It shall undertake researches and studies on government-wide organizational structuring.
Proposed PPAs ➢ Provision of technical and administrative support to the

Government Quality Management Committee in the
implementation of the Government Quality Management
Program
➢ Lead the provision of technical support to the Rightsizing
Program of the Executive Branch
177
➢ Formulation of measures on effective internal controls, for the

implementation by government agencies, to ensure the integrity,
accuracy, completeness, and reliability of government financial
and management systems, pending the establishment of an
Office of the Comptroller General in government
➢ Preparation of inputs/ recommendations on legislative proposals/
bills, draft executive orders and other proposed executive
issuances which have implications on management systems
improvement, productivity enhancement and asset management
in government and other related concerns
Implementing
• Office of the City Administrator • City Planning and
Agency
and Development Office • City Budget Department
Records Management
• Inefficient/ insufficient manual storage for safekeeping of voluminous indispensable
records/ documents taking up substantial space.
➢ Increased government requirements in compliance with new laws, rules and
regulations.
➢ Lack of standard filing equipment
➢ Difficulty of tracing records due to poor filing system

• To preserve historically valuable materials.
• To provide access to vital information.
• To promote efficient and economical operation of the government.
• To promote awareness to the City Government offices/ departments on documents/
records to be preserved.

• The City Government shall ensure management of government records and public
archives as mandated by Republic Act No. 9470 or the National Archives of the Philippines
(NAP) Act of 2007.
• It shall implement policies, procedures and scheme for a systematic filing system
especially on bound books and old records and documents.
• It shall maintain and operate a Records Storage/ Mini Archives of non-current records.
Proposed PPAs Records Management and Archives Administration Program

• Records Maintenance and Control
➢ Coordination with NAP on the creation, utilization,
maintenance, storage, use and disposition of government
records.
➢ Creation of a Records and Archives Improvement Committee
that will handle, implement and oversee the Records
Management and Archives Administration Program.
178
➢ Provision of continuous training and seminar-workshops on

Basic Records and Archives Management. for committee
members and records/ administrative personnel of each
office department.
➢ Conduct inventory of public records to identify documents for
conservation and protection.
Implementing
• Office of the Secretary to the • City Planning and
Agency
Mayor Development Department
• Office of City Administrator • Barangay Secretariat
• City General Services • Other concerned agencies
Department
• Lack of warehouse or storage facilities to secure documents and other important materials
from damage or loss.

• To efficiently secure management of documents in a central repository without wasting
space and resources where you can find needed files for reference.
• To purchase/ provide a lot in North Caloocan for the construction or establishment of
storage/ warehouse to secure important documents/ materials from various offices/
agencies.
• To preserve the usefulness and integrity of old records/ documents in the archives for an
easier and convenient records storage and retrieval
• To avoid and minimize the destruction and loss of permanent records and documents.
• To acquire modern equipment and facilities to cope with the current demand of public
service.
Proposed PPAs • Facility/ Equipment Utilization

➢ Establishment of a storage/ warehouse in North Caloocan
➢ Purchase of new vault for safekeeping of land titles and
other important documents.
Implementing
• City General Services Department
Agency
• Insufficient Centralized Data Banking System.

• To establish a computerized record keeping system.
• To achieve efficiency and cost effectiveness through the utilization of information
technology.
• To enhance statistical data generation for development planning and gender and
development requirements.
179

• The City Government shall establish an Electronic Records Management System (ERMS)
for all records/ documents/ communications
• The City Government shall enhance a centralized data record keeping by providing an
Archives and Records Management Information System for all government transactions
and documents through introduction of an appropriate information technology system.
Proposed PPAs Data Management and Computerization Program

• Database Establishment and Maintenance
➢ Acquisition of a Computerized Data Management System
➢ Computerization/ digitization/ scanning and computer-based
barcoding of all office records for easy tracking of
documents.
➢ Operationalization/ maintenance of a data warehousing.
➢ Establishment and maintenance of the Caloocan City
Information System/ City Information Portal.
➢ Creation of an electronic database for all memoranda,
executive orders and issuances and other relevant directives,
that could be easily and readily accessed by offices and
departments through the use of advance technology.
➢ Installation of an Electronic Filing System
Implementing • City General Services
• Office of the Secretary to the
Agency Department
Mayor
• City Treasury Department
• Office of City Administrator
• Information Technology
• City Gender and Development
Development Office
Resource and Coordinating
Office
• No full Computerization of Civil Registry documents resulting to manual verification and
retrieval of owner’s copies

• For timely and easy issuance of civil registry documents to all requesting parties.
• Preservation of all hard copies of civil registry documents.

• The City Government shall step-up the modernization of civil registry documents and
endeavor an expeditious and accurate issuance of civil registry documents
Proposed PPAs ➢ Digitization /Microfilming, Indexing, Storage of data central

database
➢ Preservation of all civil registry documents
Implementing
• Civil Registry Department
Agency
180
• Logistics problem on automated payment of UCC fees
• Logistics problem on automated Biometric time keeping for UCC and other remote offices

• To connect all UCC campuses (UCC North, UCC South, Voctech) to the CTO
Miscellaneous System
• To connect all remote offices / agencies to the Main City Hall network for the purpose of
linking the biometric system and other relevant and future automation

• Provide a point to point WAN connection to all UCC campus
• Provide a point to point WAN connection to all remote offices / agencies for the purpose
of linking the biometric system and other relevant and future automation
Proposed PPAs • ICT Facilities Enhancement Program

➢ Link to UCC Program
➢ Link Remote Offices / agencies Program
Implementing • University of Caloocan City • City Accounting Department

Agency • Remote Office • City General Services
• City Budget Department Department
• Absence of a network/ linkage between/ among the City Budget Department, City
Treasury Department, and City Accounting Department

• To enable prompt and efficient processing of vouchers for payment of personnel benefits,
goods/ services and infrastructure projects.

• The City Government shall set-up a network linking the three offices/ departments and
allowing electronic transference of information to expedite processing of disbursements.
Proposed PPAs • Creation of a local area network (LAN)

• Establishment of a Financial Management System
Implementing • Information Technology • City Treasury Department

Agency Development Office • City Budget Department
• City General Services Office
181
• Absence of a Geographic Information System (GIS)

• To adopt and implement a GIS Mapping Technology in order to fully automate and convert
existing base maps/ tax maps of land, buildings/ structures, and other real properties for
faster identification process.

• The City Government shall achieve efficiency and cost effectiveness through the utilization
of information technology; and to provide the constituents with greater access to better
and modern facilities and efficient public service.
Proposed PPAs • Establishment of a GIS

➢ Phase I through –
− acquisition of GIS hardware and software;
− aerial photograph of the city;
− base map preparation;
− conversion of orthophoto maps;
− orientation of raster images to real world coordinates;
− correct/ calibrate data preparation;
− plotting;
− screen editing
− Arc info editing of maps/ edge matching;
− Arc-viewing programming and data integration; and
− Photo-taking of property units
➢ Phase II through
− acquisition of GIS server peripherals;
− aerial photograph of the city; and
− Arc info editing of maps.
Implementing
Agency
• Need to convert assessment records/ archives to electronic/ digital format

• To create an electronic library of assessment records/ archives
• To preserve, in electronic or digital form, the integrity of document originals of
approximately 10,000 volumes of Tax Declarations, Field Appraisal and Assessment
Sheets, and other supporting documents of the City Assessment Department
182
• The City Government shall establish a digital library of old records and archives through
the introduction of appropriate information technology system including online government
assistance and information services.
Programs, projects and Activities
Proposed PPAs • Upgrading of the Records Management, Storage and

Documentation System
Implementing
Agency
• Need to upgrade the Information and Communication Technology (ICT) Systems and
Facilities in the financial offices

• To harness the delivery of public service in terms of project funding implementation
• To maintain the city’s standing in the Seal of Good Local Governance (SGLG)

• The City Government shall improve the Caloocan City Official Website for improved
delivery of information particularly in BAC postings and utilization of fund and how to avail
of the services offered by the City Government.
• It shall provide downloadable application forms for applying building permits, electrical
permits, occupancy permits, zoning permits and the like.
• It shall post procedures in doing business in the City Government particularly in permit
applications.
• It shall post the following in the Caloocan City Website:
➢ Caloocan City Risk Atlas
➢ Weather Report of Caloocan
➢ Reports on Career Opportunities
Proposed PPAs • Information Technology and database infrastructure that includes:

➢ IT Modernization
➢ Geospatial Resource Mapping
➢ Cadastral Survey for resource accounting and planning
• Doing business payments with the City Government through G-Cash
Implementing • Office of the City Mayor (Public • City Budget Department
Agency Information Division) • City Accounting Department
• Sangguniang Panlungsod • Bids and Awards Committee
• City Development Council • City General Services
• Office of the City Administrator Department
• City Planning and Development • City Assessment Department
Department
183
• Last day or late submission of reports due to unsynchronized/ non-integration of database
especially on offices and departments concerning Bureau of Local Government Finance
(BLGF) periodical reporting
• Too much consumption of paper that causes voluminous file.
• Insufficient storage for safekeeping of indispensable records

• To achieve efficiency and cost effectiveness through the utilization of information
technology.
• To provide the constituents with greater access to better and modern facilities and efficient
public service.
service.

• The City Government shall develop integrated records management and archiving system
for all government transactions and record documents through introduction of appropriate
information technology system including online government assistance and information
services.
• It shall establish linkages of data/ records to offices with coordination to national agencies
in terms of periodical reporting
• It shall promote paperless transactions
Proposed PPAs • Establishment of a Network System for the:

➢ Office of the City Building Official, City Engineering
Department, and Business Permits and Licensing Office
for synchronization, safekeeping and security of all
assessment records/ documents to create a well-
coordinated archive with all agencies concerned
➢ Procurement of filing cabinets and/ or storage facilities for
proper storage and safekeeping of all documents
➢ Computerization and full automation of the following:
− installation of computer terminals in all collection
sections
− automated identification of tax delinquencies
− conversion of tax records into electronic data
− set-up computer-based tax information system
Implementing • City Budget Department • City Accounting Department
Agency • Information Technology • Office of the City Building
Development Office Official
• City Assessment Department • City Engineering Department
• City Treasury Department • Business Permits and
Licensing Services
184
Frontline Service and Customer Satisfaction
• Lack knowledge/ familiarity of frontline service providers in certain procedures/ process of
a particular transaction
• Lack courteousness/ patience when dealing with taxpayers who is annoying in being
repetitive or persistent in their queries

• To simplify/ shorten procedures and measures to facilitate transactions
• To improve the quality and timeliness of the delivery of public services
• To set the ideal standards and best practice policies in public service and transactional
engagements between the city government and its constituents

• The City Government shall achieve a customer-friendly environment for customers.
• It shall ensure institution of public assistance mechanisms where all queries and requests
of the public are attended to.
• It shall give priority to improve the system in providing prompt services and special lanes
for pregnant women, senior citizens, and persons with disabilities.
• It shall continuously improve the system on the process flow in the collection of revenues
to assist the public and to enhance transparency.
Proposed PPAs • Provision of training to frontline service providers to enhance

customer service and professional communication skills
• Instill honesty and integrity in governance through value-formation
seminars
Implementing • Human Resource Management • City Assessment Department

Agency and Development Office • Business Permits and
• City Planning and Licensing Services
Development Department • Other frontline offices/
• Civil Service Commission departments
Government Facilities and Properties Maintenance
• Existing city-owned buildings and facilities need to be repaired or undergo preventive
maintenance services.
• Existing city-owned buildings and facilities and motor vehicles need to be insured.
• Lack of trained computer technicians and software developers to support the demand of
the LGU on Computerization and Automation of basic services
• Lack of formal policies to process ITO basic services, requests and priorities
• Need to check / evaluate the effectiveness of a specific area of an office operation
• Need to modernize / upgrade IT equipment in the documentation of City government
properties and relevant records
185
• Existing mechanism to institute maximum private sector participation in city governance

and operation needs to be improved or strengthened.
• Lack of trust in the government, especially of the service-providing civic organizations.
• Outdated records keeping and management system
• Need to modernize/upgrade equipment in the documentation of city government
properties and relevant records.
• Insufficient storage for safekeeping of indispensable records (i.e. 201 file)
• Absence of a Centralized Data Banking System
• Ratification of the Caloocan City Comprehensive Zoning Ordinance s. 2016.
• Need for additional awareness among the constituents on the city projects and programs.
• Inadequate knowledge on North Caloocan as an alternative investment destination.
• Lack of official social media page for City Government of Caloocan.

• To continuously maintain existing city-owned buildings and facilities that needs repair and
improvement.
• To continuously safeguard existing city-owned buildings, facilities and motor vehicles.
• To create positions that will meet the demands of the LGU on Computerization and
Automation of basic services
• To provide alternative solutions to improve delivery of services and support
• To enhance the provision of the ITO to process basic services, requests and priorities
• To assist the Local Chief Executive by recommending corrective courses of actions
• To provide prompt and efficient operations within the office and other department / office
• To strengthen partnership/ collaboration with the private sector in the implementation of
programs and projects
• To establish a more active and dynamic partnership with the private sector to transform
the city into a progressive one.
• To promote excellence in local governance through recognition and sharing of information
and support of efforts to replicate best practices at the local level.
• To provide the constituents with greater access to better and modern facilities and efficient
public service.
service
• To preserve the integrity of old records/documents in the archives for an easier and
convenient records storage and retrieval.
• To update the status of the approval of the Zoning Ordinance s. 2016 in HLURB.
• To inform the public for the development and improvement of the city.
• To encourage business community to invest in North Caloocan
• To inform the public on the updates regarding the development of city government projects
and programs.

• The City Government shall ensure and evaluate the strength and capabilities of existing
city-owned buildings and facilities.
• It shall ensure that all city-owned buildings, facilities and motor vehicles were properly
insured and safeguard against loss and wastage
• Provide budgetary requirements and positions that will meet the demands of the LGU on
Computerization, Automation of basic services
186
• Conduct seminars / training to designated personnel of each offices / Departments on

basic I.T. knowledge and technical support SOP
• Provide an automated ticketing system to record, itemize and improve record keeping of
services and support
• Provide internal policies for ITO process, requests and priorities
• Provide manuals for processing basic services, requests and priorities
• Provide manuals for automated systems for installation and end user
• Include in said system relevant statistical data for all government transaction
• The City Government shall establish the system and ensured compliance with government
policies, plans and procedures, laws and regulations which have impact on operations.
• The City government shall improve efficiency of work flow within each office and establish
close linkages and networking with other government agencies
• The City Government shall create conditions and appropriate environment to establish
and stimulate greater private sector participation and encourage them to share in the
responsibility of public service delivery.
• The City Government shall continue to encourage partnerships among civil society
organizations to improve the quality of life.
• It shall develop integrated records management and archiving system for all government
transactions and record documents through introduction of appropriate information
technology system including online government assistance and information services.
• It shall establish an inter-intra-government network where all offices, departments and
other instrumentalities including the public are hooked-up with the website.
• The City Government shall institute an Archives and Records Management Information
System (ARMIS) for all government transactions and record documents through
introduction of appropriate information technology system.
• The City Government shall provide Information Technology equipment for Audio Visual
Presentation (AVP) of city projects and programs.
• The City Government shall evolve North Caloocan into more progressive and develop
business as in south Caloocan development.
• The City Government shall regulate and monitor city updates thru social media.
Proposed PPAs Building, Equipment and Facilities Maintenance Program

➢ Acquisition of supplies/ materials and tools/ devices for the repair
and maintenance of buildings and facilities owned by the city.
➢ Provision of preventive maintenance services for elevators, air-
conditioning units and other equipment installed in various city-
owned buildings and facilities.
Implementing
• City General Services Department
Agency
• Private Sector
Proposed PPAs
• Human Resource Development Program
• ITO Personnel Expansion Program
• City Hall Personnel I.T. Skills Enhancement Program
• Information System Management Program
187
• IT Equipment Management System

Implementing
• All Offices
Agency
Proposed PPAs
• Continue initiatives to pursue Built-Operate and Joint-Venture
scheme of investments specifically on all public markets
Implementing • Office of the City Mayor • Cultural Affairs & Tourism
Agency • City Administrator’s Office Office
• City Legal Department • City Planning Department
Proposed PPAs • Participate in trainings, seminars, workshops and activities

organized by the private sector in furtherance of the policies and
programs of the City Government.
Implementing • City Administrator’s Office
Agency
Proposed PPAs
− Establish a Centralized Records Management System more
specifically on legal instruments, memoranda, circulars, etc.
− Upgrade Records Management / Storage and Documentation System
➢Preserve the integrity of old records/ documents in the archives for
an easier and convenient storage and records retrieval;
➢Avoid and minimize destruction and loss of records and documents;
− Procure filing cabinets and/ or storage facilities for proper storage and
safekeeping of all documents.
− Create an electronic database for all memoranda, executive orders
and issuances and other relevant directives, that could be easily and
readily accessed by offices and departments through the use of
advance technology.
− Web Development through acquisition of –
− Web networking to electronically link the different offices and
departments
− Upgrade the computer system (software and hardware) of all offices
and departments.
− Develop and utilize information technology for faster data storage and
retrieval.
Implementing • Office of the City Administrator
Agency
Proposed PPAs
− Records and Archives Management Program
− Create an electronic database for all memoranda, executive orders
and issuances and other relevant directives, that could be easily and
188
readily accessed by offices and departments through the use of

advance technology.
− Creation of a committee that will handle, implement and oversee the
Records and Archives Management Program
− Provision of continuous trainings and seminars for committee
members and records personnel for each office with regards to
records management and archiving of various important
documents/materials.
Implementing • Office of the Secretary to the • Information Technology
Agency Mayor Development Office
• Office of the Land Use and
• City General Services Zoning Administration
Department
• Other concerned agencies
Proposed PPAs • Implementation of the Comprehensive Land use Plan thru

enforcement of Caloocan City Zoning Ordinance s. 2016.
Implementing
• Office of the Land Use and Zoning Administration
Agency
• Other concerned agencies
Proposed PPAs • Installation of outdoor LED video wall at the New City Hall.
Implementing
• Office of the City Mayor (Public Information Division)
Agency
• City General Services Dept.
• City Engineering Dept.
Proposed PPAs • Information dissemination through brochures/promotional materials

to encourage business on North Caloocan.
Implementing
• City Public Affairs and Information Office
Agency
• Business Permit and Licensing Office
Proposed PPAs • Creation of official Facebook and Twitter page for the city
government.
➢ News Recap for weekly city events and activities
Implementing
• City Public Affairs and Information Office (CPAIO)
Agency
• Office of the Secretary to the Mayor
• - Office of the City Administrator
189

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CALOOCAN CITY 2020 – 2022 COMPREHENSIVE DEVELOPMENT PLAN

Power Services ................................................................................................................................. 41

Disaster Risk Reduction and Management ........................................................................ 119

Figure 1 Old Caloocan City Hall in A. Mabini .............................................................................................. 1

Table 1 List of Barangays per Zone ............................................................................................................ 3

Figure 1 Old Caloocan City Hall in A. Mabini

What’s in the Name?

Figure 2 Original Territorial Boundaries of Caloocan

▪ On February 16, 1962 Caloocan was inducted into Cityhood

Geography and Location

▪ South Caloocan is bounded on the north-northwest by Valenzuela, Malabon and Navotas;

▪ District 1 is composed of 70 barangays, which include Barangays 1 to 4, 77 to 85 and 132 to 188.

▪ District 2 is composed of 118 barangays, which include Barangays 5 to 76 and 86 to 131.

Table 1 List of Barangays per Zone

Zone 01 – Barangay 01 – 12 Zone 09 – Barangay 094 – 105

Rainfall Rainy Temperature (oc) Mean Sea Level Prevailing Wind

Rainfall Rainy Temperature (oc) Mean Sea Level Prevailing Wind

Table 3 Comparative Population Census Statistics 1

2000 2010 2015

Table 4 Comparative Population Ratio2

2015 (Actual) 2018 (Projected)

NCR 12,877,253 13,497,330

Caloocan 1,583,978 1,640,919

% of Pop. to NCR 12.30% 12.15%

Table 5 Population by Geographic and Political Division 2

Division 2010 (Actual) 2018 (Projected)

North Caloocan 998,887 1,034,795

South Caloocan 585,091 606,124

District I 1,193,419 1,236,320

District II 390,559 404,599

1 Various NSO and PSA Census of Population and Households

Table 6 Population, Household Population, Household and Population Density 3

Total Population HH Population Number of HHs 2015 Pop.

3 Estimated base on the PSA Census of Population and Households

Total Population HH Population Number of HHs 2015 Pop.

Total Population HH Population Number of HHs 2015 Pop.

Total Population HH Population Number of HHs 2015 Pop.

Total Population HH Population Number of HHs 2015 Pop.

Table 7 Actual and Projected Number of Households4

ANNUAL GROWTH RATE 2010 – 2015 1.18 %

NUMBER OF YEARS TO DOUBLE 2015 POPULATION 59.9 Years

IT IS PROJECTED THAT BY YEAR 2025 THE POPULATION OF CALOOCAN WILL REACH

Age 2015 Projected

4 Estimated base on the PSA 2015 Census of Population and Households

Age 2015 Projected

Table 9 2015 Age Sex Composition, Caloocan City5

Age Group Both Sexes Male Female Ratio

Figure 3 2015 Age Sex Composition, Caloocan City 6

80+ (2,075) 5,229

Table 10 2015 Dependency Ratio6

6 PSA 2015 Census of Population and Households

Figure 4 Comparative Dependency Ratio 2000 - 20157

Old Age Dependent (ages 65 and above) % of Dependents

Table 11 Comparative Dependency Ratio 2000 - 20157

2000 2010 2015

HIGHEST EDUCATION ATTAINED BOTH SEXES MALE FEMALE

7 Various NSO and PSA Census of Population and Households

Table 13 Household Population by Religious Affiliation9

RELIGIOUS AFFILIATION NUMBER OF MEMBERS PERCENTAGE

Figure 6 Household Population by Religious Affiliation9

9 PSA 2015 Census of Population and Households

Household Population by Ethnicity

Table 14 Household Population by Ethnicity10