EXECUTIVE SUMMARY

The development plan for Payatas was brought about by the compelling need to
improve the poor quality of life and deteriorating physical condition in the area.
Some forms of intervention far beyond the current levels being extended by the
government are deemed expedient to reverse the situation and make optimum use of
the area’s potentials in furthering proper urban growth not only of Payatas but of the
neighboring municipalities of Montalban and San Mateo. This Framework Plan
therefore seeks to establish the directions thru which the desired growth for Payatas
and its environs can be achieved.

Coverage

 Whole of Barangays Batasan Hills, Commonwealth, Bagong Silangan and

Payatas.

 Portions of Barangay Holy Spirit and Fairview.

 The National Government Center (NGC) and part of the Novaliches Reservoir.

Land and Land Use

 Total area is 2,817.994 hectares.

 Planning area is 1,910.994 hectares (less Novaliches Reservoir portion, 907 has.)

 1995 Land Use Distribution

LAND USE AREA PERCENTAGE

(HAS.) (%)
Residential 221.6083 11.60
Commercial 17.8090 0.93
Industrial 0.7250 0.04
Institutional 35.2523 1.84
Utility (include. dumpsite) 21.9613 1.15
Open Space 1.2163 0.06
Informal Settlements (incl. NGCHP) 519.5583 27.19
Vacant 1,092.8635 57.19
TOTAL 1,910.9940 100.00

Population

 Population is 412,459 or about 19% of the 2000 city’s population

 Annual population growth rate is 5.78% compared to the city’s growth rate of
1.92%

 More than 80% or 249,200 of the residents are informal settlers.

i
Significant Problems

 The entire area consist of privately-owned titled properties. Except for the
developed residential subdivisions and government offices in the NGC, many
other areas are occupied by informal settlers, thus legally restricting actions for
delivery of basic services and entry of utilities due to right-of-way problems;

 Roads are either bad or lacking in many areas;

 Basic amenities for water and electricity could not be extended;

 Facilities like health centers / hospitals, schools and for protective services
(police and fire) could not be properly provided due to lack of permanent sites
while existing schools and health centers are in sad state of physical condition,
ill-equipped and inadequately manned.

 Conflicting claims on land ownership with which many residents are holding
claim on their occupancy result to growth of informal settlements/unplanned
communities.

 With the declaration of the 150-hectare west-side portion of NGC as site for
housing (under Proclamation No. 137 dated 11 August 1987) the remaining 294
hectares at the east is all that remains as site for national government center.
However, continuous proliferation of informal settlers in this east-side portion
not only impedes intended development thereon but more significantly, threatens
the very existence of the proposed government center. There are moves to
change the intended use of the NGC. Since its development bears significance
and influence on the ultimate development plan of Payatas and Quezon City as a
whole, there must be a final and definite decision on what exactly to do with the
undeveloped portion of the NGC.

 The Payatas dumpsite plays a major function as waste disposal facility for the
city but the open dumping method being practiced poses grave hazards to health
and environment which, among others, stagnates proper urban development;

 Significant levels of air, soil and water pollution are observed in the area;
 Health condition is poor as indicated by the high incidence of upper
respiratory diseases, gastro-enteritis and malnutrition.
 Studies are being prepared by concerned agencies of government for the
closure of the dumpsite but the closure remains unattainable in the absence
of alternative facilities to take its place.

 Levels of employment and investments in the area are low. The urban poor have
inadequate skills, wanting in livelihood and employment opportunities.

 There is lack of coordination among the many groups (GOs and NGOs)
operating in Payatas, resulting to overlapping and concentration of services in
some areas and inadequacy or lack in others.

ii
DEVELOPMENT FRAMEWORK
Desired Development Options. The growth envisioned for Payatas is the mixed
type of development where opportunities for employment and social development
are encouraged to support the residential areas and create a self-sustaining
community.

Development Goals. Development efforts shall address existing problems and shall
be guided by the following goals:

 To pursue a balanced physical development for Payatas that is consistent and at

pace with the overall development of the city;

 To effect proper physical development where access, circulation and land use
allocation are efficiently provided;

 To improve the quality of life in Payatas by enhancing and sustaining the

delivery of basic services;

 To attain sustained economic growth by creating opportunities for livelihood and

employment; and

 To secure tenure of residents

Development Policies. The plan seeks to realize the vision of development for
Payatas by pursuing the following policies:

 Acquisition of lands for the provision of decent housing at socialized cost shall
be vigorously pursued;

 Priority in public investments shall be given to infrastructures and utilities which

seek to enhance delivery of basic services and livelihood and employment
opportunities;

 A more rational utilization of land that is hinged upon optimum use and
equitable allocation shall be emphasized;

 The participation of the private sector which is crucial in a multi-effort

undertaking such as Payatas shall be encouraged; and

 In line with the government policy of people empowerment, there shall be more
substantial and active involvement of the community in formulating and
implementing plans and programs

iii
Development Objectives and Strategies. Formulation of implementing plans,
programs and projects shall be guided by the following objectives and strategies:

Physical Development

 To acquire areas for on-site and relocation housing developments utilizing

various financing programs available such as the Community Mortgage Program
(CMP), UHLP; and employing best applicable schemes for area development;

 To achieve the optimum use and equitable allocation of land in Payatas by

adopting a rational land use plan and enforcing the necessary zoning measures;

 To improve physical and environmental conditions by undertaking steps for the

legal acquisition of the needed land and right-of-ways for providing the required
infrastructures / facilities and utilities

Social Development

 To control population growth (mainly from in-migration) to sustainable level by

enforcing a revitalized and sustained controlling squatters program and
intensifying the family planning program

 To improve the health status thru an accelerated health program that seeks to
reduce mortality and morbidity by promoting health care and upgrading or
providing additional services, facilities and personnel

 To provide better-quality education thru improvement and expansion of existing

school facilities including acquisition of permanent school sites and provision of
additional classrooms, supplies and instructional materials and hiring of more
competent teachers

 To create and maintain a secure Payatas by upgrading the quantity and quality of
the police and firefighting forces and providing them adequate facilities, vehicles
and communication system

 To provide welfare programs and opportunities geared at developing the

capability of the socio-economically disadvantaged residents towards self-
reliance

 To provide socialized housing to homeless and low-income residents

iv
Economic Development

 To provide wider employment opportunities thru the promotion of income-

generating activities and the extension of livelihood finance facilities

 To improve the productivity and employability of the labor population thru the
expansion and intensification of manpower development programs such as the
establishment of trade schools and conduct of skills training courses

Organizational Development

 To improve the government’s capability to implement programs and deliver

services by establishing and strengthening organizational linkages and inter-
agency coordination and creating an effective system of program monitoring and
evaluation

 To establish mechanisms that will encourage and ensure more active and
responsive community and private sector participation

Conclusion

In closing, the plan takes note of the policies and line of action that have to be
undertaken in addressing significant problems in Payatas. Among other things, it
calls for the allocation of funds and identification of funding sources and financial
schemes to operationalize and sustain the plans and programs.

It also proposes the maintenance of the member-agencies comprising the

Presidential Task Force as the interim body that will develop the specifics and
working details required for the successful implementation of the plans and
programs set forth in this framework plan and handle all matters pertaining to the
development of the region.

v
I. BASIC CONSIDERATIONS

There are compelling reasons to the notion and proposal to develop Payatas
Estate in Quezon City. In many ways, the area may be considered significant.

Payatas area occupies a little less than twenty percent (20%) of the city’s land
area and has about fifteen percent (15%) of the city’s total population.
Majority of the residents fall below the poverty level, living under harsh and
poor conditions in the depressed communities particularly those near the
dumpsite.

While a big portion of the area has been developed into residential
subdivisions, vast areas of land remain either underdeveloped or undeveloped
because of poor access and lack of services and facilities. Many of these areas
have evolved into informal settlements or squatter colonies.

Payatas is strategically located and once developed into a sound urban

community, it can contribute largely to the overall growth of Quezon City.
The area can contain a rational mixture of housing sites, commercial and
business centers, light industries, civic centers, educational areas and
recreational parks. The quality of life is expected to improve and there shall be
generated income for the residents and the city.

This growth is envisioned to have multiplier effects. Payatas shall be an

important growth node for the neighboring towns of San Jose del Monte,
Rodriguez (Montalban), San Mateo and Marikina. Roads coming from
Payatas shall open up undeveloped areas in these municipalities and shall
result to socio-economic interactions among Payatas and the said areas. As the
growth continues, the role or function of each area may be established and
reinforced with the corresponding support from the other areas.

There are legal issuances that support the development of Payatas. City
Council Ordinance No. NC-71, S-88 declared and reserved the entire Payatas
Area as a “Socialized Housing and Mini-commercial / industrial site for such
amenities and necessary support activities and establishments, for the benefit
of the landless residents of Quezon City”. Ordinance No. NC-523, S-91, on
the other hand, approved and adopted the Payatas Urban Development
Program. There is one law, however, that will significantly provide the legal
mandate for the transformation of Payatas into its desired state. This is R.A.
7279, otherwise known as the “Urban Development and Housing Act”.

In the light of the task confronting the government, the community and sectors
that should be involved in the progressive transformation of Payatas, President
Fidel V. Ramos issued Administrative Order No. 92 on October 20, 1993
creating a task force to formulate short-term and long-term plans for the
development of Payatas.

1
II. EXISTING SITUATION

PHYSICAL

The Project Area

Background. The original Payatas Estate as registered under OCT 333

covered an approximate area of 5,295 hectares. It was situated in the
Municipalities of Montalban and San Mateo. When Quezon City was formed,
the greater portion of the Estate became part of the new city.

Payatas Estate in Quezon City. The part of Payatas Estate within the
jurisdiction of Quezon City lies at the northeastern periphery of the city, along
the boundary of Montalban. It has an area of approximately 2,818 hectares
and covers the entire barangays of Commonwealth, Bagong Silangan and
Payatas and part of Barangays Fairview, Holy Spirit and Batasan Hills. Of the
total land area, 907 hectares or 31.6% is within the Novaliches Reservoir (La
Mesa Dam), 444 hectares or 14.73% is part of the National Government Center
(NGC) and the remaining 1,467 hectares or 52.06% comprises the developed
subdivisions, the undeveloped areas and the squatter communities.

Land Use

The 1995 existing general land use in Payatas can be categorized and
distributed as follows:

1995 Actual Land Use (from GIS)

LAND USE AREA PERCENTAGE

(HAS.) (%)
Residential 221.6083 7.86
Commercial 17.8090 0.63
Industrial 0.7250 0.03
Institutional 35.2523 1.25
Utility (include. dumpsite) 21.9613 0.78
Open Space 1.2163 0.04
Informal Settlements (incl. NGCHP) 519.5583 18.44
Vacant 1,092.8635 38.78
Reservoir 907.000 32.19
TOTAL 2,817.9940 100.00

2
 LEGEND
PAYATAS ESTATE
N
CITY / MUNICIPAL BOUNDARY
PAYATAS
SPECIAL AREA DEVELOPMENT
PROGRAM
PAYATAS ESTATE MAP
GRAPHICAL SCALE

500 0 500 1000 1500 2000 Meters

1
2
Natural Features

 Payatas has several natural features that are environmentally important and
which have influence over plans for urban development. These include
creeks, rivers, ravines and the low-lying areas located near the Marikina
River.

 Another natural feature is the Valley Fault System which traverses Payatas
along its eastern boundary.

Roads

Primary Roads

 Commonwealth Avenue is the main thoroughfare traversing Payatas. It

has a right-of-way width of 95 meters.

 IBP Road 1 is basically a service road for the NGC area but it also serves
as the main access road to properties situated in the central areas such as
Filinvest.

 Litex Road is originally part of the peripheral road of the La Mesa

Reservoir but now serves as the sole public road of northern Payatas area.

 The proposed Batasan-San Mateo Road will provide direct link with the
adjoining Municipality of San Mateo.

 Proposed C-6 is a metro tollway facility that is expected to traverse the

area but is still under study as to its alignment by the PNCC as a BOT
project of DOTC.

Secondary Roads

 Collector roads branch out from the primary roads extending the network
into the inner areas. These are mostly subdivision main roads like the
following:

1. Regalado Avenue in Fairview;

2. Filinvest Avenue in Filinvest Phase I;

3. Doña Juana Avenue and Don Vicente Avenue in Filinvest Phase II;
and

4. Spiritual and San Bautista Roads in Don Carlos Heights.

5
 LEGEND

CONCRETE PAVED

ASPHALT PAVED

DIRT / UNPAVED

EXCLUSIVE ACCESS AREA

BUS ROUTE
N / JEEPNEY ROUTE / TERMINAL
PAYATAS
SPECIAL AREA DEVELOPMENT TRI CYCLE TERMINAL
PROGRAM
CREEK / WATERWAY / DRAINAGE
INFRASTRUCTURE & UTILITIES
GRAPHICAL SCALE
DUMPSITE
500 0 500 1000 1500 2000 Meters
MWSS SERVICE AREA

6
Total Kilometerage

Payatas has a total kilometerage of 165.4 kilometers classified as follows:

Classification Length Percentage

(in kms)
Primary Roads 12.3 7.53
City Roads 20.15 12.33
Private Roads 98.15 60.10
Community Roads (without 6.6 4.04
legal right-of-ways)
NGC Roads 26.20 16.00
Total 163.4 100.00

Accessibility

 About 220 hectares of Payatas area remains inaccessible.

 About 170 hectares are being accessed by non-legal roads, i.e., roads
developed by the residents themselves.

 With public access limited to existing Litex Road and IBP Road, the level
of dependence among roads in private properties is very high such
that entry of physical development is very much impeded.

 The absence of access is the main factor that prohibits utility services
such as electric power, water, public transport and communication in the
area.

Transportation

Mode

 Buses and jeepneys plying the Fairview route pass along Commonwealth
Avenue.

 Only jeepneys serve as public transport at the northern areas via Litex
Road. They ply either the Lupang Pangako or Montalban routes.
Approximately, 100 units ply these routes. Fare is minimum at P2.00 but
varies depending on distance.

 Tricycles service all other parts of Payatas. There are 10 registered

Tricycle Operators and Drivers Associations (TODAs) with 1892 units
operating in the area. Minimum tricycle fare is P2.00.

 In affluent communities like Filinvest, Capitol Park Homes, Vista Real,

Don Jose and Ideal Subdivisions, residents use private vehicles.

7
Drainage and Sewerage

 Payatas is drained principally by the Marikina River Basin with the

Marikina River as the main drainage outfall.

 Developed areas such as residential subdivisions have their own

drainage network of manmade canals or pipe grids discharging into rivers
and creeks.

 Toilet facilities and individual sewer tanks are mostly found in developed
housing areas such as private subdivisions (Filinvest, Capitol Park Homes,
Ideal Subdivision, etc.). In Bagong Silangan, residents mostly employ
water-sealed types of toilet facility. In Lupang Pangako, 80% of the
residents utilize open dumping practices for waste disposal.

 There is no area-wide sewer system for Payatas. Waste water coming from
squatter colonies is usually directly and indiscriminately discharged onto
the ground surface.

Solid Waste Disposal

 The Payatas open dumpsite is situated in the northern part of the area some
3 kms from Commonwealth Avenue via Litex Road. It occupies more than
13 hectares of private properties.

 An estimated 5,162.3 cu.m. (924 tons) of garbage is being dumped in

Payatas daily. The bulk (about 79%) comes from the City with the rest
being sourced from other municipalities and establishments. However, in
1995, only Quezon City was allowed to use the dumpsite.

 There are approximately 2,000 scavengers and 20 junkshop operators who

benefit from the presence of the dumpsite in the area.

Water Supply

 Approximately, only 33% of the area is served by MWSS. This

primarily consists of the residential subdivisions immediately
surrounding the Batasan Complex and those near Fairview.

 Water requirements of those residing in the remaining 70% are serviced by

both public and private artesian wells, open pit wells, spring creeks and
water peddlers.

 Under the Lingap Program of the Community Relations Office under the
Office of the Mayor, approximately 117 deepwells have been installed; 43
units in Barangay Commonwealth, 12 units in Barangay Bagong Silangan,
18 units in Barangay Payatas, 34 units in Barangay Batasan Hills, 8 units
in Barangay Holy Spirit and 2 units in Barangay Fairview.

8
 Water rationing is undertaken by the city government on a daily basis
within the areas of Lupang Pangako (Phase I, II, III and IV) where most of
the urban poor population (approximately 4,000 families) is situated. This
is done under the SMILE Project: OPLAN PAGLINGAP SA PAYATAS
under of the Office of the Mayor.

 A 14,000 liter tank is utilized to deliver drinking water from MWSS. Each
Phase is serviced weekly according to the number of the families. Phase
III is served for 2 consecutive days due to its large population.

Schedule of water rationing is as follows:

Lupang Pangako Phase IV Monday
Lupang Pangako Phase III Tuesday and Wednesday
Lupang Pangako Phase II Thursday
Lupang Pangako Phase I Friday

Other sources of drinking water include private artesian wells and

water peddlers. Water is bought at P5.00 per 5 gallon container.

Power Supply

 Electricity supply is largely confined to areas with established road lots

where posts and line installation can be put up. Areas serviced by
MERALCO include Capitol Park Homes, Filinvest, Bagong Silangan,
Ideal Subdivision, Doña Carmen, and Fairview and developed
subdivisions along Gravel Pit Road estimated to be 805.435 has. or
15.21% of the area.

 In inner areas, residents usually derive their electricity thru the single-
metering project of MERALCO managed by neighborhood cooperatives.
The project employs a communal meter to measure the consumption of the
entire community and consumption charges are then shared
proportionately by the residents.

 A better alternative to the single-metering project is the Depressed Areas

Electrification Project (DAEP) implemented in cooperation with the
local government and the Presidential Commission on Urban Poor (PCUP).
Under DAEP, households shall have direct individual access to the
MERALCO service line and shall have their own meters to measure
consumption. The city government extends assistance to community
organizations in the form of survey of existing condition and preparation of
road plans required by MERALCO. PCUP, on the other hand, accredits
community organizations and conducts information dissemination about
the project.

 The first area long energized under DAEP was the Bagong Silangan Proper
which is a property of the city. As of 1995, there are 6,615 numbers of
households in Payatas serviced through DAEP.

9
SOCIAL

Demography

 Payatas area has a population of 311,502 or 15.66% of the city’s 1995

population.

 Average annual population growth rate for the past ten years is 12.45%
compared to the city’s 3.60%.

 High growth rate is due to migration. The continuous influx of squatters is

alarming. Estimates indicate that more than 80% or 249,202 of the
residents are squatters.

 The female population comprises 155,782 or 50.01% while male

population constitutes 155,720 or 49.99% of the population.

 Women of the reproductive age (15-44 yrs. old) is 80,446 or 51.64% of the
total female population.

 The population is described as generally young.

 School age population (7-21 yrs. old) is estimated to be 98,840 or 31.73%

of the total population.

Health

 Crude birth rate is 47.43/1000 population.

 Crude death rate is 3.83/1000 population. Infant mortality rate is

16.23/1000 live births while child mortality rate is 1.86/1000 1-4 yr(s). old
population. Maternal mortality rate, on the other hand, was reported to be
0.58/1000 live births.

 Leading causes of morbidity are pneumonia, diarrhea, PTB, cardiovascular

diseases, measles and upper respiratory tract infection.

 Leading causes of mortality are myocardial infraction, cardiovascular

accident (hypertension), broncho pneumonia/pneumonia and PTB,
malnutrition.

 Malnutrition is rampant among children. In Lupang Pangako, about 35%

of the children are suffering from first to third degree malnutrition.

10
 LEGEND

HEALTH CENTER / SUB-STATION 7

DISTRICT HOSPITAL

DRUG REHABILITATION CENTER (TAHANAN)

PRIVATE MATERNITY CLINIC

N N.G.O.

PAYATAS SUB-STATION
SPECIAL AREA DEVELOPMENT
PROGRAM
HEALTH FACILITIES MAP
GRAPHICAL SCALE
500 0 500 1000 1 500 2000 Met er s

11
 Health facilities include six (6) health centers and three (3) health sub-
stations, only one of which is housed in a typical health center building
while the rest are occupying temporary sites in barangay halls, police
stations or chapels. These health centers are augmented by the SMILE
Mobile Clinic and the Scandinavian Mission. The Quezon City Drug
Rehabilitation Center catering to drug addicts who wish to be rehabilitated
is located in Payatas. The Payatas District Hospital has been constructed
but has to be cleared of its illegal occupants and be provided with water
and electricity to be operational.

 The health centers are manned by seven (7) physicians, four (4) dentists,
thirteen (13) nurses, thirty two (32) midwives, one (1) dental aide and one
(1) utility aide.

Education

 Elementary school age population (7 - 12 yrs. old) comprises 43,361 or

43.87% while secondary school age population (13 - 16 yrs. old) comprises
23.05% or 22,783 of the total school age population of 98,840.

 There are nine (9) public and one (1) private elementary schools, three (3)
public high schools and seven (7) private schools offering both elementary
and secondary classes.

 Enrollment (SY 1995-1996) is 32,556 in the public elementary schools and

8,162 in public high schools. Enrollment participation rate (EPR) in the
elementary and secondary level is 63.89% and 29.77%, respectively.

 Number of classrooms is 191 in public elementary schools and 78 in public

high schools. Classroom-student ratio is 1:171 in the elementary level and
1:105 in the secondary level.

 There are 500 teachers in the elementary and 231 in the high schools.
Teacher-student ratio is 1:65 in the elementary and 1:35 in the secondary
schools.

Welfare Services

 Majority of the residents belong to the low-income level.

 Pre-school children (3 - 6 yrs. old) is estimated to be 34,546 or 11.09% of

the total population.

 There are 31 day care centers operating in Payatas. Most of these are
improvised structures occupying private lands, shared with barangay hall
and other community facilities.

12
 LEGEND

PUBLIC ELEMENTARY SCHOOL

PUBLIC SECONDARY SCHOOL

PRIVATE ELEM / SECONDARY SCHOOL

PRIVATE SECONDARY SCHOOL

PUBLIC LIBRARY
N
PAYATAS
SPECIAL AREA DEVELOPMENT
PROGRAM
EDUCATIONAL FACILITIES MAP
GRAPHICAL SCALE
500 0 500 1000 1500 2000 Meters

13
 LEGEND

DAY CARE CENTER

N
PAYATAS
SPECIAL AREA DEVELOPMENT
PROGRAM
DAY CARE CENTERS
GRAPHICAL SCALE
500 0 500 1000 1500 2000 Meters

14
 LEGEND

POLICE STATION

POLICE DETACHMENT

FIRE SUB-STATION

N
PAYATAS
SPECIAL AREA DEVELOPMENT
PROGRAM
PROTECTIVE SERVICES
GRAPHICAL SCALE
500 0 500 1000 1500 2000 Meter s

15
 The city government extends welfare services mainly through its Social
Services and Development Department (SSDD) whose programs cover
family life education, parent effectiveness, volunteer’s training; social
enhancement of women, the elderly and the disabled; public assistance;
day care services, supplemental feeding, livelihood and others.

 There are 51 government and non-governmental groups (religious and

civic) extending social services.

Protective Services

 Payatas is within the jurisdiction of Station 6 Police District Command.

There are also five (5) Police Kababayan and three (3) fire stations in the
area.

 The average annual crime rate was reported to be 161.43. Theft and
robbery are the most committed crimes.

 Total police force is 113. Police-population ratio is 1:2,757 which is way

below the standard ratio 1:500. The area needs 510 additional policemen.

Housing

 Roughly, eighty percent (80%) of the residents are urban poor or informal
settlers needing decent housing. They occupy some 362 hectares
excluding the NGC Socialized Housing Project.

 The unabated influx of squatters remains a major problem usually blamed

on squatter syndicates and prevailing land issues.

 Development efforts which cover housing are often hampered by the

opposition of squatters who rely heavily on such land issues concerning
OCT 333 (Spanish Title) and the existence of forest lands.

 Some 376 hectares of land are still available for socialized housing aside
from the 157 hectares set aside in NGC by virtue of Presidential
Proclamation 137 (August 11, 1987).

 31 depressed areas have availed of the Community Mortgage Program

(CMP) of the National Housing Mortgage & Finance Corporation
(NHMFC) benefiting some 1,635 households.

16
ECONOMIC

Income and Employment

 Majority of the population are squatters.

 According to the findings of PCUP in the course of evaluating and

accrediting 33 urban poor organizations (UPOs), majority of the members
of these UPOs belongs to the lowest 30%-income group whose monthly
income ranges from P 1,000 to P 3,000.

 A study conducted in Lupang Pangako in 1992 showed that the average

monthly family income in that area was P 3,251.57 which was way below
the NEDA inflated poverty line of P 5,912.00.

 Results of the survey on business establishments conducted by the NSO in

Payatas (1993) are as follows:

No. of Establishments (1993)

Type Number %
Community & Social & Personal Services 508 38.02
Wholesale & Retail Trade 516 38.62
Manufacturing 263 19.69
Financing, Insurance, Real Estate & Other 36 2.7
Business Services
Transportation, Communication & 7 0.52
Storage
Construction 6 0.45
Total 1,336 100.00

 The 1,336 establishments represent only 5.14% of the city’s total number
of establishments surveyed in QC.

 Most of these establishments are located along Commonwealth Avenue

and are mostly engaged in small to medium wholesale and retail
operations.

 There is only one wet-and-dry market with “bagsakan”/trading facility and

which is inaccessible to the residents of the undeveloped areas, resulting to
the sprouting of talipapas in several sites.

 The 1989 Baseline Survey Report for Lupang Pangako (under the
Integrated Development Project for the urban Women and Children of
Quezon City) indicates:
a. 56.46% of the population are low-income earners.
b. 46.95% of the total labor force is unemployed.

 Majority of the employed population belongs to the informal sector

composed mostly of vendors, hawkers, scavengers, scrap dealers, etc.

17
18
 There are 2,000 scavengers working in the dumpsite.

 Current programs of the government that would respond to existing

economic problems in the area:

Livelihood and Employment

1. Livelihood Skills Training Programs

Training on Soft Trade Skills
paper / waste recycling
food processing and technology
meat processing
stuffed toy making
rug making
soap making
candle making
cosmetology
hotel and restaurant services
Training on Hard Trade Skills
practical electricity

2. Employment and Assistance Program

Public Employment and Service Office (PESO)
Summer Youth Program
On-the-Job Training Referral Project
Special Project for Students
Establishment of Employment Information Center
Manpower Guidance and Counseling

3. Labor Market Information Program

Comprehensive Skills Registration Project
Mapping and Establishments
Skills Profile Project

4. Cooperative Education and Development Program

Urban Workers Organization Project
Urban Working Youth Club / Center Project

5. Entrepreneurial Development Program

6. Technical Assistance Program

7. Market Assistance Program

8. Financial Assistance Program

Small Income Generating Activity (SIGA) Project
Kaunlaran Project

19
ORGANIZATIONAL

Local Government

Payatas Area covers the entire barangays of Batasan Hills, Commonwealth,

Bagong Silangan and Payatas and portions of Barangays Fairview and Holy
Spirit. These barangays are under the jurisdiction of their respective barangay
governments consisting of the barangay captains and the barangay councils.
The city government has direct supervision over the barangay governments.

The delivery of basic services is extended thru frontline departments / offices

of the city government such as the City Health Office, Division of City School,
City Engineer’s Office, SMILE, Social Services Department, Community
Relations Office and the Barangay Operations Center.

National Government Agencies

Aside from the local government, there are agencies of the national
government which provide services that help to improve living conditions in
Payatas. These include the Department of Health, Department of Education,
Department of Social Welfare and Development, Department of Public Works
and Highways, National Housing Authority and the Presidential Commission
on Urban Poor.

Non-Government Organizations (NGOs) and People’s Organizations

(POs)

Generally a depressed area, Payatas is host to some 96 non-government

organizations (NGOs) which also extend services that seek to alleviate the
living condition of the residents. They consist of civic, charitable, religious,
educational and cause-oriented groups. A few identified ones are the Religious
of the Virgin Mary, Scandinavian Children’s Mission, Center for Housing and
Human Ecology Development Foundation, Inc. (CHED), Ateneo Saling-
Sining, Caritas Foundation, Canaan, Evangelical Church, Promised Land and
Rotary Club.

It is natural to see urban poor groups proliferate in Payatas since majority of

the residents are urban poor dwellers. There is no exact figure as to the
number of these groups since there is no total inventory of them. Besides,
agencies handling their accreditation and registration have not reconciled their
lists to come up with a common list. The City Council has accredited the
entire Payatas area. However, Barangay Payatas alone has more than 40 POs
registered in the barangay development council.

20
 LEGEND

BARANGAY HALL

N
PA YA TA S
S PECIA L A REA DEV ELOPM ENT
PROGRA M
BARANGAY H A LLS
GRAPHICAL SCALE
500 0 500 1000 1500 2000 Meters

21
III. DEVELOPMENT PROBLEMS AND POTENTIALS

PHYSICAL

Issues / Problems

 Adverse claims on ownership of certain parcels of land contributing to

uncontrolled entry of migrants and spread of unplanned communities;

 Uncoordinated development as shown by unintegrated roads between

adjacent subdivisions;

 Lack of road rights-of-way to access inner areas, facilitate local circulation

and regional network integration and for entry of utility services like
electricity and water supply;

 Lack of government-owned sites for vital socio-economic services and

facilities;

 The Payatas dumpsite poses grave hazard to health and environment and it
almost limited area is filled up, thus, its impending closure;

 Lack of potable water supply and sanitary facilities; and

 The development plan for NGC bears impact on Payatas

Potentials / Opportunities

 Availability of lands to implement housing projects under RA 7279 or

UDHA;

 The active participation of the private sector in various development

efforts;

22
SOCIAL

Issues / Problems

 Rapid and uncontrolled increase of informal settlers

 Poor health condition

 Lack of medical personnel, supplies and equipment

 Inadequate supply of potable water and sanitary toilet facilities;

 Utilization of Payatas District Hospital is hindered by its occupants and the

lack of basic facilities;

 Increasing number of enrollees

 Inadequacy of school buildings and facilities

 Unavailability of permanent school sites

 Shortage of teachers

 Inadequate textbooks, curriculum and instructional materials, low

academic achievement levels;

 Significant number of socio-economically disadvantaged groups and

individuals needing welfare services.

 Poor physical condition of day care centers

 Poor access to and inadequacy of police and firefighting facilities,

manpower, vehicles and communication equipments.

Potentials / Opportunities

 Generally young population;

 Availability of vacant lands for various community facilities

 Existence of various government and non-government organizations

providing services in the area

 Presence of community-based organizations to be tapped in the

development efforts.

23
ECONOMIC

Issues / Problems

 High incidence of poverty;

 Low level of investments;

 Lack of economic baseline data;

 Lack of economic facilities that cater to economic needs of residents (e.g.,

markets, training centers, big business establishments);

 Low employment levels;

 Increasing labor force (dependent population) that requires generation of

more livelihood and employment opportunities;

 Limited government programs to respond to existing economic needs in

the area; and

 Lack of infrastructure support facilities.

Potentials / Opportunities

 Existence of various agencies giving livelihood and employment assistance

in the area;

 Availability of undeveloped land suitable for commercial and industrial

development;

 Availability of cheap labor and large trainable manpower base; and

 Abundant supply of raw materials (e.g., scrap / recyclable materials, clay,

adobe).

24
ORGANIZATIONAL

Issues / Problems

 Lack of coordination among concerned groups and agencies resulting to

overlapping and concentration of services in some areas and inadequacy or
total lack in other areas.

 The existence of several people’s organizations results to conflict in

representing the community

 The animosity between the barangay leaders and some community

organizations in the area. This is counterproductive and detrimental to
development

 The boundary dispute among Barangays Payatas, Commonwealth and

Bagong Silangan is causing confusion and may forestall efforts of
development.

Potentials

 There is keen interest among the private sector and non-government

organizations (NGOs) concerning Payatas. In fact, an undetermined
number have some programs already in place in the area.

 The community organizations and their members can be tapped in the

development of their community.

 The government is giving priority attention to Payatas.

25
IV. DEVELOPMENT FRAMEWORK
DEVELOPMENT OPTIONS

The current trend of development in Payatas indicates rapid growth of squatter

colonies, uncoordinated development of residential subdivisions, and sporadic
sprouting of small commercial establishments. A rational growth desired for the
area will not favor such independent and uncoordinated efforts to proceed with full
freedom.

There must be some forms of intervention to arrest this trend and pursue more
desirable forms of development. The area may be developed strictly into a
residential zone but a more preferred and functional option is to have a mixed type
of development where opportunities for employment and social development are
encouraged and a self-sustaining community is created.

DEVELOPMENT GOALS

Development efforts will be directed towards the solution of problems in Payatas

and the transformation of the area into a sound urban community. They shall be
guided by the following goals:

 To pursue a balanced physical development for Payatas that is at pace with the
overall development of the city

 To effect proper physical development where access, circulation and land use
allocation are efficiently provided

 To improve the quality of life in Payatas by enhancing and sustaining the

delivery of basic services

 To attain sustained economic growth in the area by creating opportunities for

livelihood and employment

 To secure the tenure of residents

DEVELOPMENT POLICIES

The Plan seeks to pursue the vision of growth for Payatas thru the following
policies:

 Acquisition of land for the provision of decent housing at socialized cost shall be
vigorously pursued

 Priority in public investments shall be given to infrastructures and utilities which

seek to enhance the delivery of basic services and livelihood and employment
opportunities

26
 A more rational utilization of land hinged upon optimum use and equitable
allocation shall be promoted

 The participation of the private sector which is crucial in a multi-sector

undertaking such as Payatas shall be encouraged

 In line with the government’s policy of people empowerment, there shall be

substantial and active involvement of the community in the formulation and
implementation of plans

OBJECTIVES AND STRATEGIES

Development activities shall be guided by objectives and strategies which shall serve
as guideposts in the implementation of specific programs and projects for the area.

Physical Development

Objectives

 To acquire areas for on-site and relocation housing developments utilizing

various financing programs available and employing best applicable schemes for
area development

 To attain the optimum use and allocation of land in Payatas

 To improve circulation and accessibility thru a well structured road network

system

 To provide adequate utilities and facilities that can contribute to the acceleration
of economic growth, enhancement of social services and improvement of living
condition in the area

 To improve environmental condition so as to create healthful living for the

residents

Strategies

 Formulation and adoption of a land use plan and zoning measures

 Pursuit of the turn-over of rights-of-way of primary roads to the national

government (DPWH) and of secondary roads to the city government as
identified in the road framework plan

 Acquisition of rights-of-way that will complete the network thru negotiation for
donation and/or purchase from lotowners, resorting to expropriation only after
negotiations have failed

27
28
29
 Protection and improvement of the natural waterway systems for drainage and
sewerage

 Provision of a new waste disposal system in lieu of the open dumping mode
currently in place

Social Development and Delivery of Basic Services

The long term goal is to be able to sustain delivery of basic services relevant and
responsive to the development needs and aspirations of the residents to attain an
improved quality of life.

Objectives

Short-Term (1994-1995)

 To control the influx of new squatters in the area

 To eradicate poliomyelitis, neonatal tetanus and reduce measles, morbidity

(90%) and mortality (95%) among children; to achieve and maintain 90% target
for fully immunized children and 80% for tetanus toxoid immunization; to
eliminate Vitamin A deficiency, to universalize use of iodized salt, to achieve
80% oral dehydration treatment use and to expand access and coverage of
control of acute respiratory infection.

 To increase enrollment-participation rate to 70% and 35% for elementary and

high school levels, respectively.

 To increase number of served distressed and disadvantaged individuals and

groups to 40% and provide opportunities to attain self-sufficiency

 To reduce crime rate to 5% and improve response time and crime solution
efficiency to 85%

 To identify and develop socialized housing sites utilizing innovative land

acquisition techniques, joint venture scheme and other approaches available for
housing development

Medium Term (1996-2000)

 To achieve an annual population growth rate similar to the city’s rate of 3.64

 To reduce child mortality due to diarrhea and pneumonia by 50% and 25%
respectively

 To increase enrollment participation rate to 85% and 65% respectively for

elementary and high school

30
 To attain an ideal classroom-student ratio and teacher-student ratio of 1:50 for
both school levels; to raise the student’s achievement level; to enhance teacher
performance and professional commitment

 To increase number of served distressed and disadvantage individuals and

groups to 70% and provide opportunities to attain self-sufficiency

 To upgrade the existing sub-station into a police station; to reduce crime rate to
5% and increase crime solution efficiency to 85%

 To provide socialized housing accommodations to illegal settlers, residing near

the dumpsite, specifically those belonging to the 50th percentile of the income
group

 To reduce crude birth and death rate by 5% from the 1992 level; to reduce infant
and child mortality rate by 10% and maternal mortality rate by 20% of the 1992
level

 To provide quality basic education to every child and student of school age
population

 To attain self-sufficiency among the socio-economically deprived residents in

Payatas; and to provide welfare services to all individuals, groups and
communities in need of such services

 To maintain a peaceful, orderly and safe community, conducive and supportive

to the development of the area

Strategies

Short Term Plan (1994-1995)

 Strict enforcement of the control of squatters by mobilizing the police force and
barangay officials.

 Provision of additional medical manpower, supplies and equipments.

Acquisition of sites and construction of one health center.

 Maintenance of at least 90% OPV coverage; establishment and maintenance of a

supplemental surveillance system and adoption of special vaccination strategies.

 Increase of immunization coverage. Improvement of neonatal disease

surveillance. Focus on high risks areas and national advocacy for safe and clean
birth deliveries.

31
 Increase to and maintenance of at least 90% measles immunization coverage.
Improvement of case management of measles and its complication and
surveillance.

 Provision for fixed facility-based immunization services. Implementation of

special immunization strategies. Identification and focus special efforts on areas
of low coverage. Maintenance of immunization drop-out rate at less than 5%.
Use of comprehensive communication strategies. Use of regular consultation,
feedback and performance assessment. Utilization of Barangay Health Workers
for information dissemination. Integration of information on EPI into academic
curricula. Maintenance of linkages and coordination with professional groups.

 Supplementation, nutrition and education, food fortification and food

production.

 Establishing partnership with salt producers. Inter-agency networking.

Legislation and social marketing.

 Provision of permanent school site for one public elementary and one high
school. Construction of additional 80 classrooms, and hiring of additional
competent school teachers. Improvement of teaching strategies and provision of
appropriate and relevant instructional materials.

 Intensification of capability-building programs and services. Encouragement of

community participation, planning and implementation.

 More intensified and systematic patrolling and incresed police visibility,

deployment of traffic enforcers in critical areas. Upgrade existing detachments
into police sub-stations.

 Identification of beneficiaries for socialized housing.

 Identification and consolidation of lands for housing.

 Acceleration of the community mortgage program

Medium Term Plan (1996-2000)

 Intensification of family planning program with emphasis on education and

communication campaign.

 Land acquisition for four (4) existing health centers and construction of new
health center building.

 Appropriate diarrhea case management. Comprehensive communication

strategy. Collaboration / networking and increase ORS access.

32
 Institutionalization of standard pneumonia and Acute Respiratory Infection
(ARI). Management Linkages with the professional groups. Integrate ARI
Management into academic curricula. Adoption of comprehensive
Communication strategy. Mobilization of LGE’s and empower community
members. Utilization of BHW’s for early case finding referrals. Monitoring and
Evaluation.

 Land acquisition for permanent site for elementary and high school.
Construction of additional 300 classrooms. Provision of additional competent
teachers. Improvement of teaching strategies and appropriate and relevant
instructional materials.

 Intensified mobilization of grass root level organization to increase people’s

participation in the development process.

 Additional police force and upgrading the sub-station into a police station,
provision of additional communication facilities, equipment and vehicles.

 Development of sites and services projects and construction of housing units.

Long Term Plan (Beyond 2000)

 Maintenance of an intensified family planning program.

 Strengthening and intensification of health programs and projects with particular

emphasis on the health needs of women and the children. Community
involvement in health planning and adoption of Community Based Monitoring
System.

 Maintenance of opportunities for education and vocational skills acquisition to

attain the development goals.

 Intensified mobilization of grass root level organization to continuously increase

people’s participation in all development efforts.

 Intensified crime reduction and prevention efforts to meet long term goal on
public order and safety.

 Provision of decent housing opportunities.

33
Economic Development

The long term goal is the upliftment of economic condition and standard of living of
the Payatas residents particularly in the depressed areas by increasing the
productivity of both human and natural resources on a sustainable, equitable, stable
and moral basis.

Objectives

Short Term (1994-1995)

 To reduce unemployment rate by 10%.

 To reduce the number of families falling below the poverty line by 20%.

 To provide alternative sources of income to families affected by the conversion

of the dumpsite.

Medium Term (1996-2000)

 To reduce the unemployment rate by 30% by the year 2000.

 To reduce the number of families falling below the poverty line by 50%.

 To enhance manpower employability, productivity and self-reliance.

 To harness the area’s potential for enlarging its commercial and industrial sector.

Long Term (Beyond 2000)

 To attain a self-sufficient and healthy economy that can provide adequate

employment and livelihood opportunities for its work force and equitable
distribution of income for its resident families.

Strategies

 The strategies that shall be adopted call for approaching existing livelihood and
employment problems on two (2) sides namely:

Demand Side, through the generation of productive employment; and

Supply Side, through the improvement of quality and deployment of labor.

34
Short Term Plan (1994-1995)

On Demand

 Development and support to projects / activities directed to self-employment. It

shall include most importantly recycling-based projects.

 Encouragement of sub-contracting projects to open up more channels for labor

employment.

 Support to cottage / home industries which relatively require small capital outlay
at the same time opening up more employment opportunities.

 Promotion of backyard farming / urban farming as relief to income cuts and

augment current income sources.

On Supply

 Conduct of industry skills surveys that would determine current and future skills
requirements by industry and to match training and manpower development
efforts to such requirements.

 Promotion of livelihood and employment projects through joint undertakings of

various sectors; i.e., industry, government, communities and NGOs.

 Provision of additional training services appropriate to beneficiary needs as well

as provision of adequate competent training staff.

 Provision of extension services through outreach programs.

Medium Term Plan (1996-2000)

On Demand

 Development of more entrepreneurial activities / projects that stimulate labor

absorption.

 Development of service and production cooperatives to include establishment of

credit and guarantee schemes to support financial requirements of such
cooperatives.

 Promotion of appropriate technologies with high labor bias.

35
 Encouragement and promotion in the opening of new marketing systems /
facilities.

 Activation of the approved industrial estates in two sites. These can attract and
mobilize domestic and foreign investments for industrial production. The estates
can also assist in the creation of export-oriented industries.

On Supply

 Establishment of a training center and production center in the area.

 Maintenance of a functioning labor-market system to expand manpower market.

Long Term Plan (Beyond 2000)

On Demand

 Expansion and diversification of livelihood and employment activities to other

service oriented types of business / industry for maximum utilization of the
area’s potential resources and for balanced growth of the city’s economy.

On Supply

 Sustain an intensive livelihood and skills training and development program.

36
Organizational Development

Objectives

 To improve government’s capability to deliver services and implement

development programs and projects.

 To encourage more active and responsive private sector and community

participation in development activities.

Strategies

 Enhancement and institutionalization of inter-agency coordination.

 Establishment of mechanism that will ensure coordination and consultation with

the private sector and the community.

 Adoption of a system of monitoring and evaluating the implementation of

development programs and projects.

 Initiation of legislative steps that will resolve boundary disputes among the
barangays concerned.

37
V. CONCLUSION AND RECOMMENDATIONS

Land and people are the best resources Payatas has at the moment. If these
could be utilized to their maximum potentials, Payatas would contribute
significantly to the over-all growth of Quezon City and its environs. However,
problems plague Payatas and the road to its development. Aside from the
pressing problem of poor physical and environmental conditions and the lack
or inadequacies in basic services and facilities in the community, there are
issues and problems that are basically organizational in character. There is the
need to unify all development efforts and resources, strengthen inter-agency
coordination and establish genuine cooperation among the government, the
private sector and the community. The framework plan for Payatas recognizes
all these and prescribes certain policies and lines of action that will direct
efforts and priorities and guide the formulation of programs and projects.

A. Recommended Policies / Lines of Action

 Allocation of funds as well as identification of funding sources and

financial schemes to sustain current programs and operationalize proposed
development programs and projects.

 Conduct of consultations and public dialogues with the community,

private sector groups and concerned agencies in the formulation of
implementing plans.

 Strengthening of government inter-agency coordination to avoid

duplication of programs and projects and to facilitate planning and
implementation of proposed projects.

 Adoption of the plan thru a Presidential issuance to serve as legal mandate

in the plan’s integration to the regional and national development plans.

 Maintenance of the Task Force to develop the specifics and working

details for the successful implementation of programs set forth in this
plan.

B. Proposed Programs`

In the formulation of programs and projects, priority consideration is

given those that address the most pressing problems affecting the
community. A view of these problems indicates that the more immediate
programs and projects should focus on the provision of the following:

1. Land for on-site and off-site socialized housing developments

38
2. Adequate Health Services and Facilities
 Acquisition of permanent sites for existing temporary centers;
 Additional health and lying-in clinics with water and electricity
facilities;
 Mobile clinics;
 Permanent medical staff in existing health centers; and
 Operationalization of the Payatas District Hospital

3. Water Supply and Sanitation

 Additional artesian / deep wells;
 Development of level II distribution systems;
 Temporary water rationing;
 Establishment of water management coops;
 Propagation of sanitary waste disposal methods and practices;
 Expedite MWSS service expansion projects covering critical areas
in Payatas

4. Electricity Supply
 Depressed Areas Electrification Program (DAEP)

5. Adequate School Services and Facilities

 Acquisition of permanent sites for existing schools;

 Additional school buildings and support facilities;
 Additional and more competent classroom teachers; and
 Additional books and teaching implements

6. Livelihood and Employment Opportunities

 Production Village Program - delivery of a total package
assistance that includes production, technology, marketing,
business management and financing;
 Mini-Industrial Estate Development;
 Intensification and expansion of existing manpower and livelihood
programs; and
 Establishment of Vocational Schools or Skills Training Center

7. More Responsive and Efficient Police and Firefighting Forces

 Additional Police detachments and support facilities;
 Professionalization of the Police force and
 Improved firefighting force and facilities.

8. Accelerated Development of Primary and Secondary Roads

9. Conversion of the open dumpsite into an environmentally acceptable

mode of waste disposal.

10. Protection and preservation of natural drainage channels and

waterways.
 APPENDIX “A”

ADMINISTRATIVE ORDER NO. 92

CREATING A TASK FORCE TO FORMULATE SHORT- AND LONG-

TERM PLANS FOR THE DEVELOPMENT OF
PAYATAS IN QUEZON CITY

WHEREAS, the Ramos Administration has adopted a vision of

development called Philippines 2000.

WHEREAS, the Medium-Term Philippine Development Plan, 1993-1998

(MTPDP) approved by the National Economic Development Authority (NEDA)
Board, shall be the basis for all development activities of the government during said
Plan Period;

WHEREAS, Payatas 2000 envisions to promote an accelerated development

consistent with the concept of sustainable development, hence, the need to create a
body that shall formulate short-term, medium-term and long-term plans for the area
and address relevant issues such as the closure of the Payatas dumpsite and
incorporating the new disposal system of the area into the over-all Solid Waste
Management Program for Metro Manila;

NOW, THEREFORE, I, FIDEL V. RAMOS, President of the Republic of

the Philippines, by virtue of the powers vested in me by law, do hereby order;

Section 1. Creation of a Task Force on Payatas. There is hereby created

a Task Force on Payatas.

Section 2. Duties and Responsibilities. The Task Force shall undertake,

among others, the following duties and responsibilities:

a. To formulate short-term, medium-term and long-term plans, strategies,

programs and projects for Payatas, in Quezon City, particularly for the Payatas
dumpsite, in coordination with the Quezon City government, pertinent agencies and
legislators, if necessary, based on the existing priorities of the government.

b. To come up with the final development plan for Payatas and submit the
same to the President for approval.

c. To coordinate with the national line agencies on programs / projects

implementation.

d. To recommend to the President matters necessary for the development

of Payatas.
 Section 3. Composition. The Task Force shall be composed of the Heads
of the following agencies:

NCR-CORD Chairman

Members:

Quezon City Government

Metro Manila Authority
Department of Public Works and Highways
Department of Environment and Natural Resources
Presidential Commission on Urban Poor
Housing and Urban Development Coordinating Council
Presidential Task Force on Waste Management
Other concerned agencies, non-government agencies and the private sector

Section 4. Technical and Administrative Support. The Quezon City

government shall provide technical and administrative support to the Task Force.
Whenever it is deemed necessary, the Task Force, thru the Chairman, may tap the
assistance of other government agencies, private / civic organizations and concerned
members of Congress, for the furtherance of its mandate.

Section 5. Submission of the Final Report. The Task Force is hereby

given until December 1, 1993 to submit the final development for Payatas to the
President.

Section 6. Budget. There is no additional budget outlay appropriated on

account of the creation of this Task Force. The Chairman and its member-agencies
shall perform their respective activities as part of their normal and relevant functions
without additional compensation for their designated representatives.

Section 7. Effectivity. This Administrative Order shall take effect

immediately.

DONE, in the City of Manila this 20th day of October in the year of our
Lord, Nineteen Hundred and Ninety Three.

(SGD) FIDEL V. RAMOS

By the President:

(SGD) TEOFISTO T. GUINGONA, JR.

Executive Secretary

A True Copy
 APPENDIX “B”

PRESIDENTIAL TASK FORCE FOR THE DEVELOPMENT OF PAYATAS

COMPOSITION

CHAIRMAN:

Hon. Dionisio C. Dela Serna

Chairman

MEMBER-AGENCIES:

Housing and Urban Development Coordinating Council

Housing and Land Use Regulatory Board
Department of Public Works and Highways
Department of Education, Culture and Sports
Department of Health
Department of Trade and Industry
Presidential Commission on Urban Poor
Presidential Task Force on Solid Waste Management
Quezon City Government
National Housing Authority
National Mapping Resources and Information Authority
Planning Resources and Operation Systems
MWSS
MERALCO

SUB-COMMITTEES:

Sub-committee on Land Use and Land Titles

Chairman:

Hon. Ernesto Mendiola

Exec. Commissioner
Housing and Land Use Regulatory Board

Members:
Arch. Zonia Galvez
Mr. Salvador Passe
Head, SWMDP Manager
EMB-DENR NHA-NCR

Representative Arch. Gerardo G. Magat

Nat’l Mapping Resource & Info. Authority QC Development Planning Officer

Com. Alex Cabanilla Arch. Manuel Mañosa

Presidential Commission on Urban Poor Planning Resources and Operation
Systems (PROS)
Atty. Ramon Casanova
Former Director, Bureau of Lands
Sub-committee on Infrastructure and Utilities

Chairman:

Engr. Pablo Bautista

DPWH-NCR

Members:
Atty. Cesar Ramirez
Representative
Presidential Task Force on Waste Executive Director
Management Task Force Clean and Green

Mr. Salvador Passe Mr. L. S. Veroy

Head, SWMDP, EMB-DENR MWSS

Engr. Alfredo N. Macapugay Engr. Rolando Cruz

QC - City Engineer MERALCO-Diliman

Arch. Gerardo G. Magat

QC Development Planning Officer

Sub-committee on Livelihood and Employment

Chairmanpersons:

Mr. Teodoro C. Rey Ms. Grace Soler

Executive Director Director
QC - Task Force-SMILE DTI - NCR

Members:

Representative Mr. Edwin T. Tating

National Manpower and Youth Council Executive Officer
Industrial Realtions Office
Mr. Rey Mendoza
AMS for Luzon Ms. Ma.Teresa M. Mariano
Technological Livelihood and Resource Social Services Development Officer
Center (TLRC) QC-SSDD

Ms. Nora Rigonan Mr. Alberto Feliciano

Chief, WAWD Chief
Dept. of Labor and Employment - NCR QC Community Office

Mr. Loreto Santos

Executive Officer
QC Skills Training Center
Sub-committee on Basic Services

Chairman:

Mr. Teodoro C. Rey

Executive Director
Task Force-SMILE

Members:
Col. Leonardo Orig
Dra. Magdalena M. Ybañez
City Health Officer Deputy Superintendent
QC Health Department Central Police District Command

Dr. Bienvenido A. Icasiano Dra. Merciditas Cavaneyro

City Superintendent Department of Health - NCR
Division of City Schools
Representative
Ms. Ma.Teresa M. Mariano Department of Education - NCR
Social Services Development Officer
QC-SSDD

Sub-committee on Housing and Settlement

Chairman:

Hon. Dionisio Dela Serna

Chairman
HUDCC

Members:

Hon. Diogenes Osabel Arch. Gerardo G. Magat

Chairman QC Development Planning Officer
PCUP

Arch. Zonia Galvez Mr. Zosimo Ampongan

Manager Head
NHA-NCR QC UPAO-HDC

Secretariat Sub-committee (QC Government)

Head: Dr. Manuel S. Alba

Administrative and Technical Secretariat: City Planning and Development

Office