FORMULATION OF THE PHILIPPINE ACTIVE TRANSPORT STRATEGIC MASTER PLAN (ATSMP)

Cover Page

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FORMULATION OF THE PHILIPPINE ACTIVE TRANSPORT STRATEGIC MASTER PLAN (ATSMP)

List of Acronyms

ABC Waters Active, Beautiful, Clean Waters

ADO Asian Development Outlook
ADB Asian Development Bank
AI Artificial intelligence
AMA Active Mobility Act
AMORE Alliance for Mindanao Off-Grid Renewable Energy
APD Areas for Priority Development
ASEAN Association of Southeast Asian Nations
ASUS ASEAN Sustainable Urbanization Strategy
AT Active transport
ATO Asian Transport Outlook
ATS Active Transport Systems
ATSMP Active Transport Strategic Master Plan
BFP Bureau of Fire Protection
BGC Bonifacio Global City
BIM Building Information Model
BPO Business process outsourcing
BRT Bus Rapid Transit
CAMANAVA Caloocan, Malabon, Navotas, and Valenzuela
CBA Cost-Benefit Analysis
CBD Central business districts
CBMS Community-Based Monitoring System
CCA Climate change adaptation
CDP Comprehensive Development Plan
CHED Commission on Higher Education
CLUP Comprehensive Land Use Plan
CLUPZO Comprehensive Land Use Plan, Zoning Ordinance
CMP Community Mortgage Program
COA Certificate of Acceptance
CSO Civic society organizations

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CSWD City Social Welfare and Development

C&V Communications and Visibility
DILG Department of the Interior and Local Government
DOH Department of Health
DOT Department of Tourism
DOTr Department of Transportation
DOTS Directly Observed Treatment Short Course
DPWH Department of Public Works and Highways
DRRM Disaster risk reduction and management
DRRMP Disaster Risk Reduction Management Plan
DSWD Department of Social Welfare and Development
DUPA Detailed unit price analysis
EDSA Epifanio de los Santos Avenue
FBO Financial Backroom Operation
FGD Focus group discussions
FIES Family Income and Expenditure Survey
GEDSI Gender Equality, Disability, and Social Inclusion
GHG Greenhouse gas
GIS Geographic Information System
GIZ German Development Cooperation
HEI Higher Education Institutions
HLM High-Level Methodology
HOV High-occupancy vehicle
IA Implementing agencies
IAP2 International Association for Public Participation
IATWG-AT Interagency Technical Working Group for Active Transport
ICLEI International Council for Local Environmental Initiatives
ICSC Institute for Climate and Sustainable Cities
ICT Information and Communications Technology
IRR Implementing Rules and Regulations
ISF Informal Settler Family
KII Key informant interviews
KPI Key performance indicator

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LCCAP Local Climate Change Action Plan

LGU Local government unit
LMV Light Mobility Vehicle
LOD Level of Detail
LPTRP Local Public Transport Route Plans
LRT Light Rail Transit
LTA Land Transport Authority
LTS Levels of Traffic Stress
LVC Land value capture
MCDA Multi-criteria decision analyses
MERALCO Manila Electric Company
MinDC Mindanao Development Corridors Program
MINC Metro Ilocos Norte Council
MIWD Metro Iloilo Water District
MRT Metro rail transit
MSME Micro-, Small and Medium-sized Enterprise
MUCEP MMUTIS Update and Enhancement Project
MWCI Manila Water Company Inc
MWSI Maynilad Water Services Incorporated
MWSS Metropolitan Water and Sewerage System'
NACTO National Association of City Transportation Officials
NCDA National Council on Disability Affairs
NCR National Capital Region
NCTS National Center for Transportation Studies
NDC Nationally Determined Contribution
NEAR NParks Explore a Route
NEDA National Economic and Development Authority
NGA National government agencies
NGO Non-governmental organizations
NHA National Housing Authority
NMP Non-motorized transportation
NParks National Parks Board (NParks)
NPV Net Present Value

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NSC North-South Corridor

NTP Notice to Proceed
O/D Origin and destination
PAB Power-Assisted Bicycles
PAGASA Philippine Atmospheric, Geophysical and Astronomical Services
Administration
PAR Participatory Action Research
PCB Primary Care Benefit
PCN Park Connector Network
PDP Philippine Development Plan
PGIN Provincial Government of Ilocos Norte
PHIC Philippine Health Insurance Corporation
PIM Project Information Model
PLDT Philippine Long Distance Telephone
PMA Personal Mobility Aids
PMD Personal mobility device
PNP Philippine National Police
POP Pedestrian-only paths
PP Public Participation
PPCWD Puerto Princesa City Water District
PPP Public–private partnership
PRSAP Philippine Road Safety Action Plan
PSA Philippine Statistics Authority
PTMP Public Transportation Modernization Program
PTSMP Philippine Transport System Master Plan
PUMP Philippine Urban Mobility Programme
PUVMP Public Utility Vehicle Modernization Master Plan
PWD Person with disability
RP Revealed Preference
RIR Round Island Route
ROI Return on Investment
RoWSA Right-of-way and site acquisition
SDG Sustainable Development Goals
SHFC Social Housing Finance Corporation

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SLP Sustainable Livelihood Program

SMWD Surigao Metropolitan Water District
SP Stated Preference
SURNECO Surigao del Norte Electric Cooperative
TBL Triple Bottom Line
TESDA Technical Education and Skills Development Authority
TFDS Transit Facilities Design Standards
TOD Transit-oriented development
UITP Urban Mobility Innovation Index
ULAP Union of Local Authorities of the Philippines
UN United Nations
UNDP United Nations Development Programme
UNESCO United Nations Educational, Scientific and Cultural Organization
UNESCAP United Nations Economic and Social Commission for Asia and the
Pacific
USAID United States Agency for International Development
VFM Value for Money
VKT Vehicle KM traveled
WHO World Health Organization
ZAMCELCO Zamboanga City Electric Cooperative
ZAMSURECO II Zamboanga del Sur II Electric Cooperative, Inc
ZCWD Zamboanga City Water District
4Ps Pantawid Pamilyang Pilipino Program

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List of Figures

Figure 1.1 ​ Map of the world highlighting the Project Sites

Figure 1.2 ​ Map of the Philippines highlighting the Project Sites

Figure 1.3 ​ Locational Map of NCR

Figure 1.4 ​ Locational Map of the City of Puerto Princesa

Figure 1.5 ​ Locational Map of City of Iloilo

Figure 1.6 ​ Locational Map of City of Surigao

Figure 1.7 ​ Locational Map of City of Zamboanga

Figure 1.8 ​ Locational Map of City of Mati

Figure 1.9 ​ The 17 Sustainable Development Goals

Figure 1.10 ​ The ASUS Framework

Figure 1.11 ​ Vision of the Filipino presented in the AmBisyon Natin 2040

Figure 1.12 ​ Overall Strategic Framework of PDP 2023-2028

Figure 1.13 ​ Hierarchy of Public Transportation in Urban Areas

Figure 1.14 ​ Locations of the EDSA Greenways Project

Figure 1.15 ​ Design Guidelines on Pavement Structures as prescribed by the DPWH

Department Order No. 88

Figure 2.1 ​ Triple Bottom Line Approach

Figure 2.2 ​ Metro Ilocos Norte Master Plan Open Data and Evidence-based Analysis

Figure 2.3 ​ Efficient Urban Transport System and Complete Streets

Figure 2.4 ​ A perspective showing how active frontages promote security by design

Figure 2.5 ​ Disaster Resilient Cities and Communities

Figure 2.6 ​ The Twelve Greens of Sustainable Development

Figure 2.7​ Davao City Tourism Master Plan Conceptual Perspective

Figure 2.8 ​ Illustration of New Urbanism Approach

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Figure 2.9 ​ Iloilo River Esplanade

Figure 2.10 ​ Iloilo’s Annual Bike Festival and Other Bike Events

Figure 2.11​ Proposed Bike Lane

Figure 2.12​ Bicycle Network Planning Process (Steps are in blue, considerations are in yellow)

Figure 2.13 ​ Conceptual example of Determining Bike Network

Figure 2.14 ​ Selection Criteria of Bicycle Space

Figure 2.15​ Bicycle Formulation Stages

Figure 2.16 ​ Island Wide Routes Map

Figure 2.17​ NParks Coast-to-Coast (Central)

Figure 2.18 ​ Eastern Coast Corridor

Figure 2.19 ​ Rail Corridor

Figure 2.20 ​ Round Island Route - Phase 1

Figure 2.21 ​ Shared Path (Left) and Segregated / Separated Path (Right)

Figure 2.22 ​ YouBike Program Integration to Public Transport Network in Taipei City

Figure 2.23​ Schematic Diagram of Phase 1 Recommendations (Dewan Bandaraya Kuala

Lumpur, 2019)

Figure 2.24​ Schematic Diagram of Phase 2 Recommendations (Dewan Bandaraya Kuala

Lumpur, 2019)

Figure 2.25 ​ Schematic Diagram of Phase 3 Recommendations (Dewan Bandaraya Kuala

Lumpur, 2019)

Figure 2.26 ​ Pedestrian pavements are occupied by motorcycle taxi services in a wider range

Figure 2.27 ​ The 2008 Comprehensive Mobility Plan aimed to improve the modal share of

walk, cycle, and public transport from 53% to 90% by 2031

Figure 2.28 ​ DP Road, Pune City Before and After

Figure 2.29 ​ Major NMT Corridors in Nairobi (Odhiambo, 2021)

Figure 2.30 ​ Protected Bike Lanes in Bogota. Source: Enrique Penalosa

Figure 2.31 ​ The streets of Bogota, Colombia

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Figure 2.32 ​ Evolution of cycling routes implemented between 2008 and 2020, Sao Paulo,

Brazil

Figure 2.33 ​ Metro Davao Urban Master Plan Perspective

Figure 2.34 ​ Zamboanga City CLUZO CDP Perspective

Figure 2.35 ​ Pampanga Megalopolis Perspective

Figure 2.36 ​ Puerto Princesa Master Plan Perspective

Figure 2.37 ​ Clark Freeport Zone Perspective

Figure 2.38 ​ Ilocos Norte Transport Hub Perspective

Figure 3.1 ​ The Project Team for ATSMP

Figure 3.2 ​ Overview of Study Framework for ATSMP

Figure 3.3 ​ NCR Origin-Destination and Road Traffic Volume visualization using Mobile GPS

Big Data in 2022 (PIVE-ADB, 2024).

Figure 3.4 ​ Iloilo City Origin-Destination and Road Traffic Volume visualization using Mobile

GPS Big Data in 2022 (PIVE-ADB, 2024).

Figure 3.5 ​ Mode Share Analysis

Figure 3.6 ​ Priority hierarchy of road users infographic (Complete Street for Prince Rupert,

2018)

Figure 3.7 ​ Example of Desire Lines (from origin to destination zones) representation for

modeling and analysis of travel directions and trips magnitude (Gaspay et al,

2022).

Figure 3.8 ​ Example of an information management responsibility matrix

Figure 3.9​ The Role of Cost Surveys in Strategic Planning

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List of Tables

Table 2.1 ​ Bike Lane Network Inventory of Iloilo City per Classification per District

Table 3.1 ​ Spectrum of Public Participation Framework

Table 3.2 ​ Stakeholder Matrix

Table 3.3 ​ Observational Data Collection

Table 3.4 ​ Task F Framework and Methodology

Table 3.5 ​ Task H Framework and Methodology

Table 3.6 ​ Risk Assessment and Mitigation Plan

Table 3.7 ​ Critical Issues to be Addressed and Recommendations

Table 3.8 ​ Task Sequencing

Table 4.1 ​ Housing Backlogs of the City of Makati, 2015

Table 4.2 ​ Housing Backlogs in the City of Manila

Table 4.3 ​ Housing Backlogs in the City of Marikina

Table 4.4 ​ Educational Institutions in the City of Pasay

Table 4.5 ​ Health Facilities in the City of Pasay

Table 4.6​ City of Pasig Educational Institutions

Table 4.7 ​ Quezon City Housing Backlogs, 2018

Table 4.8 ​ Educational Facilities in the City of Valenzuela

Table 4.9 ​ Housing Backlogs in the City of Puerto Princesa

Table 4.10 ​ Housing Backlogs in the City of Surigao

Table 4.11 ​ Housing Backlogs in the City of Zamboanga, 2010

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Table of Contents
List of Acronyms​ 2
List of Figures​ 7
List of Tables​ 10
Table of Contents​ 11
Executive Summary​ 35

CHAPTER ONE: Project Background and Purpose​ 1

1.1 Project Context​ 2
1.1.1. International Context​ 2
1.1.2. National Context​ 4
1.1.3. Local Context​ 5
1.2 Rationale of the Project​ 8
1.3 Project Objectives​ 9
1.3.1. General Objective and Outcomes​ 9
1.3.2. Results to be Achieved​ 10
1.4 Review of Higher Development Plans​ 10
1.4.1. Sustainable Development Goals​ 10
1.4.2. ASEAN Sustainable Urbanization Strategy​ 11
1.4.3. AmBisyon Natin 2040​ 12
1.4.4. Philippine Development Plan 2023-2028​ 14
1.5 Review of Transport - Related National Polices, Plans, and Programs​ 16
1.5.1. National Transport Policy and its Implementing Rules and Regulations​ 16
1.5.2. Public Transportation Modernization Program​ 17
1.5.3. United Nations Development Programme (UNDP)-DOTr Bike Lane Master Plan​ 19
1.5.4. Philippine Urban Mobility Programme​ 19
1.5.5. The EDSA Greenways Project​ 20
1.5.6. Other Major Transportation Infrastructure Projects​ 21
1.5.7. Republic Act No. 11697: Electric Vehicle Industry Act​ 22
1.6 Review of Active Transport - Related National Policies and Guidelines​ 23
1.6.1. DOH, DOTr, DILG, DPWH JAO No 2020-0001: Guidelines on the Proper Use and
Promotion of Active Transport during and after the COVID-19 Pandemic​ 23
1.6.2. DPWH Department Order No. 263, Series of 2022: Updated Guidelines and Standard
Design Drawings for Bicycle Facilities along National Roads​ 24
1.6.3. DILG Memorandum Circular 2020-100: Guidelines for the Establishment of a Network
of Cycling Lanes and Walking Paths to Support People’s Mobility​ 25
1.6.4. DOTr DO 2024-013: Guidelines and Protocols for Active Transportation and Light
Mobility Vehicles​ 26
1.6.5. DOTr DO 2024-002: Creation of the Department of Transportation - Transit Facility
Design Standards (TFDS) and DOTr DO 2024-003: Creation of the Transit Facility Design
Standards Committee (TFDS-C)​ 26
1.6.6. 2024 Revised Implementing Rules and Regulations Batas Pambansa Blg. 344​ 27
1.6.7. Republic Act No. 11494: An Act Providing for Covid-19 Response and Recovery

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Interventions and Providing Mechanisms to Accelerate the Recovery and Bolster the
Resiliency of the Philippine Economy, Providing Funds Therefor, and for Other Purposes or
Bayanihan to Recover as One Act​ 28

CHAPTER TWO: Planning Approaches and Case Studies​ 29

2.1. Planning Principles​ 30
2.1.1. Trans-Sectoral approach through Citizen Collaboration and Public-Private Participation​ 30
2.1.2. Integral Ecology approach using the Triple Bottom Line (TBL) Approach​ 30
2.1.3. Open-Data and Evidence-based Analysis​ 31
2.1.4. Promotion of an Efficient Transport System and Designing Complete Streets and Precincts​ 32
2.1.5. Security by Design​ 33
2.1.6. Integration of Disaster and Climate Resiliency​ 34
2.1.7. The 12 Greens of Development​ 34
2.1.8. Infrastructure Building for Sustainable Communities​ 35
2.1.9. New Urbanism​ 36
2.2. Active Transport Best Practices​ 38
2.2.1. City of Iloilo​ 38
2.2.2. Japan​ 42
2.2.3. Singapore​ 46
2.2.4. Taiwan​ 54
2.2.5. The Netherlands​ 57
2.2.6. US National Association of City Transportation Officials (NACTO)​ 60
2.3. Case Studies on Active Transport​ 62
2.3.1. Kuala Lumpur, Malaysia​
2.3.2. Thailand​ 64
2.3.3. Vietnam​ 65
2.3.4. Pune City, India​ 68
2.3.5. Nairobi​ 72
2.3.6. Bogota, Colombia​ 73
2.3.7. Sao Paulo, Brazil​ 77
2.4. Similar Palafox Projects​ 79
2.3.1. Metro Davao Urban Master Plan​ 79
2.3.2. Zamboanga City Comprehensive Land Use Plan (CLUP), Zoning Ordinance (ZO), and
Comprehensive Development Plan (CDP)​ 80
2.3.3. Pampanga Growth Triangle Development Plan​ 81
2.3.4. Puerto Princesa Master Plan​ 82
2.3.5. Clark Freeport Zone​ 83
2.3.6. Ilocos Norte Transport Hub​ 84

CHAPTER THREE: Project Organization and Methodology​ 85

3.1. Project Organization​ 86
3.2. Project Study Framework​ 87
3.3. Project Methodology​ 90

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Task A: High-Level Methodology (HLM) Development​ 90

Task A Objectives:​ 90
Task A Deliverable:​ 90
Task A Approach​ 91
Task B: Participatory Action Research​ 96
Task B Objectives​ 96
Task B Deliverables:​ 96
Task B Approach​ 96
Task C: Inception Report Formulation​ 100
Task C Objectives​ 100
Task C Deliverables:​ 100
Task D: Ensuring Ample Communications and Visibility​ 100
Task D Objectives:​ 100
Task D Deliverables:​ 101
Task D Approach​ 102
Task E: Baseline Data Collection​ 105
Task E Objectives​ 105
Task E Deliverables:​ 106
Task E Approach:​ 106
Task F: Institutional Framework and Arrangements Development​ 121
Task F Objectives:​ 121
Task F Deliverables:​ 121
Task F Approach:​ 121
Task G: Active Transport Demand Modeling Framework and Application​ 125
Task G Objectives:​ 125
Task G Deliverables:​ 126
Task G Approach​ 126
Task H: Active Transport Network Planning Guidelines​ 134
Task H Objectives:​ 134
Task H Deliverables:​ 135
Task H Approach:​ 135
Task I: Active Transport Network Infrastructure Standards​ 139
Task I Objectives:​ 139
Task I Deliverables:​ 141
Task I Approach​ 141
Task J: Economic and Financial Appraisal and Evaluation Guidelines and Application​ 156
Task J Objectives:​ 156
Task J Deliverables:​ 157
Task J Approach​ 157
Task K: ATSMP Implementation Competency Guidebook Preparation​ 162
Task K Objectives:​ 163
Task K Deliverables:​ 163

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Task K Approach​ 163

Task L: Active Transport Project Prioritization Tool, Framework, and Pipeline​ 164
Sub-Task L1 Deliverables:​ 165
Sub-Task L2 Deliverables:​ 165
Task L Approach​ 166
Task M: Boosting Institutional Knowhow​ 169
Task M Objectives:​ 169
Task M Deliverables:​ 169
Task M Approach​ 169
Task N: Prepare the Final ATSMP Implementation Plan and Report​ 170
Task N Deliverables:​ 171
Task N Approach:​ 171
3.4. Risk Assessment and Mitigation Plan​ 172
3.5. Critical Issues to be Addressed and Recommendations​ 176
3.6. Task Sequencing​ 179

CHAPTER FOUR: The Project Sites​ 181

4.1. About the City of Caloocan​ 182
4.2 About the City of Las Piñas​ 187
4.3. About the City of Makati​ 190
4.4 About the City of Malabon​ 194
4.5 About the City of Mandaluyong​ 198
4.6 About the City of Manila​ 202
4.7 About the City of Marikina​ 206
4.8 About the City of Muntinlupa​ 210
4.9 About the City of Navotas​ 213
4.10 About the City of Parañaque​ 217
4.11 About the City of Pasay​ 221
4.12 About the City of Pasig​ 225
4.13 About Quezon City​ 229
4.14 About the City of San Juan​ 234
4.15 About the City of Taguig​ 238
4.16 About the City of Valenzuela​ 242
4.17 About the Municipality of Pateros​ 246
4.18 About the City of Puerto Princesa​ 250
4.19 About the City of Iloilo​ 255
4.20 About the City of Surigao​ 259
4.21 About the City of Zamboanga​ 263
4.22 About the City of Mati​ 267

Annexes​ 27
Disclaimer​ 281
References​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ 282

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Executive Summary
Active Transport Systems are vital to development, especially in urban areas where connectivity
and efficiency are challenged by congestion. By promoting walking and cycling, active transport
systems reduce reliance on motor vehicles, which in turn reduces traffic congestion and pollution.
Likewise, the reduced reliance on motorized transportation improves the air quality and enhance
the livability and sustainability of our urban areas.

The development of the Active Transport Strategic Master Plan (ATSMP) is crucial to ensure that
safe, comfortable, accessible, and efficient active transportation systems are planned, developed
and implemented, and aligned with higher development plans, such as the National Transport
Policy, Philippine Development Plan (PDP) 2023- 2028, and the United Nations (UN)
Sustainable Development Goals (SDGs).

The ATSMP has identified the following pilot project sites that reflect the diverse needs and
opportunities for active transportation across the country: National Capital Region (NCR), City
of Puerto Princesa, City of Iloilo, City of Surigao, City of Zamboanga, and the City of Mati. These
sites represent a range of urban contexts, offering valuable insights for crafting scalable,
implementable, and inclusive solutions for active transport. The project encompasses 14
non-sequential tasks, tailored to the unique challenges and opportunities of each site, to ensure a
comprehensive approach to active transport integration.

Two major deliverables are expected from the ATSMP. First is the Philippine ATSMP, a detailed
roadmap outlining the vision, strategies, and actions required for integrating active transport into
the national framework. Second is the capacity-building initiative, which aims to strengthen the
planning and implementation competencies of the Department of Transportation (DOTr), Local
Government Units (LGUs), and other relevant agencies to ensure the proper and effective
implementation of the master plan and its integration into the national, regional, and local
development plans to achieve sustainable and effective active transport systems in the country.

The Inception Report is the project’s first milestone. It provides the foundation for the successful
completion and implementation of the detailed tasks to produce the two (2) major results needed
by the project. This report details the project’s context, methodologies, and approaches, serving as
a cohesive guide for the project completion. Additionally, it includes a brief overview of the pilot
sites to initially identify the specific conditions and needs of each location. The report is
comprised of four (4) chapters:

●​ Chapter 1: Project Background and Purpose

●​ Chapter 2: Planning Approaches and Case Studies
●​ Chapter 3: Project Organization and Methodology
●​ Chapter 4: The Project Sites

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CHAPTER ONE: Project Background and Purpose

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1.1 Project Context

1.1.1 International Context

Figure 1.1 Map of the world highlighting the Project Sites

The Philippines is situated in the western portion of the Pacific Ocean and in the southeastern
part of Asia. The country is an archipelago composed of 7,641 islands and covers an area of 30
million hectares, stretching 1,839 kilometers. Having a land area of 30 million hectares, the
country is 400 times larger than Singapore, 350 times larger than Hongkong, eight (8) times
larger than Taiwan, and three (3) times larger than South Korea.

It is bounded by the Luzon Strait on the north; the Philippine Sea on the east; the West Philippine
Sea on the west; and the Celebes Sea on the south. Its neighboring countries are China and
Taiwan on the north; Malaysia on the southwest; and Indonesia on the south. Given its location,
the Philippines is at the strategic center of the Asia Pacific and is strategically located between the
fast growing Asian countries and the Americas.

The Asian Development Outlook (ADO) of the Asian Development Bank (ADB) forecasts a 6%
growth in the Philippine economy by 2024. The outlook for the country’s growth is set to pick up
in 2024 and 2025 amid moderating inflation and monetary easing. Though other factors such as
severe weather events in the country and external factors such as a sharper slowdown in major
advanced economies, heightened geopolitical tensions, and higher global commodity prices than
expected may affect the country’s economic growth.

The ADO also identified the economic prospects for the country:

1.​ Broad-based domestic demand will lift economic growth.

2.​ The unemployment rate has stayed low, supporting household consumption.
3.​ Large public infrastructure projects will continue to boost investment.

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4.​ Robust expansion in services will continue to drive growth.

5.​ The 2024 budget raises expenditure by 9.5%, with a one-third allocated to social services.
6.​ New revenue measures will support higher investment while pursuing fiscal consolidation.
7.​ Programs aim to make spending more efficient.
8.​ Inflation is expected to moderate to 3.8% in 2024 and 3.4% in 2025.
9.​ The current account deficit will narrow in 2024 and 2025, supported by services exports.

Investments in large public infrastructure needs an integrated, comprehensive, and inclusive

approach to achieve progressive and sustainable development. Active transport policies and
investments will play a key role in modernizing and improving the country’s transport sector.
Around the world, active transport systems are gaining momentum as cities seek sustainable
urban mobility solutions to improve its connectivity, contribute to the achievement of the United
Nations (UN) Sustainable Development Goals (SGDs), and promote inclusivity and health and
wellness. Connecting smaller communities to bustling metropolises through active transport has
been an increasing priority for various cities across the globe.

In Europe, prime examples of cities which promote active transport are Amsterdam, Antwerp,
and Copenhagen. These cities have extensive networks of bike highways and pedestrian-only
zones. They also have integrated walking and cycling in their mass transportation systems,
providing complementing end-of-trip facilities, and dedicated and secure parking for the
convenience and safety of the pedestrians and cyclists.

In North America, cities such as Portland, Atlanta, and Vancouver, have made significant strides
in promoting active transport. Investment in cycle networks, pedestrian green belts, bike-sharing
programs, and other pedestrian infrastructure have encouraged residents to reduce reliance on
cars, which in turn helps reduce traffic congestion and carbon emissions.

The benefits of active transport extend beyond environmental and sustainability benefits.
Improved public health has also been observed by encouraging physical activity and reducing air
and noise pollution. Additionally, active transport offers better and cost-effective alternatives to
car ownership, especially in urban areas where parking, safety, and road congestion are major
concerns. Despite the progress, many opportunities for development remain. As cities recognize
the advantages of active transport, the move towards sustainable urban mobility systems
continues to grow.

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1.1.2 National Context

Figure 1.2 Map of the Philippines highlighting the Project Sites

Composed of three (3) main islands – Luzon, Visayas, and Mindanao – the Philippines is
politically subdivided into 17 regions, 81 provinces, 146 cities, 1,488 municipalities, and 42,046
barangays. As an archipelago, it offers a total of 36,289 kilometers of coastline filled with pristine
beaches, numerous bays, gulfs, islets, and around 12 nautical miles of territorial waters. The
country is one of the marine biodiversity centers of the world.

In recent years, the Philippines has been making efforts in developing sustainable and efficient
modes of transportation, especially in urban areas. Active transport systems, aimed at reducing
reliance on motorized transportation, helps in alleviating traffic congestion, promotes health, and
minimizes the adverse environmental impact of vehicles.

During the COVID-19 pandemic, the emergence of active transport systems highlighted the
potential of such systems in closing the gap in our mobility infrastructure. In Metro Manila, Cebu,
Davao, and other urban centers, the rise of dedicated cycle lanes and pedestrian-priority zones
became essential as public transportation systems were affected and hampered by the pandemic.
Upon easing of the restrictions, limited public transportation were made available and with
reduced capacity. With this, active transport was one of the solutions identified by the
government to augment the limited public transportation available.

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The continuing investment in active transport systems after the pandemic has influenced the
lifestyle of many Filipinos, with the emergence of car-free days, protected cycle lanes, and
pedestrian-focused developments. Public awareness campaigns and policy incentives are
influencing the shift of commuter habits to active transport modes.

While challenges such as infrastructure development, cultural norms, climate, and a change in
perspective, the Philippines is steadily advancing towards a future where active transport plays a
pivotal role in urban mobility. The importance of complimenting mobility systems, from road to
rail to active transport, cannot be denied in closing the gap and continuing inclusive progress for
all.

1.1.3 Local Context

National Capital Region (NCR)

The National Capital Region (NCR) is
composed of 16 Highly Urbanized Cities
(HUCs) and one (1) municipality. It is
the country’s political, economic, and
cultural center. Based on the data from
the Philippine Statistics Authority (PSA),
NCR had a 2020 population of
13,484,462, making it one of the most
densely-populated regions in the country
and in the world.
Figure 1.3 Locational Map of NCR

City of Puerto Princesa

The City of Puerto Princesa is a HUC
located in the Province of Palawan. It is
the seat of the provincial government.
Puerto Princesa had a 2020 population of
307,079. The city is celebrated for its
natural wonders and environmental
conservation efforts. Most notably, the
Puerto Princesa Subterranean River
National Park is recognized by United
Nations Educational, Scientific and
Cultural Organization (UNESCO) as a Figure 1.4 Locational Map of the City of Puerto Princesa
World Heritage Site and one of the New
Seven (7) Wonders of Nature.

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City of Iloilo
The City of Iloilo is a HUC located in the
Province of Iloilo. It is the regional center
of Western Visayas. The city had a 2020
population of 457,626. It has been
continuously investing in its urban
spaces, providing people with safe,
accessible, and vibrant public spaces,
such as the Iloilo Esplanade. The
esplanade is a promenade and linear park
located along the Iloilo River.
Figure 1.5 Locational Map of City of Iloilo

City of Surigao
The City of Surigao is a first-class
component city located in the Province
of Surigao Del Norte. It is located on the
northern-easternmost tip of Mindanao. It
had a 2020 population of 171,107. The
city is characterized by a dynamic urban
development with growing urban areas. It
is a key economic hub in CARAGA,
driven by mining, aquaculture, and
tourism.
Figure 1.6 Locational Map of City of Surigao

City of Zamboanga
The City of Zamboanga is a first-class
HUC located in the Zamboanga
Peninsula. It is the second most populous
city in Mindanao, with a 2020 population
of 977,234. It is the third largest city by
land area in the country. The city is home
to the Pasonanca Natural Park which is
designated as a Protected Area (PA) and
an Association of South East Asian
Nations (ASEAN) Heritage Park. Figure 1.7 Locational Map of City of Zamboanga

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City of Mati
The City of Mati is a first class
component city and capital of the
Province of Davao Oriental. It is part of
Metropolitan Davao and had a 2020
population of 147,5447. The city is a
popular beach and ecotourism
destination.

Figure 1.8 Locational Map of City of Mati

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1.2 Rationale of the Project

Active Transport Systems (ATS) are vital to urban development, especially in areas where
connectivity and efficiency are challenged by congestion. By promoting walking and cycling,
active transport systems reduce reliance on motor vehicles, which in turn reduces traffic
congestion and pollution. Likewise, the reduced reliance on motorized transportation improves
the air quality and enhances the livability and sustainability of our urban areas.

Active modes of transportation, including walking and cycling, bring about multi-dimensional
benefits, such as reducing reliance on motorized vehicles and reducing greenhouse gases and
other pollutants. By switching to non-motorized modes, it supports better air quality, thus
allowing for healthier urban environments. Moreover, ATS promotes accessibility of
transportation to all economic classes through affordable, efficient, and safe mobility alternatives.
These systems promote physical activity while helping to mitigate lifestyle-based health problems
found in metropolitan areas.

The development of the Active Transport Strategic Master Plan (ATSMP) is crucial to ensure that
safe, comfortable, accessible, and efficient active transport systems are planned, developed and
implemented, and aligned with higher development plans, such as the National Transport Policy,
Philippine Development Plan (PDP) 2023- 2028, and the United Nations (UN) Sustainable
Development Goals (SDGs).

In addition, the ATSMP emphasizes incorporating active transport into other planning efforts for
urban and regional development. The plan ensures integration among local government units
(LGUs), private sector, and communities by fostering collaboration. Hence, the ATSMP envisions
transforming urban areas into more livable and vibrant spaces where active transport plays a
central role in ensuring inclusive and environmentally sound development.

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1.3 Project Objectives

1.3.1 General Objective and Outcomes
The general objective of the project is to improve active transport in the Philippines in terms of
governance, planning, implementation, and sustainability of infrastructure. It also aims to:

●​ Guide the rational development of an active transport network in various parts of the
country through integrative, coordinated, objective, and data driven planning as part of an
integrated network of intermodal sub-systems, aligned to the local, regional, and national
vision and development goals and objectives;
●​ Establish active transport as a mainstream travel mode and implement the necessary
supporting institutional arrangements at both the national and local government levels;
●​ Promote sustainable urban mobility and accessibility, drive modal shift from private
vehicles towards active transport and public mass transit systems, close last-mile
connectivity gaps between residential areas and key destinations, reduce transport-related
greenhouse gas (GHG) emissions, and encourage a healthy lifestyle for all;
●​ Transform urban environments into vibrant, people-centric, and inclusive spaces, where
equitable access to safe and sustainable active transportation options enhances the
livability of cities for all residents, regardless of socioeconomic status, age, gender, and
mobility impairment;
●​ Improve walkability and bikeability to enhance property values and exert a positive
impact on spatial planning across diverse development contexts;
●​ Harness the potential for generating supplementary revenue for LGUs with lower-income
demographics through the expansion of economic activities, including, but not limited to,
tourism and commercial activities;
●​ Facilitate an integrated process to assist executing and implementing agencies in the
evaluation of active transport infrastructure projects, enhance planning and programming
exercises by LGUs and relevant agencies, and guide stakeholders in the development of
active transport plans and programs;
●​ Quantify the contributions of investments and actions in active transportation to the
country’s Nationally Determined Contribution (NDC) plans of an improved
environmental quality and accelerated climate action and strengthened climate resilience
through increased climate and disaster risk resilience, enhanced ecosystem resilience, and
enabling low carbon economy transition.
●​ Optimize costs for active transportation-related investments through tools and more
standardized costs for national and local agencies.
●​ Identify short-, medium-, and long-term investment plans, and financing strategies in
establishing the necessary active transportation infrastructure in the project sites
●​ Formulate a communications-related strategy on how active transportation investments
may be lobbied to relevant investors and stakeholders in the country

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1.3.2 Results to be Achieved

●​ Result 1: Preparation of the Philippine ATSMP
●​ Result 2: Enhancing planning and implementation competencies in the Department of
Transportation (DOTr), LGUs, and other relevant agencies.

1.4 Review of Higher Development Plans

1.4.1. Sustainable Development Goals

Figure 1.9 The 17 Sustainable Development Goals

Source: [Link]

In 2015, the UN released a development framework aimed at eradicating poverty, protecting

natural resources, and fostering peaceful and prosperous communities. The SDGs Framework
consists of 17 interconnected goals designed to address a wide range of sectoral priorities,
including social development, economic growth, environmental protection, climate change
adaptation (CCA), disaster risk reduction and management (DRRM), infrastructure
development, and local governance. This comprehensive framework serves as a guiding principle
for government agencies, private institutions, and other stakeholders, ensuring that programs,
projects, and activities are aligned to achieve sustainable development goals collectively and
efficiently.

One of the SDGs vision is to foster sustainable urban mobility as a key driver for transforming
cities into inclusive, equitable, and vibrant spaces. It emphasizes strategies that integrate people,
the environment, economic growth, and technological innovation, particularly in the planning
and development of future cities. These strategies include promoting resource efficiency, adopting
circular economy practices, creating shared economic opportunities, enhancing ecosystem health,
and fostering innovation for responsible and sustainable urban development.

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The ATSMP directly aligns with the objectives of the SDGs by embedding sustainability and
inclusivity into the transportation systems across the country. It prioritizes on designing safe,
accessible, and people-centric urban spaces. As a core framework for planning and implementing
active transport infrastructure, the ATSMP supports multiple SDGs, including but not limited to
Goal 3: Ensuring healthy lives and promoting well-being for all at all ages, Goal 9: Building
resilient infrastructure, promoting inclusive and sustainable industrialization, and fostering
innovation, Goal 11: Making cities and human settlements inclusive, safe, resilient, and
sustainable, and Goal 13: Taking urgent action to combat climate change and its impacts.

1.4.2. ASEAN Sustainable Urbanization Strategy

Figure 1.10 The ASUS Framework

Source: ASEAN Sustainable Strategy Urbanization Strategy

Over the last decades, the Association of Southeast Asian Nations (ASEAN) has urbanized at a
rapid rate and is expected to continue its growth in the succeeding years. Based on the 2022
ASEAN statistical highlights released by the ASEAN secretariat in October 2022, 50% of the
region’s population is living in urban areas. By 2030, it is expected to increase by 55.6%.

Despite rapid urbanization, the gap between urban and rural areas continues to widen. Coupled
with urbanization are several challenges such as traffic congestion, pollution, environmental
degradation, inequality, and urban sprawl. Majority of the policies and economic resources in
most countries are concentrated in larger cities and their capitals. The challenges identified for
urbanizing areas were exacerbated during the COVID-19 pandemic. It affected every aspect– from
demographic trends to economic activities. The pandemic became the catalyst for resurfacing the
social divides among communities with marginalized people being greatly affected.

In considering these events, the ASEAN crafted the ASEAN Sustainable Urbanization Strategy
(ASUS) and other related frameworks to emphasize the importance of secondary and smaller
cities. These areas have produced an array of best practices and solutions that may be replicable to

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the larger cities, hence enabling a stronger urban-rural continuum and connectivity. The 2022
ASUS Report mentioned that secondary cities may promote more balanced development as they
are connected to more parts of the cities. The experience of secondary cities in coming up with
practices and solutions has the potential to be replicated in other areas to promote sustainability
and a stronger connection between urban and rural areas. However, these can be achieved
through proper support, funding, and infrastructure within the secondary cities.

The ATSMP aligns with the principles of the ASUS framework by prioritizing transportation
links between major urban hubs and secondary cities, promoting balanced regional development.
It emphasizes improving infrastructure in secondary cities to decongest primary urban centers
and reduce overreliance on larger cities. By equipping secondary cities with active transport
systems, the ATSMP fosters urban-rural connectivity, encourages innovative solutions, and
ensures equitable access to opportunities and resources, supporting inclusive and sustainable
growth across regions.

1.4.3. AmBisyon Natin 2040

Figure 1.11 Vision of the Filipino presented in the AmBisyon Natin 2040
Source: [Link]

In 2015, AmBisyon Natin 2040 was crafted to encapsulate the Filipinos’ vision for the country in
the next 25 years. Taking off from the UN SDGs, the plan aims to guide and unify the country’s
development strategies from the current administration to the succeeding administrations until
2040. The vision ensures continuity in policy direction and projects undertaken by the
government.

It was envisioned that by 2040, the country will be:

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“...a prosperous middle-class society where no one is poor. People live long and healthy
lives and are smart and innovative. The country is a high-trust society where families
thrive in vibrant, culturally diverse, and resilient communities”.

AmBisyon 2040 also articulates the aspirations of Filipinos for themselves. A total of 300 citizens
participated in focus group discussions and nearly 10,000 responded to national surveys
determining the expected life of Filipinos by 2040.

Results showed that Filipinos would like to:

“...enjoy a strongly rooted, comfortable, and secure life. In 2040, we will all enjoy a
stable and comfortable lifestyle, secure in the knowledge that we have enough for our
own and our own children’s future. Our family lives together in a place of our own,
and we have the freedom to go where we desire, protected, and enabled by a clean,
efficient, and fair government”.

The ATSMP plays a critical role in supporting the vision of AmBisyon Natin 2040 by promoting
inclusive and sustainable active transport systems. It also complements the Freedom of Movement
highlighted in the vision. These systems aim to enhance mobility, improve public health, and
foster vibrant, resilient communities. It aligns with Filipinos' aspirations for a a secure,
comfortable, and environmentally sustainable lifestyle. By prioritizing people-centric
infrastructure, such as pedestrian-friendly walkways, integrated public transportation, and
dedicated cycle lanes, the ATSMP addresses multiple facets of development. It reduces traffic
congestion, lowers greenhouse gas emissions, and promotes healthier lifestyles by encouraging
walking and cycling. Furthermore, it fosters economic growth by creating equitable access to
opportunities and services, particularly in rapidly growing urban areas.

The ATSMP also aims to redefine the perception of Filipinos by highlighting how active transport
can offer greater advantages. It integrates strategies such as public awareness campaigns,
community engagement, and policy advocacy that fosters a cultural shift in transportation
infrastructure from being car-centric to people-centric. By creating systems that prioritize people
over vehicles and sustainability, it lays the foundation for a prosperous, inclusive, and resilient
Philippines by 2040.

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1.4.4. Philippine Development Plan 2023-2028

Figure 1.12 Overall Strategic Framework of PDP 2023-2028

Source: [Link]

The Philippine Development Plan (PDP) 2023-2028 provides the overall blueprint in the
development planning of the country, aligning with the Socioeconomic Agenda of the current
administration and the long-term vision of AmBisyon Natin 2040. It outlines a comprehensive set
of policies, strategies, programs, and legislative priorities to drive economic growth, reduce
poverty, and promote inclusive and resilient societies.

The PDP adopts both a whole-of-government and whole-of-society approach to ensure

harmonization and efficiency in planning and implementation. Through Republic Act (RA) No.
11032, the plan eliminates redundancies in policies across government agencies for smoother
service delivery, while also leveraging the collective efforts of individuals, civil society
organizations, volunteer groups, and the private sector.

The main objective of PDP 2023-2028 is to

“reinvigorate job creation and accelerate poverty reduction by steering the Philippine
economy back to its high-growth trajectory and effect economic and social
transformation for a prosperous, inclusive, and resilient society”.

In the following six (6) years, the plan will be guided by these headline socioeconomic targets:

●​ Maintain high levels of economic growth in the medium term between 6-7% in 2023 and
between 6.5-8% from 2024-2028.
●​ Transform the production sectors toward generating more and better-quality jobs and
enable the competitiveness of enterprises in domestic and international markets.

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●​ Create more and better quality jobs.

●​ Reduce poverty incidence to 9% by 2028.
●​ Keep food and overall prices low and stable.
●​ Ensure fiscal discipline.

Active transport is positioned as a transformative strategy to achieve these goals and targets by
improving public health, fostering sustainable urban development, and enhancing inclusive
mobility in the country. The PDP emphasizes the creation of livable communities through
upgraded built environments that prioritize safe and accessible transportation options, including
walking and cycling. It mandates LGUs to incorporate active mobility infrastructure into their
land use plans and transportation networks, aiming to reduce dependency on motorized vehicles.
The plan also supports the modernization and expansion of mass transport systems alongside the
development of segregated active mobility corridors, ensuring seamless connectivity and
improved safety for pedestrians and cyclists. Legislative efforts are proposed to institutionalize
cycle and other non-motorized modes of transport, enhancing their role within the national
transportation framework and promoting environmental resilience and public health benefits.

By embedding active transport within its development framework, the PDP emphasizes the its
commitment to creating sustainable and inclusive urban environments, fostering innovation, and
achieving long-term economic and social transformation.

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1.5 Review of Transport - Related National Polices, Plans,

and Programs
1.5.1. National Transport Policy and its Implementing Rules and
Regulations

Figure 1.13 Hierarchy of Public Transportation in Urban Areas

Source: National Economic and Development Authority, 2020

The National Transport Policy (NTP) emphasizes a people-centered approach to transportation,

prioritizing people mobility over vehicle mobility to create a sustainable and inclusive transport
system. Central to the policy is the integration of active transport modes such as walking, cycling,
and light electric transport into project designs, promoting safe, accessible, and environmentally
friendly alternatives to motorized vehicles. The NTP directs LGUs and national government

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agencies (NGAs) to prioritize the development of sidewalks, cycle lanes, and active transport
corridors, ensuring safe access to key destinations for all individuals, including the elderly and
disabled. Furthermore, the policy promotes sustainable practices such as transit-oriented
development (TOD), greenways, and intermodal connectivity to reduce congestion, improve
environmental quality, and enhance the overall livability of communities.

The ATSMP fully aligns with the NTP's vision of a safe, secure, reliable, and environmentally
sustainable national transport system. Guided by the NTP, the ATSMP adopts a comprehensive
framework to ensure intermodal connectivity between active transport and mass transit systems,
facilitating seamless travel experiences. It supports the NTP's goal of promoting green and
people-oriented transport by integrating inclusive infrastructure for non-motorized modes and
prioritizing the needs of the vulnerable populations. The ATSMP also aims to address challenges
in inter-government coordination and transport facilities, by fostering collaboration between
LGUs, NGAs, and stakeholders.

Furthermore, the ATSMP will align with the Implementing Rules and Regulations (IRR) of the
NTP, particularly in areas such as resource generation, allocation, and cost sharing, ensuring that
funds are efficiently mobilized and distributed to meet active transport goals. It will follow the
NTP’s guidelines for program and project selection, ensuring that active transport infrastructure
is chosen based on its potential to deliver broad societal benefits. The plan will also adopt the
NTP's cost recovery and subsidy mechanisms to ensure that projects are financially sustainable
while remaining affordable to users.

In terms of regulation of passenger transport services, the ATSMP will integrate active transport
into the broader framework of transport regulation. It will also contribute to transportation
management in urban and regional areas by improving connectivity and reducing congestion. The
ATSMP’s development will provide support to other economic sectors by enhancing mobility and
access to key industries like tourism, agro-industry, and trade, while adhering to the NTP’s
principles of good governance and institutional collaboration. Ultimately, the ATSMP will help
implement the NTP’s vision by ensuring that active transport becomes an essential component of
a comprehensive, sustainable, and resilient national transport system.

1.5.2. Public Transportation Modernization Program

The Public Transportation Modernization Program (PTMP), also known as the Public Utility
Vehicle Modernization Master Plan (PUVMP) is a nationwide initiative to restructure and
modernize the transportation sector into a well-managed, and environmentally-sustainable
system providing stable and reliable service to commuters , as well as a dignified livelihood for
drivers and operators.

To ensure public transport routes are responsive to passenger demand and deploy appropriate
vehicle for different road types and passenger demand, consolidation of operators into
cooperatives or consortiums to improve operational efficiency and access to credit or funding
facilities, fleet modernization with safer, fuel-efficient, and more environmentally-friendly

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vehicles, and capacity building for LGUs to conduct local transport planning and establish local
public transport route plans, and integrate it into Comprehensive Land Use Plans (CLUPs),
Zoning Ordinances, and Traffic Management Plans.

In line with the NTP, the PTMP prioritizes people-mobility over vehicle mobility. It underlines
the importance of community access to major public transport routes and last-mile connectivity
through walkways and cycle ways. Aligned with the objectives of the PTMP, the ATSMP
contributes to closing the gap between communities and major public transportation nodes
through safe, inclusive, and sustainable active transportation means.

Under Department Order (D.O.) 2023-22, the PTMP incorporates a hierarchy of modes based on
the Passenger Per Hour Per Direction (PPHPD) of specific corridors. While this approach may be
somewhat reductive, it offers valuable insights into how the overall active transport network
should be modeled. The network and corridor-based modeling of the ATSMP would be able to
produce simulated boarding and alighting frequencies and simulated stops, and produce
passenger-kilometer data that can be disaggregated per trip segment or corridor. This can be used
to evaluate walking trips post and pre-public transport mode, especially distance and accessibility
to transit facilities.

The ATSMP will utilize this hierarchy to inform recommendations on the role and function of
active transportation within the broader public transportation network. This includes aligning the
active transport network with the Local Public Transport Route Plans (LPTRP) of LGUs, whether
these plans are approved, under review, or still in the formulation stage.

Next Steps for Methodology:

1.​ Integration with PPHPD-Based Hierarchy and Demand Modeling: Develop a detailed
methodology for integrating active transport into the PTMP's mode hierarchy, ensuring
compatibility with transit-induced walking trips.
2.​ Alignment with LPTRPs: Evaluate the status of LGU LPTRPs and incorporate their
insights into the design and implementation of active transport systems, especially in
determining ideal and accessible stops locations.
3.​ Network Modeling: Design an active transport network that complements the existing
and planned public transport infrastructure, addressing last-mile connectivity and
intermodal integration.
4.​ Stakeholder Engagement: Conduct consultations with LGUs and stakeholders to ensure
active transport recommendations align with local priorities and transport challenges.

By addressing these steps, the ATSMP can better position active transport as a critical component
of the broader public transportation modernization agenda, enhancing sustainability,
accessibility, and efficiency across the network.

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1.5.3. United Nations Development Programme (UNDP)-DOTr Bike

Lane Master Plan
Developed for three (3) major urban centers in the country, the Bike Lane Master Plan is a guide
for local governments in Metro Manila, Metro Cebu, and Metro Davao in planning and
establishing bike lanes in their respective city or municipality. Consistent with the vision of the
NTP, the Master Plan envisions a safe and sustainable metropolis for active mobility through
walking and biking.

Part of the broader promotion of the Low Carbon Urban Transportation Systems Project in the
country, the initiative aims to create and establish sustainable transport in various cities and
municipalities. The Bike Lane Master Plan encompasses multisectoral components that LGUs
can adopt to create well-connected, inclusive, and safe streets for cycling. It emphasizes the need
for protected bike infrastructure, and promotion of cycling as a mainstream means of
transportation.

The Bike Lane Master Plan identifies existing and future plans for bike infrastructure in various
cities and municipalities. Likewise, recommendations for the urban design, end-of-trip facilities,
programs, implementation, and strategies are outlined in the report. The ATSMP will consider
the findings and recommendations identified in the Bike Lane Master Plan, integrating with
existing bike infrastructure to promote inclusive and sustainable mobility in urban areas.
Likewise, both plans aim in creating sustainable cities and communities, promoting health and
well-being, and mitigating the effects of climate change.

1.5.4. Philippine Urban Mobility Programme

The Philippine Urban Mobility Programme (PUMP) is a national initiative to improve urban
transportation sustainability. It was developed by the German Development Cooperation (GIZ)
and the DOTr to create programs for people-oriented cities by improving mobility. It outlines
current issues on traffic congestion, air pollution, and greenhouse gas emissions brought about by
the current state of transportation systems in the country. Despite the fast growth of Philippine
cities supported by a strong workforce, the lack of proper mobility policies and infrastructure
causes negative side effects in congestion and pollution.

PUMP is a strategic and action-oriented framework to improve urban mobility. It recognizes the
importance of walking and cycling as a sustainable and efficient mode of transportation to
address challenges of congestion and pollution in urban areas. The implementation of the
program is projected to significantly reduce greenhouse gas emissions through non-motorized
transportation. Additionally, it is expected to improve air quality, road safety, and the overall
quality of life in urban centers in the country. To enhance non-motorized transportation, the
PUMP recommends a combination of institutional policy intervention, infrastructure
improvements, capacity building for implementing agencies, and improving public awareness
through campaigns.

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The ATSMP seeks to create urban environments that are efficient, sustainable, accessible,
healthier, and livable. It is aligned with the PUMP in promoting active transport as a mainstream
mode of mobility. Supporting active transport likewise promotes environmental sustainability and
protection in urban areas, through the inclusion of planning TODs, pedestrian priority,
greenways, and supporting facilities to active transportation.

1.5.5. The EDSA Greenways Project

Figure 1.14. Locations of the EDSA Greenways Project

Source: [Link]

The Epifanio de los Santos Avenue (EDSA) Greenways Project was initiated by the ADB to
construct five (5) kilometers of elevated and covered walkways at four (4) transit stations in
Metro Manila, namely Balintawak, Cubao, Guadalupe, and Taft Stations, to improve pedestrian
safety and accessibility. It aims to address the challenges to pedestrian mobility, environmental
concern, as well as the promotion of the use of public transportation, through the means of active
mobility. The project aims to build inclusive and accessible walkways to connect and integrate
various developments, transportation modes, and nodes of activity around the identified stations.

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The focus on pedestrian infrastructure encourages walking as a viable means of transportation,

providing zero-emission, and intermodal connectivity to other modes of transportation. Aligned
with the goal of transforming urban environments into safe, people-centric, and inclusive spaces
which enhances the livability of cities, the ATSMP aligns with the EDSA Greenways Project in
incorporating safe and inclusive infrastructure that provides intermodal transportation
connectivity through active mobility.

1.5.6. Other Major Transportation Infrastructure Projects

Several mass-transit projects are underway in the NCR. There are 16 stations located in Metro
Manila that are part of the larger 147 kilometer-long North South Commuter Rail (NSCR) project
from Clark to Calamba. There is the Metro Rail Transit Line 7 (MRT-7) line in Quezon City
connecting to the Province of Bulacan, the Metro Manila Subway Project (MMSP) from City of
Valenzuela to the City of Taguig, the Metro Rail Transit Line 4 (MRT-4) in the City of Pasig
connecting to the Province of Rizal, and the recently completed first phase of the Light Rail
Transit Line 1 (LRT-1) Cavite Extension project in the cities of Pasay, Parañaque, and Las Piñas.
Existing transportation such as the EDSA Busway, LRT-2 and MRT-3 lines are also slated for
privatization in order to provide more stable and reliable service. Increased presence of mass
transit in areas of interest may push more people to active transportation to cover the last-mile
trips.

Other transportation projects within or leading into Metro Manila include new highway links
such as the North Luzon Expressway (NLEX)-South Luzon Expressway (SLEX) connector, the
NLEX-Segment-8.2, Southeast Metro Manila Expressway, and the Laguna Lakeshore Expressway.
There are also air transportation projects which include the recent Ninoy Aquino International
Airport (NAIA) privatization and the construction of the New Manila International Airport
(NMIA) in Bulakan, Bulacan.

In other cities, such as Puerto Princesa, the seaport was expanded in 2021. There is a proposal for
an Iloilo-Santa Barbara Bus Rapid Transit (BRT) that would link Iloilo City, the Municipality of
Santa Barbara, and the Iloilo airport. The Iloilo International Airport itself is also slated for
improvement in an unsolicited proposal submitted by Prime Asset Ventures Inc.

Airport infrastructure projects are considered or are underway for the cities of Mati and
Zamboanga as well. Mati City Airport will be improving its facilities and supporting infrastructure
to accommodate commercial flights. The airport in Zamboanga is slated for greenfield
development as a new airport is planned to be built on another site.

In the long-term, there are major bridge and road projects proposed connecting the Visayan
islands of Panay, Guimaras, Negros, and a separate initiative to link Surigao City to the provinces
of Dinagat Island through the Surigao City-Nonoc Island-Dinagat-Leyte Road Network.

These major transportation related infrastructure projects will be assessed and examined to
determine its impact on the transportation network of the country and the project sites of the
ATSMP. The ATSMP will promote the integration of the intermodal transport network in the
master plan ensuring the connectivity of the existing and proposed transportation related
infrastructure projects in the country.

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1.5.7. Republic Act No. 11697: Electric Vehicle Industry Act

RA No. 11697, or the Electric Vehicle Industry Act, establishes a comprehensive framework for
developing the electric vehicle (EV) industry in the Philippines. Its objectives include reducing
the country’s dependence on imported fossil fuels, promoting sustainable energy solutions, and
fostering industrial growth through EV manufacturing and infrastructure development. Key
provisions include mandatory EV adoption among corporate and government fleets, the
allocation of dedicated parking spaces and charging stations for EVs, and fiscal and non-fiscal
incentives to encourage EV manufacturing, importation, and utilization. The Act also emphasizes
collaboration between the government and private sectors to ensure the widespread adoption of
EV technology, consistent with national goals for environmental sustainability and economic
advancement.

The ATSMP will integrate the principles of RA 11697 by prioritizing the inclusion of electric
vehicles, particularly electric cycles, scooters, and other micromobility solutions, into active
transport systems. It will work to ensure the availability of EV infrastructure, such as charging
stations, in strategic locations, particularly in intermodal hubs and bike lane networks. It will align
with the law’s focus on inclusivity, accessibility, and clean energy by promoting electric
micromobility options as viable alternatives to traditional modes of transport. Through
collaboration with LGUs, private stakeholders, and the DOTr, the ATSMP will support the
adoption of EV-related policies, infrastructure development, and capacity-building initiatives to
create a seamless and sustainable active transport environment.

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1.6 Review of Active Transport - Related National Policies

and Guidelines
1.6.1. DOH, DOTr, DILG, DPWH JAO No 2020-0001: Guidelines on the
Proper Use and Promotion of Active Transport during and after the
COVID-19 Pandemic
The Department of Health (DOH), DOTr, Department of the Interior and Local Government
(DILG), and the Department of Public Works and Highways (DPWH) Joint Administrative
Order (JAO) No. 2020-0001 provides essential guidelines on the proper use and promotion of
active transport during and after the COVID-19 pandemic. The guideline emphasize the
importance of creating safe, accessible, and integrated infrastructure to support active transport
modes such as walking and cycling. In addition to promoting the physical and environmental
benefits of active transport, the guidelines highlight the need for public awareness campaigns and
community engagement to encourage the widespread adoption of walking and cycling. It also
outlines the roles and responsibilities of NGAs and LGUs in implementing active transportation
projects, ensuring that these efforts align with broader urban planning goals.

The ATSMP will adopt JAO No. 2020-0001 by ensuring the incorporation of safe and accessible
infrastructure that promotes walking and cycling as viable modes of transport. The ATSMP will
work closely with LGUs to develop and implement these infrastructure projects, taking into
account the guidelines for design, safety, and accessibility. The plan will also emphasize public
awareness and community engagement, aligning with the guidelines to foster a culture of active
transport across the country. By adopting these guidelines, the ATSMP will ensure that active
transport is integrated into urban planning, contributing to a more sustainable, healthy, and
resilient transportation system that benefits all Filipinos.

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1.6.2. DPWH Department Order No. 263, Series of 2022: Updated

Guidelines and Standard Design Drawings for Bicycle Facilities along
National Roads

Figure 1.15. Design Guidelines on Pavement Structures as prescribed by the DPWH Department Order No.
88
Source: Department of Public Works and Highways

The DPWH DO No. 88, Series of 2020, provides a comprehensive guideline for designing cycle
facilities along national roads in the Philippines. These guidelines outline specific standards for
cycle lane width, appropriate signage, pavement markings, and intersection treatments to ensure
the safety of cyclists. The order emphasizes the integration of these cycle facilities into the
existing road infrastructure, promoting active transport as a safer and more viable option for
commuting.

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This order was updated with the DPWH DO No. 263, Series of 2022, which refines the design
standards for cycle facilities along national roads in the Philippines. The updated order
emphasizes the need for more integrated, inclusive, and user-friendly infrastructure for cyclists.
Key updates include more specific provisions on the dimensions of cycle lanes, ensuring that they
are adequately wide to accommodate cyclists safely, while also introducing considerations for the
overall road context, such as intersections, crosswalks, and integrated public transportation hubs.
It also reinforces the importance of clear signage, pavement markings, and traffic calming
measures to enhance safety and facilitate smoother transitions between different active
transportation modes.

The ATSMP will adopt the refined guidelines set out in DPWH DO No. 263 series of 2022 to
enhance its planning and implementation of cycle facilities across the national and local road
networks. The program will use these updated standards as a baseline to ensure that future cycle
lanes are properly designed, well-maintained, and integrated into the existing road infrastructure.
The ATSMP will prioritize safety by ensuring that the designated cycle lanes meet the specified
lane width and intersection treatment requirements while implementing clear signage and
appropriate pavement markings. The ATSMP will work towards creating a safer, more efficient,
and accessible environment for cyclists, further promoting active transport as a sustainable and
viable mode of commuting in the Philippines.

1.6.3. DILG Memorandum Circular 2020-100: Guidelines for the

Establishment of a Network of Cycling Lanes and Walking Paths to
Support People’s Mobility
The DILG Memorandum Circular (MC) 2020-100 outlines the key guideline for establishing a
network of cycling lanes and walking paths to support people’s mobility, with a focus on
promoting sustainable and active transportation. The circular emphasizes the need for
interconnected cycling lanes and pedestrian pathways to improve overall mobility, reduce traffic
congestion, and enhance public health. It provides clear standards for the design, implementation,
and maintenance of these networks, prioritizing safety, accessibility, and community participation
in the development process. By fostering safer, more accessible transportation options, the circular
aims to encourage more Filipinos to adopt walking and cycling as everyday modes of transport,
contributing to a healthier and more sustainable urban environment.

The ATSMP will adopt the principles outlined in DILG MC 2020-100 by incorporating its
guidelines into the nationwide planning, development, and implementation of active transport
infrastructure. The ATSMP will ensure that the LGUs and relevant agencies align their efforts
with the circular’s standards, focusing on creating interconnected, safe, and accessible networks
for walking and cycling. The plan will emphasize community involvement, ensuring that the
voices and needs of local residents are considered in the development of these networks. By
adopting these guidelines, the ATSMP will contribute to a more integrated transport system,
helping reduce reliance on motorized vehicles and supporting healthier, more sustainable
mobility options across the country.

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1.6.4. DOTr DO 2024-013: Guidelines and Protocols for Active

Transportation and Light Mobility Vehicles
The DOTr DO 2020-014 outlines essential guidelines and protocols aimed at promoting active
transportation and ensuring the safety of Light Mobility Vehicle (LMV) users, such as cyclists and
personal mobility device (PMD) users. The order provides comprehensive safety measures,
including the use of personal safety gears, bicycle safety equipment, and the adherence to road
and traffic protocols. It sets out clear guidelines not only for drivers of motorized vehicles but also
for cyclists and PMD users, ensuring safe coexistence on the roads. The guidelines cover road
safety practices, the proper use of cycle lanes, and the integration of LMVs into the transportation
system, all aimed at fostering a safer, more inclusive transportation environment.

This order was updated and further refined with DOTr DO 2024-013 by providing more detailed
protocols for the use of Active Transport Infrastructure, Non-Motorized Vehicles (NMVs), and
Light Electric Vehicles (LEVs). This order sets forth comprehensive measures to ensure the safety
and proper integration of NMVs and LEVs, including cyclists, e-bikes, scooters, and other light
mobility devices.

The ATSMP will adopt and integrate the provisions of DOTr Department Order 2024-013 into its
frameworks for planning, designing, and implementing active transport systems. This will include
the establishment of well-marked and safe bicycle lanes, appropriate infrastructure for NMVs and
LEVs, and the promotion of safe mobility practices for all users of the road, whether they are in
motorized or non-motorized vehicles. The ATSMP will ensure that safety equipment is easily
accessible to cyclists and PMD users, while also incorporating the protocols for proper road use
and the integration of LEVs into the transportation system. By aligning with the updated
guidelines, the ATSMP aims to foster a safer, more inclusive transportation environment that
promotes active transport and sustainability, while enhancing the safety and well-being of all road
users.

The data collection under interview surveys (route choice and mode choice) and focus group
discussions (FGDs) and workshops, will also incorporate capturing the utility and potential for
LEVs to be formally incorporated in the design and usage policies of cycle lanes/shared use lanes.
Road safety, speed limits, Person with Disability (PWD) use cases, and national road
classifications data are keys also in the policy research for this emerging mode of mobility.

1.6.5. DOTr DO 2024-002: Creation of the Department of

Transportation - Transit Facility Design Standards (TFDS) and DOTr
DO 2024-003: Creation of the Transit Facility Design Standards
Committee (TFDS-C)
The DOTr DO 2024-002 established the Transit Facility Design Standards (TFDS) to create a
unified framework for planning, constructing, and maintaining transit facilities across the
Philippines. Developed in collaboration with the United Kingdom (UK) through the British
Embassy Manila, the TFDS aims to ensure passenger-focused, high-quality, and inclusive

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transportation infrastructure. The standards emphasize accessibility, sustainability, and efficient

operations, aligning with global best practices. The initiative also reflects the broader goals of the
UK-Philippines partnership under the Joint Work Plan 2023-2024, with a shared vision of
advancing sustainable and socially inclusive transportation systems.

The ATSMP will adopt the principles and guidelines set forth in the TFDS to enhance active
transport facilities and integrate them seamlessly into the broader transit system. By aligning with
the TFDS, the ATSMP will prioritize user-centric designs for active transport infrastructure, such
as bike lanes, pedestrian pathways, and intermodal connections, ensuring accessibility, safety, and
sustainability. The ATSMP will also leverage the TFDS to standardize active transport
infrastructure nationwide, fostering consistency and reliability in urban and regional mobility
projects. Furthermore, the partnership with the UK through initiatives like the Green Cities and
Infrastructure Program will provide valuable insights and resources for the ATSMP, enabling the
Philippines to realize its vision of a world-class, inclusive, and environmentally sustainable
transportation system.

1.6.6. 2024 Revised Implementing Rules and Regulations Batas

Pambansa Blg. 344
The Revised Implementing Rules and Regulations (IRR) of Batas Pambansa Bilang 344, which
focuses on enhancing the accessibility of public spaces for PWDs, introduces updated standards
aimed at improving mobility and inclusivity. A significant amendment in the Revised IRR is the
increase in the minimum sidewalk width requirement from 1.2 meters to 1.5 meters, with 1.8
meters being the preferable width. This change ensures that pedestrians, including those with
mobility impairments, can move safely and comfortably along sidewalks. The revised IRR also
emphasizes the design of accessible features such as ramps, tactile paving, and proper signage to
guide PWDs in navigating public spaces.

The ATSMP aims to promote safe and inclusive active transportation options, such as walking
and cycling. In alignment with the revised IRR of BP 344, the ATSMP will incorporate these
accessibility standards into its infrastructure projects. This includes ensuring that pathways and
sidewalks are designed with appropriate widths and gradients to accommodate PWDs, installing
ramps where there are changes in elevation, and providing accessible parking and rest areas. By
adopting these measures, the ATSMP seeks to create an inclusive environment that facilitates the
mobility of all individuals, regardless of physical ability.

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1.6.7. Republic Act No. 11494: An Act Providing for Covid-19 Response
and Recovery Interventions and Providing Mechanisms to
Accelerate the Recovery and Bolster the Resiliency of the Philippine
Economy, Providing Funds Therefor, and for Other Purposes or
Bayanihan to Recover as One Act
RA No. 11494 was enacted to declare a national state of emergency in the interest of controlling
the spread of COVID-19 and addressing the economic disruption amidst global and local
conditions. Among others, the law specifically declares that the State shall provide mechanisms
for a cycle lane network “in every city, municipality, and province for the people” as a response for
traffic, health, and environmental concerns. Furthermore, as part of response and recovery
interventions, bicycle-sharing schemes and pop-up cycle lanes are listed under necessary
infrastructure and support that may be provided by the Executive branch headed by the President.
More than PhP One (1) billion was appropriated for the development of active
transportation-related infrastructure, covering even sharing and lending programs.

The ATSMP will guide the subsequent cycling and other active transportation infrastructure
initiatives enacted under Republic Act No. 11494 onwards. The plan ensures that existing facilities
will be properly integrated within a pilot site’s cycling network. The ATSMP will endeavor to
present the applicability of active transportation infrastructure in other Philippine municipalities
and cities in line with R.A. 11494 Section 3(h).

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CHAPTER TWO: Planning Approaches and Case Studies

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2.1. Planning Principles

2.1.1 Trans-Sectoral approach through Citizen Collaboration and

Public-Private Participation
Planning is multi-directional and requires collaboration among decision-makers and stakeholders.
Achieving a rationalized and well-represented planning approach also requires stakeholder
engagement through public consultations, field surveys, interviews, FGDs, key informant
interviews (KIIs), and a series of stakeholder meetings.

The involvement of the citizens in the planning process brings decision-making to the grassroots
level and presents the planners’ considerations from all angles. Citizens serve as a critical source of
information, especially when data is unavailable and cannot be derived from secondary research.
Their experiences on the ground serve to validate the existing situation of the community and to
articulate their aspirations into the vision and goals of the plan as well as to address their issues
and concerns.

Since this approach calls for a two-way interaction between planners and stakeholders, public
engagements in the form of meetings and consultations, allow the knowledge transfer from the
technical team to the citizens, and vice versa. By involving the citizens in the planning process,
they attain a better understanding of the plan, its significance and benefits in their day-to-day
lives, and an understanding of how they can contribute to their future development. Hence, the
citizens become part of generating creative and alternative solutions and have a sense of
ownership of the plan and its proposals.

2.1.2 Integral Ecology approach using the Triple Bottom Line (TBL)
Approach
This planning approach not only focuses on the profitability of the plans and activities but also on
the aspects of societal and environmental developments. The intersection of these dimensions
forms the core of the sustainable approach of this planning methodology. Highlighted into the
3P’s – People, Planet, and Profit – these dimensions represent the society, environment, and
economic aspects, respectively.

People. The approach acknowledges the importance of human capital not limited to the residents
but also includes the stakeholders and fair labor practices. The social welfare of the people is a key
consideration in the planning process as they produce the needed manpower that drives the
success of the development.

Hence, investing in human capital brings development and progress to the community while also
ensuring the sustainability of their activities.

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Planet. The planet provides the resources needed

for human activities and products. It is also
described as an activity carrier and source of what
sustains human development. The TBL approach
recognizes the importance of the planet thus it
must be considered in all development activities.
Proper utilization of resources should be practiced
to avoid the depletion of future generations.
Hence, proper planning should consider the
preservation and enhancement of the
environment.

Profit. Of equal significance in any planning process is the financial viability of the proposed
plans. It ensures success not only in initiating and maintaining but also in the longevity of the
plan. Economic profit is also an essential means of sustaining human development and the
environment. With sufficient financial resources, proper engineering techniques to preserve and
enhance the environment and continuously increase human capacities are possible. Hence, these
two (2) components are crucial in achieving economic sustainability.

2.1.3 Open-Data and Evidence-based Analysis

Data availability plays a critical role in the success and sustainability of any planning project.
Generally, the reluctance to divulge information to others, which can be observed in any sector or
agency, hinders the realization of the project. This affects the planners’ perspectives in planning
the community since limited data means reducing the efficiency and accuracy of the projections
and policy recommendations that will be made. To avoid this, an open data approach needs to be
applied in the planning process.

The open data approach ensures transparency and data available is shared across all sectors. It
increases productivity, efficiency, and collaboration because of the coordination of all sectors
involved. It also lessens the tendency to duplicate the process leading to wasted time and
resources.

This links the open data approach to evidence-based analysis. All conclusions and plans
formulated will be based on the data gathered. Planners must utilize the best available data and
knowledge to make informed decisions regarding the specific needs and issues of stakeholders.
This approach brings a more trans-sectoral planning approach making proposed solutions more
relatable and relevant, thereby contributing to the betterment of the community.

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Open data and information sharing can be achieved through shared data inventory and close
coordination among the planners and the technical team members. In addition, the data available
should also be validated through continuous collaboration with the stakeholders.

Figure 2.2 Metro Ilocos Norte Master Plan Open Data and Evidence-based Analysis

2.1.4 Promotion of an Efficient Transport System and Designing

Complete Streets and Precincts

Figure 2.3 Efficient Urban Transport System and Complete Streets

The smooth flow and distribution of goods, services, and people is a characteristic of an efficient
transport system. Aside from road networks, the transport system should also consist of static

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elements such as transport infrastructure facilities, carrier services, and ancillary facilities among
others.

Hence, the transport system answers the demand for transport and goods movement. Planning for
efficient transport should also consider the spatial distribution, type, and magnitude of the
various land uses in the urban area.

Meanwhile, the new livability and mobility paradigm integrates spaces for all modes of
transportation (e.g. public transport, cycles, private vehicles), support facilities (e.g. loading and
unloading zones), and pedestrians and/or commuters. It also allows spaces for greenery in the
transport infrastructure. Ideally, a complete street must have at least one-third of the space for
people (i.e. pedestrians, cyclists), one-third for trees and landscaping, and one-third for vehicles.

To achieve an ecologically balanced and human-centric street design plan, all areas needed by the
people from basic social services to recreation should be accessible. Part of improving social
development is accessible and reliable roads. Integrating spaces wherein people can live, work,
shop, dine, play, and worship aids in improving quality of life. Hence, strategic planning should be
imposed in promoting and servicing areas across the city.

2.1.5 Security by Design

Figure 2.4 A perspective showing how active frontages promote security by design

An initial approach in addressing the threats to security and safety is acknowledging that the
solution should be progressive and that not all problems are resolved instantly. Efforts such as
active street frontages and well-trafficked public spaces should be made gradually to reduce
tension among groups. Efforts in promoting safer streets—particularly for women, children, and
the elderly—are a necessary part of creating better communities.

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2.1.6 Integration of Disaster and Climate Resiliency

Among the global threats in the 21st century
is climate change. The rampant changes in
temperatures and weather patterns are
brought about by human activities (e.g.
burning of fossil fuels) damaging the ozone
layer of the Earth. These changes result in a
variation in weather patterns experienced by
the people and are manifested in the
occurrence of disasters. The increase in
magnitude and intensity of the disasters
greatly affects communities in terms of their
settlements, food security, economic
activities, infrastructure, and utilities. Aside
from direct impacts, it also resulted in
indirect impacts such as migration, disease,
and worse, death. Hence, it is vital to address
these climate and disaster risks by lessening
vulnerabilities and increasing capacities.

As urban centers grow in number and size,

there is a need to reinforce and enhance the
adaptive capacity and resilience of communities to natural disasters. Development and
reconstruction should be done in a more secure and less hazardous location to minimize the
exposure of life and property, at the same time reduce the costs of response and recovery.
Planning resilient communities will also promote developments that minimize environmental
footprint. Active transport infrastructure is a significant effort in minimizing the risks and
vulnerabilities of the cities and communities.

2.1.7 The 12 Greens of Development

Global warming is among the serious concerns experienced worldwide. Intertwined with climate
change, it challenges how each individual, group, and community rethinks how to live, work, and
move in light of rising temperatures, sea level rise, catastrophic events, and other threats. With
this, the Project Team advocates creating sustainable designs and developments to minimize
carbon footprint in key sectors (e.g. construction, industry, transportation, real estate).

This practice calls for compact, pedestrian, and environmentally-friendly development. The
construction, maintenance, and demolition of buildings contribute to about one-third of the
world’s emissions. A sustainable green building is an outcome of a design philosophy focusing on
increasing the efficient use of energy and water resources while also reducing impacts on humans
and the environment. These can be attained through better site selection, design, construction,
operation, maintenance, and when necessary, removal of buildings.

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Figure 2.6 The Twelve Greens of Sustainable Development

2.1.8 Infrastructure Building for Sustainable Communities

Social development requires that people have access to reliable and quality social services such as
education, health, and security services. This can provide better opportunities for people to have
access to basic services. This will require improvement in the infrastructure network that
integrates the urban area into other parts of the city as well as improving public utilities such as
water, electricity, and communications.

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Figure 2.7 Davao City Tourism Master Plan Conceptual Perspective

2.1.9 New Urbanism​

Figure 2.8 Illustration of New Urbanism Approach

New Urbanism advocates development that is compact, diverse in land uses and activities, and
designed for people and public transport rather than cars. The concepts of New Urbanism address
the ills of the current urban expansion and development pattern apparent in many cities and
metropolitan areas today. The urban design movement offers a more responsible model of
development that the cities may use as a reference.

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A key principle is the creation of compact and walkable communities. Urban areas should have
clearly defined centers and edges. The center necessarily includes public spaces such as but not
limited to buildings and transits and commercial establishments such as shops and offices.
Furthermore, streets should be laid out as an interconnected network, forming coherent blocks
where building entrances are facing the streets rather than parking lots. It then encourages the use
of walking and public transportation since neighborhoods are connected to each other, to the
town’s core, and to the surrounding region.

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2.2. Active Transport Best Practices

2.2.1 City of Iloilo

The Transformation of Iloilo’s Urban Mobility

The City of Iloilo, dubbed as the “Bike Capital of the Philippines” and hailed as the “Most-Bike
Friendly City”, has become a pioneer in promoting active transportation. Over the last decade, the
city has seen a significant shift toward creating a more bike-friendly and pedestrian-oriented
environment, making strides in urban mobility with a clear focus on sustainability, inclusivity,
and public health.

The city’s initiatives on active transportation can be traced back to 2009, when cycling culture
began to grow with the development of the Iloilo Esplanade, a riverside flood prevention and
beautification project that also incorporated pedestrian and cyclist-friendly spaces. However, it
was in 2014, with the launch of the city’s first bike festival, that the local government took a
proactive stance to support this growing movement. The city's commitment to promoting cycling
as an alternative mode of transportation was further strengthened in response to the COVID-19
pandemic, which highlighted the need for safer, more sustainable forms of transport.

Figure 2.9. Iloilo River Esplanade

Source: [Link]

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Figure 2.10. Iloilo’s Annual Bike Festival and Other Bike Events
Source: [Link]

Government and Policy Support

Iloilo’s efforts to institutionalize cycling as an essential mode of transportation were bolstered by
the Iloilo City Bike Council, established through Ordinance No. 2022-222. The council’s primary
objectives include: promoting bike tourism and building a cycling culture; prioritizing the safety
and convenience of cyclists by expanding and maintaining bike lanes; and coordinating with
various stakeholders, including the local government, private sector, and communities, to
enhance biking infrastructure. This initiative highlights the city's recognition of cycling not only
as a recreational activity but as a legitimate and sustainable mode of transportation.

In addition to the local initiatives, national policies such as the DOH-DILG-DPWH-DOTr JAO
2020-0001 and DPWH Department Order No. 88 encouraged the integration of active transport
into the broader urban mobility framework, allocating funds and promoting policies that support
the growth of cycling infrastructure across the country.

Infrastructure Development
Iloilo has made significant efforts in developing active transportation infrastructure, aimed at
enhancing urban mobility and promoting a greener, healthier lifestyle. This infrastructure is
composed of interconnected bike lanes, pedestrian walkways, and other facilities that support
cycling and walking as alternative modes of transportation.

A key highlight of this development is the Iloilo Esplanade, which was initially launched in 2012.
Over the years, this project has grown into a prominent feature of the city, now stretching over

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nine (9) kilometers along the banks of the Iloilo River. The esplanade serves as more than just a
scenic environment but also serves as a vital public space that encourages active mobility,
providing dedicated pathways for both pedestrians and cyclists. Its continued development not
only supports local transportation needs but also offers a recreational space for residents and
visitors alike.

In addition to the esplanade, the city has built an extensive bike lane network that further
strengthens its commitment to active transportation. The network is categorized into three (3)
classes to ensure the safety and convenience of cyclists. Class I lanes are the most protected,
featuring fully segregated bike lanes along major roads like the Iloilo Diversion Road (Sen.
Benigno Aquino Avenue), which became the city's first traffic-segregated bike lane when it was
completed in 2015. This lane spans five (5) kilometers and has set a precedent for safer cycling
routes in Iloilo City. Class II lanes are buffered bike lanes that offer some protection from
motorized traffic, while Class III lanes are shared spaces marked with signage and paint where
cyclists must navigate alongside vehicles. By 2021, the city's bike lane network reached 100
kilometers, connecting primary, secondary, and tertiary roads across the city's various districts.

Table 2.1. Bike Lane Network Inventory of Iloilo City per Classification per District

Length (kilometers)
District
Class I Class II Class III Total
City Proper 3.230 - 17.854 21.084

Jaro 3.050 - 23.080 26.130

La Paz 1.600 - 8.602 10.202

Lapuz - - 3.736 3.736

Mandurriao 2.000 0.144 19.936 22.080

Molo - - 9.690 9.690

Villa Arevalo - - 5.826 5.826

Iloilo City 9.880 0.144 88.724 98.748

Source: Iloilo City Government

The city's existing CLUP and Comprehensive Development Plan (CDP) reflect the importance of
expanding and enhancing active transportation facilities. As part of this effort, several programs
and projects have been outlined to further develop the city’s infrastructure. One initiative is the
Active Transport Development Program, which seeks to expand and improve the city’s cycling
and pedestrian networks. The University Loop, a key component of this program, connects
educational institutions and provides safer, more efficient routes for students and faculty.
Additionally, the city has introduced a bike-share system with a mobile application, making
cycling even more accessible to residents and visitors. To accommodate the increasing number of
cyclists, the city continues to expand its bike lanes and implement additional features such as bike

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racks, lighting, and green spaces. These enhancements are designed to improve safety, usability,
and the overall cycling experience, making Iloilo City a model of active transportation.

Figure 2.11. Proposed Bike Lane

Source: 2021-2029 Iloilo City Comprehensive Land Use Plan

Impact and Achievements

The development of active transportation infrastructure in Iloilo City has led to significant
positive impacts, particularly in terms of increased cycling participation. The establishment of
protected bike lanes and the expansion of the city's bike network have made cycling safer and
more accessible, with over 90% of survey respondents using bikes for leisure, work, and essential
travel, especially during the pandemic (Macalalag, 2021). This shift in transportation habits has
also contributed to environmental benefits, such as reduced traffic congestion and a decrease in
the city’s carbon footprint. Additionally, the development of green spaces along the scenic Iloilo
Esplanade has improved the urban environment, making it more attractive for cycling and
outdoor activities.

The economic and health benefits of cycling in the City of Iloilo have also been observed. The rise
of bike tourism has drawn enthusiasts from around the region, benefiting local businesses and
tourism. Moreover, the increased use of cycles has promoted physical fitness and mental
well-being, providing a healthier and more active population. The city’s efforts in promoting
active transportation have been recognized with awards such as the Gold Award at the National
Mobility Awards and the DILG Bike Land Award in 2021, cementing its status as the "Bike Capital

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of the Philippines" and one of the most bike-friendly cities in the country. These achievements
reflect the city’s successful efforts to foster a sustainable and inclusive transportation system.

2.2.2 Japan

In 2016 Japan enacted the Bicycle Use Promotion Act. The initiative was spurred on by the need
to upgrade cycling infrastructure which had been viewed as dirty, disorganized, dangerous, and
difficul, into a more environmentally-friendly, health-promoting, and tourism-inviting bike lanes.
Existing bicycle measures were also elevated to a comprehensive bicycle policy.

Planning Process
The document “Guidelines for creating a safe and comfortable bicycle usage environment” was
released in the same year as the Bicycle Use Promotion Act. The bicycle network planning process
is as follows:

Figure 2.12. Bicycle Network Planning Process (Steps are in blue, considerations are in yellow)
Source: [Link]/road/road/bicycle/pdf/[Link]

1.​ Delineate a planning area for the bicycle network

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a.​ Existing policies in area

b.​ Points of interest
c.​ Public information on the coverage of the bicycle network plan
d.​ Identification of possible priority development areas; consider eventual
expansion/later linkage between these areas
2.​ Select routes options for the bicycle network
a.​ Inventory of roads, related infrastructure and facilities
b.​ Manner or criteria of route selection
3.​ Determine the type of infrastructure to be installed
a.​ Traffic conditions
b.​ Manner of developing an area
c.​ Consideration of provisional forms if a full network could not be immediately
done
d.​ Identify if certain routes are to be prioritized in terms of facilities and
infrastructure installation
4.​ Decide on options for the bicycle network
a.​ Priority development areas
b.​ Schedule and level of maintenance
5.​ Construction
a.​ Bike network plan is integrated in more recent planning documents
b.​ Detailed design, covering stages of construction from a provisional network to a
complete one.
c.​ Installation of easily-understood signage
i.​ Standardization of road signs
ii.​ Signage to assist in direction/navigation of bike routes
6.​ Monitoring (e.g. use change, impact in local communities)
7.​ Plan evaluation and review
8.​ Gradual completion of a region/area’s bicycle network

Throughout all steps of the planning process, there is public involvement to better adjust to local
conditions and preferences (color green in Figure 2.12).

Determining Bike Network Extent

The planning guideline suggests that a network need not be immediately maximalist in the scope
of the network. A conceptual example is given:

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Figure 2.13. Conceptual example of Determining Bike Network

Source: [Link]/road/road/bicycle/pdf/[Link]

The figure above features points of interest in a general area. A bicycle network may begin by
linking important points before eventually expanding to outer area points of interest until the
target general area has been included into the bicycle network.

Some factors to look at in the data-gathering process are the road network, vehicle traffic volume,
vehicle speeds, bicycle traffic volume, spatial characteristics of road (width, number of lanes), and
future projections. These will be fed into GIS and similar software. Data gathering may also
include surveys in cooperation with schools and employment locations (companies, factories,
stores, etc.) and use of smartphone apps or data.

Main roadways and old/legacy major thoroughfares (roads where traffic has been diverted away
from by newer parallel routes), and riverside and railway sides in particular are suggested starting
points for route placement as these latter stretches allow for more continuous cycling paths. For
tourism routes, appealing visual corridors, and historical and cultural landmarks are suggested to
be linked to maximize the experience. Additionally, already existing bicycle lanes may be
integrated and if needed, enhanced.

As much as possible, route selection should promote cyclist and pedestrian safety, reducing
conflict between the two and conflict points with vehicular traffic. Market streets (shōtengai - 商
店街) with heavy foot traffic are not recommended to have a bike lane.

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Determining Bike Lane Infrastructure

Prospective cycling routes undergo the criteria to match an appropriate lane design based on
existing conditions. This chart also includes the possibility of provisional infrastructure before
eventually moving to a full, complete design. Factors to consider when reviewing existing roads
are lane width, number of lanes, presence and size of road islands, presence of road shoulder,
roadside parking, sidewalk, possibility/necessity of road widening to accommodate active
transportation infrastructure.

Figure 2.14. Selection Criteria of Bicycle Space

Source: [Link]

After determining priority points to be linked, and the type of bike lanes that can be installed, the
gradual implementation of the bicycle network is demonstrated in the figure below:

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Figure 2.15. Bicycle Formulation Stages

Source: [Link]

2.2.3 Singapore

Active transportation in Singapore includes walking and cycling that plays a very important role
to create and provide a more sustainable transport system. The Land Transport Authority (LTA)
has been instrumental in promoting these modes through various policies and infrastructure
developments. The LTA is a government agency under the Ministry of Transport that leads
transportation projects in Singapore. LTA plans the country's long-term transport needs, catering
to both drivers and public transport users. LTA aims to create a land transport system that focuses
on people, meeting the needs of a diverse, inclusive, and vibrant city. This is done through three
main goals: making public transport the preferred choice, managing road use, and meeting the
different needs of people.

In terms of investments in infrastructure that promote active mobility, a notable example of this
is the Park Connector Network (PCN) which comprises over 300 kilometers of dedicated paths
that link parks, nature reserves, and residential areas, facilitating seamless walking and cycling.
The PCN ensures a smooth and convenient experience for both walkers and cyclists, serving the
dual purpose of recreation and daily commuting. Moreover, the LTA has ambitious plans to
expand the cycling path network across Singapore, increasing it from 500 kilometers in 2020 to
an impressive 1,300 kilometers by 2030. This expansion underscores Singapore's commitment to
embedding active transportation seamlessly into its urban landscape and fostering a more
sustainable, car-lite society (LTA, 2020).

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Island-Wide Routes
To encourage exploration of Singapore's green spaces, a series of island-wide routes that connect
various park connectors and trails were developed. These extended pathways allow you to walk or
cycle across greater distances, immersing yourself in the natural beauty of Singapore. Designed to
complement the PCN, these routes offer an enhanced experience for both recreation and active
commuting, promoting a deeper connection with the outdoors.

Figure 2.16. Island Wide Routes Map

Source: [Link]

Coast-to-Coast Trail
The Coast-to-Coast Trail (Central) is a scenic 36-kilometer route that stretches across Singapore,
connecting a diverse array of natural areas, parks, and park connectors. This trail begins at Jurong
Lake Gardens in the west, traverses the lush Lornie Nature Corridor near the heart of the island,
and culminates at the serene Coney Island Park in the northeast. Offering a seamless journey
through Singapore’s green spaces, the trail is ideal for those looking to explore the island's
biodiversity and recreational landscapes.

Tourists and locals can choose a trail and navigate through it independently using the NParks
Explore a Route (NEAR) mobile application or to the online Coast-to-Coast (Central) Trail
Guide.

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Figure 2.17. NParks Coast-to-Coast (Central)

Source: [Link]

Eastern Coast Corridor

The Eastern Corridor is an 18-kilometer route comprising park connectors, progressively
developed since its establishment in 2021. Approximately half of the pathway runs alongside
waterways enhanced through the Public Utilities Board’s Active, Beautiful, Clean Waters (ABC
Waters) Programme, providing park visitors with picturesque cycling routes that showcase the
east's vibrant waterscapes. This route offers more opportunities for the community to explore
parks and nature areas while enjoying Singapore’s natural beauty.

The corridor features multi-tiered landscaping that enriches greenery and attracts biodiversity,
creating a harmonious environment where people can connect with nature. Some of these are the
Pasir Ris Park, Pasir Ris Town Park, Tampines Eco Green, Sun Plaza Park, and many more. These
green spaces not only promote physical and mental well-being but also foster a sense of unity
within the community. By offering expansive and immersive natural experiences in an urban
setting, the Eastern Corridor is a significant step towards realizing Singapore’s vision of becoming
a City of Nature.

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Figure 2.18. Eastern Coast Corridor

Source: [Link]

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Rail Corridor
The Rail Corridor used to be a railway line that connected Singapore to the Malay Peninsula for
transporting people and goods in the early 1900s. When the railway land was returned to
Singapore in 2011, it was turned into a long green space running through the center of the island,
giving people a place to enjoy and make new memories together.

Figure 2.19. Rail Corridor

Source: [Link]

Round Island Route

The Round Island Route (RIR) is a 150 kilometer-long park connector that will eventually be part
of a larger 360 kilometer network of recreational routes, including park connectors and trails,
planned by the National Parks Board (NParks). Notable parks along the RIR include Rowers’ Bay,
Sengkang Riverside Park, Pasir Ris Park, Changi Beach Park, and East Coast Park. When finished,
it will be the longest route in this network, offering more ways for people to enjoy activities like
hiking and cycling. It will also connect natural habitats, helping to protect wildlife and make
Singapore’s ecosystems stronger.

This project also supports Singapore’s goal of becoming a City in Nature, which is a key part of
the Singapore Green Plan; a national effort to create a green, sustainable, and livable home for
everyone.

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Figure 2.20. Round Island Route - Phase 1

Source: [Link]

Plans/Initiatives/Engagements
Pilot for Revised PCN Typology Phase 2
To improve the user experience along the PCN, NParks launched a pilot program in September
2022 that divides certain stretches of the PCN into pedestrian-only paths (POP) and shared paths.
Additionally, new ground imprints have been added to clearly indicate which user groups are
allowed on each path and which group has priority.

Phase 1 of this pilot ran from 2022-2023, covering about 30 kilometers along the
Round-Island-Route Eastern Coastal Corridor and Pasir Panjang Park. Meanwhile, Phase 2 will be
rolled out progressively across approximately 20 kilometers of park connectors, including areas

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like Tanjong Rhu PC, Gardens by the Bay, Marina Barrage, Singapore River Promenade, Punggol
PC, Pasir Ris Park, and Ulu Sembawang PC.

Figure 2.21. Shared Path (Left) and Segregated / Separated Path (Right)
Source: [Link]

For Phase 2, NParks has enhanced the ground imprints by adding directional arrows. These
arrows work alongside the “Keep Left” etiquette, helping users know which side of the path to use
when traveling in different directions. NParks will continue collaborating with the LTA and other
partners to raise public awareness about the updated PCN typology and promote proper PCN
etiquette.

Visioning the North-South Corridor

The 21.5 kilometer North-South Corridor (NSC) is a transportation route that will improve
connections between the northern areas and the city, including towns like Sembawang, Yishun,
Ang Mo Kio, Toa Payoh, Novena, and Rochor. The NSC is part of the 34 kilometer Central
Corridor, a network of recreational routes being developed by NParks to give people more
chances to explore Singapore’s green spaces. The Central Corridor will connect to other routes
like the Round-Island-Route, Coast-to-Coast Trails, and different parks and park connectors.

The LTA and NParks will ask the public for ideas on how to improve the surface streets freed up
by the NSC, making them more accessible, greener, and better for walking, cycling, and
recreation.

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Local Policies/Laws
Active Mobility Act (AMA)
The Government introduced the Active Mobility Act (AMA) in 2018 to formalize
recommendations made by the Active Mobility Advisory Panel regarding the use of bicycles,
Personal Mobility Devices (PMDs), and Power-Assisted Bicycles (PABs). This legislation
establishes clear regulations to promote safe and responsible usage of these devices, ensuring they
integrate harmoniously with pedestrian and cycling pathways.

To maintain a secure and enjoyable environment in parks and along park connectors, users are
encouraged to familiarize themselves with the permitted devices for specific paths. Adherence to
safety guidelines and compliance with onsite signage are essential to creating a shared space that
caters to everyone’s needs. Active mobility devices governed under this act include:

●​ Bicycles
●​ Three-Wheeled Pedal Cycles: Cargo tricycles and rider-only tricycles
●​ Recumbents: Two- and three-wheeled recumbents
●​ Power-Assisted Bicycles (PAB)
●​ Motorised and Non-motorised Personal Mobility Devices (PMDs): Kick-scooters, electric
scooters, hoverboards, unicycles, motorised luggage, etc.
●​ Personal Mobility Aids (PMAs): Wheelchairs, motorised wheelchairs or mobility scooters
which are designed to carry an individual who is unable to walk or has walking difficulties

Enforcement of the Active Mobility Act includes fines for violations, such as up to SGD 1,000 for
riding a PMD on pedestrian-only paths. Devices that don't meet safety standards or are used
incorrectly may also be confiscated. These laws are part of Singapore’s broader effort to ensure
safe, sustainable, and efficient active transportation while safeguarding the well-being of all road
users.

Road Traffic Act 1961

The Road Traffic Act applies to active transportation, especially cycling on roads. Cyclists are
required to follow the same traffic rules as motor vehicles, including obeying traffic signals and
signs. They are also encouraged to wear helmets and must have working lights when riding at
night.

Pedestrian Paths
There are specific regulations for the use of PMDs and PABs on pedestrian paths. These devices
are not allowed on pedestrian-only paths. However, on shared paths, PMDs and bicycles are
permitted, but users must yield to pedestrians and ensure they maintain a safe speed.

Public Transport Integration

Active transport laws also support the integration of cycling and PMDs with public transport.
Cyclists can bring their bicycles on public transport during off-peak hours, with folding bicycles
allowed at any time. PMDs, on the other hand, must be folded when taken onto public transport.

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LTA and NPark Guidelines

The LTA and NParks provide guidelines for proper conduct on park connectors, nature trails, and
other shared spaces. These include ensuring that devices are well-maintained and safe to use, as
well as respecting others by following road etiquette on shared paths.

2.2.4 Taiwan
Highway Public Transportation Plan
Taiwan has a population of around 23.9 million, with 80.1% living in cities, making it one of the
world's most densely inhabited places. The island has a well-developed road network that
comprises highways and local roads, allowing for easy access between major cities and rural areas;
however, large centers such as Taipei and Kaohsiung frequently experience traffic congestion,
especially during peak hours. Active transportation is becoming more popular, with many
residents using bicycles and scooters for short commutes, which is aided by dedicated bike lanes
and public bike-sharing programs, reflecting a growing emphasis on sustainable transportation
options in response to urban mobility challenges.

The Ministry of Transportation and Communications undertook a variety of schemes aimed at

improving highway public transportation from 2010-2024. These efforts have successfully
expanded public participation in transportation systems. Building on this foundation, the
government intends to launch a new program for 2025-2028 that prioritizes sustainable highway
public transit and fair access for all users. This new initiative is supplemented with a thorough
Bicycle Active Transport Plan, which focuses on improving cycling infrastructure, increasing
safety, and encouraging bicycle use as a key method of transportation.

Highway Public Transportation Plan (2025-2028) Objectives:

●​ Service Restoration and Improvement:
○​ Revise the bus fare structure and subsidy system to make it more affordable to the
users.
○​ Address the manpower deficit among bus operators to maintain continuous and
dependable service.
○​ Promote integrated ticketing systems and transfer discounts to allow for seamless
travel across multiple types of public transport
●​ People-Centered and Accessible Transport:
○​ Create diversified transportation options in rural places and regions with aging
populations to enable equitable access to public transit.
○​ Improve bus shelter conditions for a better user experience and comfort.
○​ Improve bus safety management methods to ensure passenger safety.
●​ Smart Service and Digital Management:
○​ Implement innovative and technology-driven public transportation services to
boost efficiency.
○​ Use data analytics to evaluate driving behaviors, improving safety and operational
performance.

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○​ Develop a comprehensive safety management platform for highway public

transportation to monitor and improve safety standards.
●​ Low-Carbon, Green Operations:
○​ Increase the number of environmentally friendly public transportation options to
reduce dependency on personal vehicles.
○​ Encourage a move toward sustainable transportation habits to reduce carbon
emissions.
●​ Taiwan's Active Transportation Plan for Bicycles
○​ Cycling infrastructure development through dedicated bike lanes. The expansion
of dedicated bike lanes throughout cities, as well as their integration with public
transportation networks.
○​ The creation of shared-use paths with visible signs and ongoing safety and
usability assessments.
○​ Secure bike parking, including bike racks and lockers, has become readily
accessible at public transportation terminals and popular locations.
○​ A city-wide bike-sharing program using EasyCards, with strategically located
stations. Integration with Public Transport: Seamless integration of YouBike
Public Rental Program with other public transport systems.

Figure 2.22 YouBike Program Integration to Public Transport Network in Taipei City
Source: Barbara T.H. Yen, Corinne Mulley, and Chia-Jung Yeh, 2023

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Improving remote and rural transportation

To solve mobility issues encountered by residents in Taiwan's remote and rural towns, the
government has established a variety of adaptable and diverse transportation solutions. These
designed for users approaches have dramatically increased highway public transportation service
coverage from 70% in 2016 to 91.96% in 2023. Key achievements include improved road safety,
mobile licensing and registration stations, "Happiness Bus" and "Happiness Taxi" services with
fixed and flexible routes, a pilot ride-sharing program that connects private vehicle owners with
riders, and encouraging private sector investment in rural transportation. The future approach
focuses on reducing restrictions, utilizing technology for needs-based solutions, boosting private
sector involvement, and making the best use of local resources to further adapt transportation
services to these regions.

Existing Policies that support Active Transportation

1.​ Design Standards of Urban Roads and Accessory Works
a.​ Design Considerations
i.​ Surveys and Analyses: Terrain, land use, traffic characteristics, and public
facilities must all be evaluated prior to design.
ii.​ Design Speed: Determined by road type and function, with varying speed
limitations for different terrains.
iii.​ Alignment and Lane Width: Must follow urban planning guidelines, with
minimum lane widths set for different vehicle categories.
2.​ Article 11 declares that:
a.​ Car lane width is regulated by the design speed. The minimum lane width for
expressways is 3.25 meters, for main and minor highways it is 3 meters, and for
service roads it is 2.8 meters.
b.​ The minimum lane width for motorcycle lanes is 1.5 meters.
c.​ The minimum lane width for bicycle lanes or bikeways is 1.2 meters.
d.​ The minimum lane width for bus lanes is 3 meters; however, the minimum lane
width for bus lanes at bus stops is 3 meters.
e.​ The width of a slow lane shall not be less than 2 meters. However, if the road
width is insufficient, a slow lane must be at least 1.5 meters wide.

To ensure the safety of pedestrians, bicycle riders, bikers, and motorists, every level of competent
authorities may dedicate traffic calming zones or pedestrian malls in commercial areas, residential
areas, school areas, and other necessary areas where service roads pass through, according to
Article 18

Design Regulations of Urban Roads and Accessory Works

Expressways must connect to other roads via ramps or grade separations, require solid dividers
for two-way roads with a minimum of two (2) lanes on each side, and permit no level crossings
with railways. Main roads must include pedestrian lanes for safety, should be designed with
consideration for aesthetics and public facilities, and require proper traffic control signs at
intersections. Main roads must include pedestrian lanes for safety, should be designed with
consideration for aesthetics and public facilities, and require proper traffic control signs at

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intersections. The overpass and pedestrian underpass tunnels, as well as the entrance and exit
routes, must all be at least 1.5 meters wide. Where an entry or exit is located on a walkway or
sidewalk, the passageway width after construction must meet the minimum clear width
requirement. The height clearance between the bridge ceiling and the pedestrian underpass
interior space must be at least 2.1 metres. The gradient at the entrance and exit of pedestrian
underpasses and overpasses cannot exceed 12%. Hand rails must be installed on the sloping path
and steps, as well as slip prevention measures.

2.2.5 The Netherlands

The Netherlands is widely considered the world's premier cycling nation. It developed the CROW
Design Manual for Bicycle Traffic which guides the nation in maintaining and regulating cycling
activities in the country. Some insights identified are the need of good cycling infrastructure that
facilitates directness and comfort as well as reduced waiting at traffic lights. The manual outlines
five (5) characteristics that cycling infrastructure is to possess: cohesion, directness, attractiveness,
safety, and comfort. Cycling as a mode is also considerably supported when a network approach is
taken. It seeks to avoid piecemeal installation, and that simple road safety measures alone are
insufficient in promoting active transportation.

With more bicycles than people, and even its prime minister frequently commuting by bike, the
country's dedication to cycling is evident (Tennant, 2022). A key factor in the Netherlands'
cycling success is its extensive network of bike lanes, totaling over 35,000 kilometers, a significant
portion compared to its 140,000 kilometer road network. Beyond dedicated lanes, the Dutch have
implemented shared roads where cyclists have priority, indicated by signs like "fietsstraat auto te
gast" (cars are guests). Roundabouts also prioritize cyclists, with about 60% in cities featuring
separate circular cycle tracks. Bikes generally have the right of way in urban areas, and many
intersections have been redesigned to improve cyclist safety.

Beyond safe cycling infrastructure, the Netherlands has also prioritized convenient bike parking.
Utrecht boasts the world's largest multi-story bike park, holding 12,500 bicycles. Furthermore,
recognizing the importance of intermodal transportation, most train stations offer bike parking,
and some trains even include dedicated bike carriages or spaces.

Safer Cycling Through Improved Infrastructure

Moreover, in a study conducted by Kees van Goeverden et al. (2015), there were design
appreciations that cyclists prefer, these are:

●​ Direct routes;
●​ Connectivity, where cyclists appreciate colored pavement that marks their route;
●​ No or minimal exposure to the hindrance of motorized traffic
●​ Cyclists prefer dedicated infrastructure, and routing through a traffic calming area is more
appreciated than routing along a main arterial;
●​ Sufficient width of bicycle paths, depending on the traffic flow and one- or bidirectional
use and;
●​ Smoothness and quality of pavement

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Furthermore, the same study suggests that shared space design represents a shift from traditional
infrastructure, integrating pedestrians, motorized vehicles, and non-motorized vehicles within a
single public space. The design prioritizes safety, encouraging drivers to be mindful of and yield
to slower road users by naturally prompting lower speeds.

According to Pucher and Buehler (2016), the Netherlands, together with other European
countries, features extensive networks of both on-road bicycle lanes and off-road bicycle paths,
often complemented by priority traffic signals and advanced stop lines at intersections. Building
upon this foundation, some cities have developed "cycle superhighways"—dedicated express routes
designed for efficient long-distance commuting. These routes typically consist of separated bicycle
paths running parallel to major roads, minimizing crossings and featuring synchronized "green
waves" of traffic signals timed for faster cycling speeds.

Complementing these high-speed corridors are "bicycle streets," narrow roadways where cyclists
have legal right of way across the entire width. Furthermore, residential neighborhoods benefit
from traffic calming measures, including speed limits of 30 kilometers/hour (20 mph) or less,
combined with physical modifications like speed humps, raised intersections, chicanes,
alternating parking, and road narrowing. Finally, strategically placed dead ends for motor vehicles,
coupled with convenient passageways for cyclists, create deliberately circuitous routes for cars
while maintaining direct routes for cyclists, effectively discouraging traffic and further enhancing
safety in residential areas (Pucher & Buehler, 2016).

The CROW Design Manual for Bicycle Traffic: Insights for the Philippines’ Active Transport
Strategic Master Planning
The CROW Design Manual for Bicycle Traffic is widely regarded as the gold standard for
designing cycling infrastructure. Rooted in decades of practical experience and research from the
Netherlands, it offers comprehensive guidelines for creating safe, efficient, and user-friendly
cycling environments. This document provides an overview of the manual's principles and
explores how its insights can inform the country’s ATSMP.

Core Design Principles

1.​ Safety:
●​ The manual emphasizes reducing conflicts between cyclists and other road users
through physical separation or effective design, particularly at intersections and
high-traffic areas.
●​ Highlights include speed reduction measures for motorized traffic and creating
protected bike lanes when vehicle speeds exceed 30 kilometers/hour.
2.​ Coherence:
●​ A coherent network connects all key destinations, such as residential areas,
schools, workplaces, and transit hubs.
●​ Consistent signage, uniform infrastructure standards, and logical routes enhance
wayfinding and network usability.
3.​ Directness:
●​ Cycling routes must minimize travel time and detours, offering straight and
uninterrupted paths to destinations.

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●​ Traffic signal prioritization for cyclists is recommended to ensure efficiency,

particularly in urban areas.
4.​ Comfort:
●​ High-quality surfaces with minimal vibration, adequate widths, and gradients are
essential.
●​ The manual considers the increasing use of e-bikes and cargo bikes, requiring
wider lanes and smoother paths.
5.​ Attractiveness:
●​ Infrastructure should contribute to a pleasant cycling experience with
aesthetically pleasing designs, green surroundings, and proper lighting.
●​ Cycling environments should feel safe and inviting, particularly for vulnerable
groups like children and elderly riders.

The Philippines faces unique challenges in developing cycling infrastructure, stemming from its
tropical climate, high urban density, and varying levels of political commitment to active
transport. Adopting insights from the CROW Design Manual for Bicycle Traffic offers an
opportunity to address these obstacles while creating a more cycling-friendly environment. Below
are specific recommendations on how the manual's principles can be adapted to the local context.

●​ Enhancing Safety in Dense Urban Environments - Cycling safety in the Philippines is

compromised by high traffic volumes, unprotected cycle lanes within wide roads, and
weak enforcement of traffic regulations. To address these risks, creating protected bike
lanes along main thoroughfares is essential, particularly through the reallocation of road
space. Traffic calming measures, such as speed bumps and reduced speed limits, should
also be implemented in densely populated areas to lower vehicle speeds and enhance
cyclist safety. Furthermore, tactical urbanism initiatives, like temporary pop-up bike lanes,
can be used to test the feasibility and effectiveness of cycling infrastructure before making
permanent investments.
●​ Building a Coherent Network Amid Fragmentation - The absence of a well-connected
cycling network in the Philippines discourages ridership and limits the utility of existing
infrastructure. A priority should be developing bike-friendly corridors that link key
destinations, including residential areas, business districts, and transit hubs. Integrating
these networks into urban master plans and ensuring alignment with national guidelines
for active transport are critical steps. LGUs must play a central role in this effort, aligning
their road designs and traffic plans to support a cohesive cycling network.
●​ Addressing Political and Technical Constraints - Limited budgets, resistance from
car-centric stakeholders, and disparities in technical expertise among LGUs are major
barriers to progress. Public-private partnerships (PPPs) can provide much-needed funding
for cycling infrastructure while incentivizing private sector participation through tax
benefits and subsidies. Capacity-building programs are equally important to equip
engineers, planners, and LGU staff with the knowledge and skills needed to design and
implement cycling-inclusive infrastructure. Institutionalizing cycling policies at both
national and local levels will also ensure that these initiatives receive long-term support
and adequate resources.
●​ Supporting Comfort and Attractiveness in a Tropical Climate - The Philippines' tropical
climate poses significant challenges to promoting cycling as a practical daily transport

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mode. Heat, humidity, and heavy rains can deter cyclists unless adequate infrastructure is
provided. Shaded cycling paths, achieved through tree canopies or covered sections, can
make riding more comfortable, while rest stops equipped with water stations and repair
kiosks can support longer journeys. High-quality drainage systems and weather-resistant
materials for bike lanes are also necessary to maintain functionality and durability during
frequent rain.
●​ Fostering Public Buy-In - Cultural biases favoring car ownership and limited awareness of
cycling’s benefits hinder efforts to popularize active transport. Public awareness
campaigns are essential to educate communities about the health, economic, and
environmental advantages of cycling. Events such as car-free days can showcase the
benefits of well-designed cycling infrastructure while fostering community support.
Engaging stakeholders from diverse sectors will further strengthen public acceptance and
ensure broader participation in active transport initiatives.

2.2.6 US National Association of City Transportation Officials

(NACTO)

The National Association of City Transportation Officials (NACTO) is a coalition of cities and
transportation agencies across the United States (US) that develops guidance and resources to
promote safe, sustainable, and equitable urban transportation. One of NACTO's key contributions
is the Urban Bikeway Design Guide, which provides standards and best practices for designing
bike lanes, intersections, and end-of-trip facilities. This guide prioritizes the following:

●​ Protected Bike Lanes: Designs that physically separate cyclists from vehicular traffic,
enhancing safety and encouraging cycling as a mode of transportation.
●​ Clear Signage: Ensures that all road users—cyclists, pedestrians, and
motorists—understand traffic patterns and rules, reducing conflicts and improving overall
traffic flow.
●​ Intersection Safety Features: Includes elements such as bike boxes, which give cyclists a
designated space at the front of intersections, and dedicated traffic signals for bicycles to
minimize collision risks.

The NACTO standards are particularly relevant to the Philippines due to its historical alignment
with U.S.-influenced urban planning and its increasing emphasis on sustainable urban mobility.
The NCR faces critical challenges in ensuring safe and accessible infrastructure for cyclists amidst
heavy traffic congestion and limited road space.

●​ Safety in Dense Urban Areas: Metro Manila and other urban centers can adapt NACTO’s
design principles to improve cyclist safety in high-density environments, such as by
implementing protected bike lanes and dedicated bike crossings.
●​ Encouraging Active Transportation: Aligning with global trends, integrating NACTO
standards can support the Philippine government’s push for sustainable transportation,
especially with increasing investments in pedestrian and cycling infrastructure under
programs like the “Build, Better, More” initiative.

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●​ Promoting Accessibility and Equity: The guide's emphasis on accessible designs ensures
that bike lanes and cycling facilities cater to diverse users, from casual riders to daily
commuters, reducing reliance on motorized transport and fostering inclusivity.

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2.3. Case Studies on Active Transport

2.3.1 Kuala Lumpur, Malaysia

The Economic Transformation Programme, the level plan, sets a vision for the Greater Kuala
Lumpur/Klang Valley to achieve a top 20 ranking in the city economic growth and be one of the
top 20 most livable cities by 2020. Nine Entry Point Projects (EPPs) along four (4) dimensions
were formulated. Dimensions in achieving this vision is the call for a metropolis that requires
improvement and seamless integration of pedestrian walkways. EPP5 is the River of Life project, it
is set to transform sections of the Klang and Gombak rivers flowing through Kuala Lumpur into a
vibrant and livable waterfront with commercial and heritage areas. EPP8 is the Comprehensive
Pedestrian Network, part of a larger ambition to improve people's mobility to create a healthy and
livable city. It aims to improve accessibility and inclusivity for pedestrians through a fully
integrated and barrier-free network.

The main driver behind the formulation and implementation of the Kuala Lumpur Pedestrian
and Cycling Masterplan 2019-2028 is to transform the Malaysian capital into a sustainable and
more livable city. It aims to create a low carbon, cleaner, and healthier environment wherein
walking and cycling are promoted as an integral part of mobility and lifestyle. The major focus of
this master plan is to enhance connectivity and create a seamless intermodal connectivity and
experience, from first-mile to last-mile connections. It outlines various strategies and actions for
infrastructure development, community engagement, and integration of technological solutions.

The 10-year plan for the development of pedestrian and cycling infrastructure in Kuala Lumpur
from 2019-2028 is divided into three phases:

●​ Phase 1: Creating Buy-In (2019-2020) focuses on implementing quick-win projects to

show the government's commitment to active mobility. This phase focuses on improving
pedestrian and cyclist comfort and safety to encourage public support and participation.
This includes improving pedestrian and cycling infrastructure and creating a
communications plan to promote the changes and improvements and the city’s
commitment to establish active mobility.

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Figure 2.23 Schematic Diagram of Phase 1 Recommendations

Source: Dewan Bandaraya Kuala Lumpur, 2019

●​ Phase 2: From Having to Walk to Wanting to Walk (2021-2023) includes pedestrianization

projects, the expansion of the cycling lane network, and programs to support community
placemaking. This phase aims to create a more appealing walking and cycling experience
through community-based placemaking, pedestrianization of streets in vibrant areas, and
the development of a user-friendly mobile application for trip planning and wayfinding.

Figure 2.24 Schematic Diagram of Phase 2 Recommendations

Source: Dewan Bandaraya Kuala Lumpur, 2019

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●​ Phase 3: Transformation in Urban Lifestyle (2024-2028) focuses on implementing radical

measures, such as an area road pricing scheme, to decrease traffic congestion and
encourage active mobility. This phase aims to create a shift in the urban lifestyle in Kuala
Lumpur towards a low carbon and healthier environment, through strategies such as the
promotion and branding of the city as a walking and cycling city, creation of vibrant
urban spaces and streets, reduction of motorized traffic in the Central Business District
(CBD), and use of big data analytics for smart mobility initiatives.

Figure 2.25 Schematic Diagram of Phase 3 Recommendations

Source: Dewan Bandaraya Kuala Lumpur, 2019

2.3.2 Thailand
The ASEAN recognizes non-motorized transport (NMT), such as walking and cycling, as a vital
component of sustainable urban mobility and public health. However, capitalizing on the
potential of NMT in Southeast Asian cities and regions remains a complex challenge. Historically,
cycling has been stigmatized as a symbol of poverty, while motorcycles are widely regarded as a
"modern upgrade" to bicycles (Bakker et al., 2018). Addressing these entrenched perceptions is
crucial for fostering a cultural and policy shift that prioritizes and supports NMT as an integral
part of sustainable transportation systems.

According to Wethyavivorn and Sukwattanakorn (2019), some identified barriers affecting

sustainable commuting included long distances, inconvenience, and a lack of time, which
discouraged walking. Adverse weather conditions, such as extreme heat or rain, further
contributed to the reluctance. Safety concerns were also prevalent, encompassing the crime risk
and traffic hazards. Respondents noted that walking paths were poorly connected and not
adequately separated from motor vehicle lanes. Observations revealed that footpaths were often

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nonexistent in residential areas. Access routes to main roads were frequently shared with cars,
motorbikes, bicycles, parked vehicles, and street vendors. Street lighting was typically dim,
offering little sense of security to pedestrians.

Where footpaths did exist, they were often obstructed by utility poles, trees, street vendors, and
motorbike taxi stands. Respondents also highlighted the lack of policies promoting or regulating
pedestrian pathways in Bangkok. Furthermore, existing laws and regulations concerning
sidewalks were not effectively enforced. Motorbikes were commonly observed using sidewalks,
particularly during rush hours, to respond to traffic congestion.

In the study of Pongprasert and Kubota (2017), motorcycle taxis are a common mode of public
transportation, primarily used for short trips, such as transporting passengers from hard-to-reach
areas to bus stops, piers, or rail stations. Their ability to navigate narrow streets makes them
highly convenient. However, they frequently operate on sidewalks, particularly during rush hours,
posing significant obstacles to pedestrian walkability in TODs.

Figure 2.26 Pedestrian pavements are occupied by motorcycle taxi services in a wider range
Source: Pongprasert and Kubota (2017)

Pedestrian conditions in Bangkok face significant challenges. Pavements are in poor condition,
and there are no dedicated bicycle facilities. Local streets and sidewalks are narrow, and roads
connecting residential areas to main roads are often congested with cars and motorcycles.
Non-Motorized Vehicles (NMVs) are given low priority compared to less efficient modes like
automobiles, and there is a lack of adherence to traffic regulations by NMV users.

While efforts have been made to improve pedestrian infrastructure near transit stations to
encourage walking, these developments remain incomplete. Consequently, many residents near
transit stations still opt for cars for their work or school trips due to inadequate pedestrian
facilities in the surrounding areas.

2.3.3 Vietnam
Implementing a public bike-sharing project in District 1 in Vietnam offers several key advantages.
These include the availability of numerous public spaces that can serve as bicycle stations, a high
demand for vehicle transitions and participation in the bike-sharing system, the district’s flat

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terrain, its well-developed infrastructure, the bicycle-friendly environment, and alignment with
the Vietnamese government’s policy to promote sustainable transportation.

District 1 boasts several public areas with unused spaces that are ideal for bicycle stations or
parking lots, such as the Youth Culture Center’s parking area, Bach Dang Port Park, and April
30th Park. Furthermore, most streets in District 1 are equipped with pavements that are not only
bicycle-friendly but also conducive to the efficient development of a bike-sharing system.

Secondly, District 1 is home to hundreds of public spaces, offices, financial institutions, and
service shops, attracting thousands of people daily for work, shopping, and leisure activities.
Additionally, Ho Chi Minh City, including District 1, features a flat terrain, making it convenient
and accessible for residents and visitors to ride bicycles throughout the area. Another advantage
lies in Vietnam's policies that promote investment in public transportation, aiming to reduce the
reliance on private vehicles, particularly motorbikes. These policies are designed to mitigate the
environmental impacts caused by motorized vehicles and support the transition to more
sustainable transportation options.

To effectively deploy and operate a bike-sharing system in Ho Chi Minh City, three (3) primary
solutions can be implemented: promoting bicycle usage, integrating advanced technology, and
leveraging PPPs.

a.​ Promotion of Bicycle Usage

Promoting the use of bicycles can be accomplished through strategic communication and policy
initiatives. This includes:

●​ Awareness Campaigns: Utilizing multiple channels such as newspapers, books, banners,

social networks, and digital platforms to disseminate information on the benefits of
cycling.
●​ Supportive Policies: Introducing regulations and incentives that encourage the adoption of
bicycles, such as reduced fares, tax exemptions, or subsidies for users.
●​ Educational Integration: Embedding the concept of bike-sharing within school syllabi and
extracurricular programs to foster early adoption among the younger population.

b.​ Integration of Modern Technology

The integration of modern technology in both the management of the bike-sharing system and
the infrastructure of bike stations is essential for operational efficiency and security. Key
components include:

●​ Asset and User Management:

○​ GPS Tracking: Equipping bicycles with GPS chips to track their real-time location
for efficient fleet management and to reduce theft.

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○​ Smart Membership Cards: Utilizing electronic or magnetic cards to manage user

information, access, and transaction history. These cards would store both user
and system data, streamlining operations and enhancing user experience.
●​ Bicycle Design:
○​ Lightweight Materials: Using advanced materials to design bicycles that are
lighter, more durable, and flexible, reducing wear and tear, and improving the user
experience.
●​ Station Security and Management:
○​ Technology-Enhanced Stations: Implementing automated systems at bicycle
stations to monitor bike availability, station occupancy, and prevent theft. Secure
storage solutions should be adopted to safeguard bikes during non-operational
hours.
○​ Types of Stations: Two main types of bike stations can be considered:
■​ Surface Stations: On-ground installations with basic infrastructure and
limited space.
■​ Underground Stations: Advanced facilities offering enhanced security and
space optimization but requiring higher investment and maintenance.

c.​ Socialization through Public-Private Partnerships (PPP)

To mitigate financial pressures on the city budget and enhance system sustainability, PPP should
be explored. This model allows for:

●​ Privatization of Services: Engaging private entities in the operation and management of

the bike-sharing system, ensuring higher efficiency and market-driven innovation.
●​ Profit-Sharing Mechanisms: Sharing the financial returns from the system’s operation
between the public sector and private partners, incentivizing private investment while
maintaining public control over infrastructure.
●​ Cost-Effective Scaling: Reducing the initial capital expenditure and operational risks by
leveraging private sector expertise, while focusing public funding on the core
infrastructure and regulatory framework.

By incorporating these technical solutions, Ho Chi Minh City can optimize the deployment of a
bike-sharing system that is scalable, secure, and aligned with the city’s broader sustainable urban
mobility objectives.

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2.3.4 Pune City, India

Pune is emerging as a model for sustainable urban development by prioritizing walking, cycling,
and public transport. Over the past five (5) years, the city has allocated more than 50% of its
annual transport budget to these modes, reinforcing its commitment to a greener future. This
effort aligns with the 2008 Comprehensive Mobility Plan (CMP), which envisions over 90% of
trips being made via NMT and public transport by 2031. Pune's progress towards sustainability
stems from its deliberate strategies, including consistent funding for sustainable transport
infrastructure, institutional reforms to enhance governance frameworks, and capacity building
through collaborations with technical experts, civil society groups, and academic institutions.

Figure 2.27 The 2008 Comprehensive Mobility Plan aimed to improve the modal share of walk, cycle, and
public transport from 53% to 90% by 2031
Source: Pune Municipal Corporation. (2016)

The city has redesigned arterial roads into "Complete Streets" featuring high-quality footpaths,
segregated cycle tracks, safe pedestrian crossings, conveniently located bus stops, and regulated
on-street parking, setting a benchmark for walking- and cycling-friendly urban spaces. To ensure
ground-level impact, Pune has adopted comprehensive policies and guidelines, implemented
street design programs, and embedded sustainability principles into urban planning. Pune’s
holistic approach to sustainable transport has made it a beacon for other cities, demonstrating
how consistent investments, innovative design, and strategic collaborations can transform urban
mobility and inspire similar initiatives across India.

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Figure 2.28 DP Road, Pune City Before and After

Source: Prasanna Desai Architects

Timeline of Plans, Policies, and Programmes:

●​ 2008
○​ CMP: Envisioned increasing the modal share of non-motorized transport and
public transport from 53% to 90% by 2031
●​ 2016
○​ Walk Smart Pedestrian Policy: Drafted with the vision of making Pune a
pedestrian-friendly city by prioritizing pedestrians and cyclists over vehicles
○​ Pune Streets Programme: Initiated a holistic approach to the design of streets as
per the Urban Street Design Guidelines, with over 100 kilometers of streets to be
redesigned with wide, safe, and continuous footpaths in the coming years
○​ Urban Street Design Guidelines: Defined the process for street design, providing
design templates for streets of different right-of-way, and setting standards for
street elements

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○​ Parking Policy: Emphasised efficient parking management as a way to discourage

private vehicle use and encourage public transport use, making Pune the first
Indian city to adopt a progressive Parking Policy
●​ 2017
○​ Comprehensive Bicycle Plan: Intended as the primary guidance document for the
city to allocate resources, undertake projects, and evaluate outcomes to improve
cycling, proposing the creation of over 400 kilometers of cycling-friendly streets,
making Pune the first city to adopt such a plan
○​ Public Bicycle Sharing System (PBS): Piloted with four (4) PBS operators to
provide bicycles on rent as an efficient mode of commute and last-mile
connectivity for public transport users
●​ 2018
○​ Urban 95 Programme: Focused on creating walkable, mixed-use neighborhoods
that cater to the basic needs of infants, toddlers, and caregivers within a 15-minute
walking distance
○​ The city has adopted a Pedestrian Policy to ensure priority for walking and
cycling, and a progressive Parking Policy to streamline parking. Pune also became
the first Indian city to create an ambitious Comprehensive Bicycle Plan to
promote cycling.

Policies and Plans:

●​ Pedestrian Policy: Walk Smart (2016) - The Walk Smart Policy aims to make Pune a
pedestrian-friendly city by prioritizing pedestrians and cyclists over vehicles. It provides
detailed recommendations for creating safe and accessible infrastructure, including
footpaths, pedestrian-only areas, and safe crossings. The policy establishes mandatory
features for pedestrian facilities and introduces standardized procedures for planning
crossings based on local contexts.
●​ Parking Policy (2016) - Pune became the first Indian city to implement a progressive
Parking Policy to enhance street management and allocate road space equitably. The
policy discourages private vehicle use by emphasizing efficient parking management,
integration with public transport, traffic safety, and enforcement. It treats parking as a
regulated commodity rather than an inherent right.
●​ Comprehensive Bicycle Plan (2016) - The Comprehensive Bicycle Plan serves as a
foundational guide for developing Pune’s cycling infrastructure. It envisions over 400
kilometers of cycling-friendly streets and includes recommendations for cycle parking,
transit integration, public bicycle-sharing systems, enforcement, and monitoring and
evaluation (M&E). This plan aims to increase cycling as a primary mode of transport
across the city.

Guidelines
Pune has established comprehensive guidelines to promote walking- and cycling-friendly street
designs. These frameworks provide systematic processes for creating streets that prioritize
pedestrian and cyclist safety and convenience while ensuring ecological sustainability.

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●​ Urban Street Design Guidelines (2016) - The Urban Street Design Guidelines outline
standardized procedures for street design, offering templates for varying street widths and
setting benchmarks for essential street elements. These guidelines aim to transform streets
into safer, healthier, and more livable public spaces by adhering to principles of safety,
equitable road space allocation, and environmental sustainability. Pune is the first city in
India to adopt such progressive design standards.
●​ Urban Cycling Design Guidelines (2017) - Complementing the Urban Street Design
Guidelines, the Urban Cycling Design Guidelines focus on developing a robust cycling
infrastructure to establish a city-wide cycling ecosystem. This document provides specific
recommendations for cycling-friendly street designs and promotes awareness and
outreach programs to revive the cycling culture in Pune.
●​ Street Design Programme - Pune has initiated street design programs to enhance
pedestrian and cycling infrastructure across the city, incorporating principles of safety,
accessibility, and urban sustainability. This is in addition to over 50 kilometers being
redesigned under the Smart Cities Mission.
●​ Pune Streets Programme (2016) - Under the Pune Streets Programme, over 100 kilometers
of streets are being redesigned in alignment with the Urban Street Design Guidelines.
These projects focus on constructing wide, continuous footpaths, dedicated cycle tracks,
and safe intersections. The Pune Municipal Corporation (PMC) collaborated with
national-level urban designers, planners, and contractors to ensure high-quality
implementation.
●​ Street Design under Smart Cities Mission (2016) - As part of the Area-Based
Development (ABD) under the Smart Cities Mission, Pune is redesigning over 50
kilometers of streets. These streets are being developed as Complete Streets, incorporating
features such as compact junctions, improved street lighting, and placemaking elements
like landscaping, seating areas, outdoor gyms, and play equipment.
●​ Other Street Design Initiatives - Beyond major programs, Pune has developed over 1,000
kilometers of streets following the Urban Street Design Guidelines, prioritizing pedestrian
and cyclist needs. Additionally, various intersections are being redesigned for enhanced
safety, with PMC’s in-house team of urban designers and architects leading these efforts.
●​ Urban95 Programme (2018) - Focusing on the needs of infants, toddlers, and their
caregivers, Urban95 integrates child-friendly urban design elements into public spaces.
Inspired by global best practices, PMC developed a children’s traffic park at Bremen
Chowk, Aundh, to promote early education on road safety
●​ Public Bicycle Sharing System (2017) - Pune piloted a dockless Public Bicycle Sharing
(PBS) system featuring 4,000 bicycles and 800 designated parking locations across the
city. The initiative, operated by four service providers, introduced app-based rentals to
facilitate last-mile connectivity. Currently, the PBS system is undergoing enhancements to
improve service quality and user experience.

Pune has established itself as a leader in adopting an integrated approach to sustainable urban
transportation. Over the past two (2) decades, the city has systematically implemented measures
to improve infrastructure for walking, cycling, and public transit. Despite encountering
operational challenges, Pune continues to prioritize the expansion and enhancement of these

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initiatives. This comprehensive transformation serves as a benchmark for other Indian cities,
offering a replicable model for achieving sustainable urban mobility.

2.3.5 Nairobi
Nairobi is the capital of Kenya. It is a rapidly growing metropolitan area, home to administrative
offices of the Kenyan Government, businesses, and international organizations. The city is
characterized by a high volume of NMT, with nearly half of total daily trips made by walking and
cycling, making NMT one of the primary modes of mobility in the city. Despite this, the current
transportation infrastructure and planning primarily favors vehicular mobility. To address this,
the Nairobi Metropolitan Services (NMS) and Climate and Development Knowledge Network
(CDKN) formulated a plan to improve NMT experience in the city, addressing concerns on
safety, infrastructure gaps, and public awareness. This has the following objectives:

●​ Enhance the existing database on existing conditions of NMT network and infrastructure
in Nairobi
●​ Support NMTs and other relevant agencies through public awareness initiatives on
facilities, usage, and benefits of NMTs.
●​ Publish materials which would help create enhanced public awareness and support to
achieve NMT objectives.

The implementation of the project faces some gaps and challenges, especially in the availability of
comprehensive data on NMT users’ experience. Likewise the infrastructure gaps underline the
lack of safe and adequate NMT infrastructure in the city. NMT infrastructure is also challenged
by encroachment by parked cars, motorcycles, and street vendors. The plan presents opportunities
for improving the overall NMT experience in the city, improving intermodality with public
transport modes, policies on the management of NMT infrastructure, and allocation of resources
and implementation.

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Figure 2.29. Major NMT Corridors in Nairobi

Source: Odhiambo, 2021

During the course of the study, the following activities were undertaken:

●​ Identifying users of Nairobi’s major NMT corridors

●​ Safety audits in the most accident-prone or deadly NMT corridors
●​ Identifying gaps in infrastructure and safety challenges faced by users in the current
conditions of NMT corridors
●​ Identifying trends that can be used to create better public awareness and support towards
NMT developments in the future
●​ Production of knowledge products
●​ Organizing forums and stakeholder consultations, as well as knowledge exchange with
other major cities in Kenya.

2.3.6 Bogota, Colombia

Bogota, Colombia is well-known in Latin America as a city that drastically improved its active
transit initiatives over the course of several decades. As early as 1974, the city began closing off
traffic along main roads on Sundays, for the benefit of the community, allowing them space to
walk, run, or bike freely. By the 1990s, the city shifted to integrating multi-modal transit options
to their policies, and created the Transmilenio, the city’s Bus Rapid Transit (BRT) system, and

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constructed countless dedicated bike paths and sidewalks. In 2022, Bogota received the Institute
for Transportation and Development Policy’s Sustainable Transport Award as a result of the city’s
efforts in boosting their active travel capabilities.

Bogota has Latin America’s largest modal share of cycling and is also host to one of the largest
cycling networks in the world, with over 500 kilometers of bike tracks. The city’s cycling advocacy
dates back to 1974, when a group of cycling advocates secured permits to close off 100 blocks to
cars, one Sunday in December. The activity was known as the Great Pedal Demonstration, and
saw 5,000 people pedalling through car free roads.

The event was a precedent for Bogota’s “Ciclovia”, where every Sunday or national holiday, the
city’s major thoroughfares and arteries shift to being people-centric, rather than car-centric.
Ciclovia was instrumental in the promotion of cycling as a preferred mode of transportation, and
by the 1990s, the city’s lawmakers began translating these preferences into policy. The last 20
years has witnessed Bogota successfully develop a large cycling network, and has grown
consistently, from practically no infrastructure network in 1998, to 552 kilometers of bikeways by
2020, allowing for the modal share of cycling in the city to jump from 0.58% in 1996, to 6.6% in
2019. This success is attributed to the city’s latent cycling culture, positive influence from civic
groups, and the continuation of policies and political leadership.

Figure 2.30 Protected Bike Lanes in Bogota

Source: Enrique Penalosa ([Link]

A study on active transit in Bogota by Rivas and Serebrisky (2021) observed that specialized
infrastructure for biking is recognized as an effective tool in increasing citizens’ mobility and
accessibility, and one of the most valued factors when deciding to ride a bike. Increased city
cycling networks may increase preference for this transit mode due to two (2) reasons: first, more

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bikes mean more demand for specialized infrastructure; second, there is a positive relationship
between an increase in the number of bicycle trips and a decrease in user incidents (Rodríguez et
al., 2017), resulting in fewer fatalities and better road-safety outcomes—a concept known as “safety
in numbers.” International findings focusing on high-income countries show reductions in
incidents of 30-68% over 24 years, while a study on Bogotá found a decrease of 55% in seven (7)
years, consistent with the safety-in-numbers hypothesis (Carvajal et al., 2020). The study also
found that living close to cycling infrastructure increases marginally, but positively, the likelihood
of an individual using bikes as their primary mode of transport.

Despite this progress in the city’s cycling capabilities, the sector still faces challenges, such as
sustaining the promotion of bike use, improvement of the existing cycling network, the need for a
bike share system, and reducing bicycle theft.

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Colombia’s Most Walkable City

Figure 2.31 The streets of Bogota, Colombia

Source: [Link]

Walking is an activity that is seen to improve one’s health and maintain one’s physical conditions.
As a mode of active transportation, walking promotes social, recreational, and consumption
encounters through which one acquires a cultural experience of appropriation of the urban
environment. (Paramo and Burbano, 2019). Recent years have seen Bogota named as one of the
most walkable cities in the world, owing to its numerous open streets programs, and the city’s
accessibility to goods and services on foot. Pedestrians in Bogota are observed to have prioritized
three (3) components in choosing walking as a means of transportation, namely: to travel to one's
place of work, study, or to undertake personal errands; leisure or recreation; and for health and
wellbeing. (Paramo and Burbano, 2019).

Rivas and Serebrisky (2021), observed that between 2011 and 2019 there was a decrease in walking
across the three (3) poorest strata, whereas the three (3) richest strata increased their share of
walking trips. The most likely drivers of these changes in modal shares are an increase in private
vehicle ownership among low-income groups, as well as a shift in social attitudes among
high-income groups as they become increasingly aware of the individual and social benefits of
walking. As a result of this observation, it would be in Bogota’s best interest to implement
solutions and actions that will promote walkability in the city for all socioeconomic brackets,
focusing on pedestrian improvements in lower-income areas, making them as safe or usable as
those in higher-income neighborhoods.

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2.3.7 Sao Paulo, Brazil

In the last few decades, Brazil’s cities have experienced a significant shift away from
automobile-centric transit planning and have invested in mobility alternatives which include BRT
systems, urban metro systems, water transport, cable cars, and facilities for active transit like the
pedestrianization of streets and promotion of cycling as a mode of commuting.

A Shift Towards Cycling

Despite difficulty in promoting comprehensive modal shifts, Sao Paulo has experienced some of
the effects of this change in recent years. Filho and Cunquero (2024), conducted a study which
examined the cycling culture of the city. The study found that the expansion of Sao Paulo’s
cycling network has yielded positive externalities on the increased ridership of the city, and
identified areas where the city could improve its cycling infrastructure.

Figure 2.32 Evolution of cycling routes implemented between 2008 and 2020, Sao Paulo, Brazil
Source: Filho and Cunquero (2024)

During the tenure of Mayor Fernando Haddad from 2013-2016, the city’s mobility agenda shifted
towards policies focused on active mobility. The city government expanded the its cycling
infrastructure by creating dedicated bike lanes, increasing the number and length of the city’s bus
corridors, lowering the speed limits on main thoroughfares, and establishing recreational cycle
routes along major avenues during weekends and holidays. Examples of these include the “Leisure
Cycle Routes” (in Portuguese, Ciclofaixa de Lazer) and the “Open Streets” (Ruas Abertas)
programs, which were implemented as operational measures to encourage cycling and walking
among the populace, and and promote the use of active transport for purposes beyond recreation.

Since the inception of Sao Paulo’s first cycling master plan in 1981, the city created 572 kilometers
of permanent and 120 recreational bike routes by 2020. As of 2024, the city has over 731
kilometers of bike routes, composed of 699 kilometers of dedicated bike lanes, and 32 kilometers
of shared routes. (Filho & Cunquero, 2024). Sao Paulo has since developed an additional four (4)

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cycling masterplans and operationalized its first bike share program, currently supporting over
3,700 bicycles.

Walkability in Sao Paulo: Defining Social Classes

A study by Calliari (2021) observed that walking is the most used mode of transportation in Sao
Paulo, with walking mobility being closely associated with the use of other forms of
transportation since walking in the city is commonly used to reach other transit modes, such as
leaving stations and transport terminals, to change transportation modes, access motorized
individual transport, or as an exclusive mobility preference.

The study also references Jeff Speck’s “General Theory of Walkability”, in which he posits that
“walking needs to be useful, safe, comfortable and interesting.” The theory suggests that, in
addition to the basic elements associated with walking, such as sidewalk infrastructure, the
absence of holes or safety, there are other variables that positively or negatively influence the
pedestrian experience. Several variables that can contribute to making a walk more interesting
include the presence of shop windows, people on the street, inviting façades, possibility of resting,
trees along the way, historic buildings, etc.

The study concretized several elements that make up the pedestrian experience in Sao Paulo. The
first is that the decision to walk is made consciously, striking a balance between cost and
convenience, but that when walking is made a regular activity it becomes a form of exercise and a
way to relate to oneself, and the city. Respondents took note of the encounters and surprises that
take place along their paths. This presents walking as both a means of transport and an urban
experience.

The difficulties faced by pedestrians are linked to infrastructure, cars, and fears of robbery and
violence. Walking in the city is also found to be an experience that is not homogenous, with
people of varying backgrounds experiencing different types of walkability depending on their
environment. This highlights walkability in Sao Paulo as an indicator of inequality, with
communities on the peripheries experiencing poor walking conditions compared to those in the
inner city and in affluent neighborhoods. The levels of walkability in Sao Paulo are thus a prime
component of one’s experience of the city and its offerings, and give credence to the idea that
levels of walkability in a city are clearly defined by one’s enjoyment of the activity.

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2.4. Similar Palafox Projects

2.3.1. Metro Davao Urban Master Plan
​

Figure 2.33 Metro Davao Urban Master Plan Perspective

​
​
The Mindanao 20/20 Peace and Development Framework Plan envisions a sustainably improved
quality of life for all Mindanawons characterized by peace, economic dynamism, meaningful
autonomy, and ecological integrity. To this end, the Plan pushes for an integrated planning
approach that seeks to maximize the comparative advantages of the different areas of Mindanao
with the goal of ensuring that growth is shared by all.​
​
The various advantages of Mindanao are highlighted under the Mindanao Development
Corridors Program (MinDC) which aims to develop the island as a dynamic, globally-competitive
economy through connectivity, logistics support, industry development, investment promotions,
and sound institutional and policy reforms. Under these development corridors are growth
clusters that play complementary roles in the overall development of Mindanao.​
​
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2.3.2. Zamboanga City Comprehensive Land Use Plan (CLUP), Zoning

Ordinance (ZO), and Comprehensive Development Plan (CDP)
​

Figure 2.34 Zamboanga City CLUZO CDP Perspective​

The project reviewed and updated the existing CLUP, Zoning Ordinance (CLUP-ZO), and
prepared the CDP of the City of Zamboanga. It serves as an effort to rehabilitate and reconstruct
the city from the impacts of the 2014 Zamboanga Crisis. The CLUP is a guide to address and
sustain the overall growth and development of the city in line with its Local Climate Change
Action Plan (LCCAP) and Disaster Risk Reduction Management Plan (DRRMP).​
​
The 5-year CDP identifies priority sectoral programs (social, economic, land use, transportation,
infrastructure and utilities, environment, DRRM, and local governance and finance) and projects
in accordance with the Department of Interior and Local Government (DILG) guidelines and will
be within the framework of the CLUP.​

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2.3.3. Pampanga Growth Triangle Development Plan

​

Figure 2.35 Pampanga Megalopolis Perspective​

​

The Province of Pampanga, also known as the business and financial core of the Central and
Northern Luzon region, is dubbed as the Philippine premier gateway to the Asia Pacific. With
218,100 hectares of land area and 23 cities and municipalities, the rising Pampanga Megalopolis is
three times the size of Singapore and twice the size of Hong Kong.​
​
A megalopolis is a cluster of metropolitan cities. Pampanga Megalopolis is envisioned to be
composed of four metropolitan clusters:

a.​ Agropolis- the farm and the city are the center for food production as well as agri-industrial
businesses and research;

b.​ Ecopolis- the center for environmental tourism, education, and natural heritage

c.​ Aquapolis- the center for waterfront development and marine food production; and

d.​ Aerotropolis- the airport driven city that serves as the center for business, logistics,
technology, innovation, and education.

​
To further enhance access and connectivity within the Megalopolis, an inner and outer
circumferential road and growth corridor is proposed. This will open new business opportunities
and a way to develop better transport and logistics circulation. An alternate route for light and
passenger vehicles to decongest MacArthur highway during peak hours is recommended.​
​

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To bring the Pampanga Megalopolis well into the 21st century, an integrated active and
intermodal mass transportation is proposed. A world class bus rapid transit along MacArthur will
connect with the Clark International airport, and terminal stations. These stations will make use
of sustainable architectural design and inclusive person with disability (PWD) access, with high
passenger convenience, efficiency and comfort.

2.3.4. Puerto Princesa Master Plan

​

Figure 2.36 Puerto Princesa Master Plan Perspective​

​

Puerto Princesa is steadily gaining its momentum as a growing city in terms of socioeconomic
development, infrastructure and tourist destination. However, whatever developments it has
attained should remain guided and checked, managed and consolidated as to be competitive
whereby it can ultimately grow into a mature and stable community, with particular emphasis in
environmental protection and sustainable development.​
​
Given the strong potential and favorable developments in the areas of infrastructure, tourism, and
investment promotion, it is imperative and timely that the City of Puerto Princesa prepared an
integrated master plan to properly direct the requirements for future developments, and to
provide the policy framework for its implementation as well as the mechanisms and means to
achieve what has been planned. The plan provided in-depth and detailed information that will be
used as the basis for the city's plans and strategic directions in the immediate up to the long term.​

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2.3.5. Clark Freeport Zone

​

Figure 2.37 Clark Freeport Zone Perspective​

​

The Clark Freeport Zone is an emerging business and leisure hub in the Philippines. The total
land area is 4,400 hectares, with 2,000 hectares allocated for the international airport. The Clark
Airport will become the airport with the highest capacity in the country. As a potential
counter-magnet to Metro Manila, Clark Freeport Zone will become a city that is a combination of
a business center, industrial estate, residential community and leisure destination. In the Master
Development Plan and Business Plan, every specialized district is logistically connected to the
airport. This arrangement will enhance the productivity of surrounding business establishments
and attract many investors to the region.​
​
The Clark Freeport Zone can be a “manufacturing hub to an aerotropolis” where all kinds of
infrastructure can be built to facilitate better and more efficient transportation — a high-speed
railway that connects Manila to the Clark International Airport, a Bus Rapid Transit trunk line
service, a Manila-to-Clark railway service, and other efficient means of transport.​
​

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2.3.6. Ilocos Norte Transport Hub

​

Figure 2.38 Ilocos Norte Transport Hub Perspective​

​
The Provincial Government of Ilocos Norte (PGIN) and the Metro Ilocos Norte Council (MINC)
are addressing challenges related to traffic congestion and the need for improved public
transportation systems through the construction of the Ilocos Norte Transport Hub. Located in
Laoag City, the province’s capital, the project aims to alleviate traffic congestion in central
business areas and establish a socially interactive space that integrates commercial, governmental,
and eco-friendly elements.​
​
Seamless, convenient, and inclusive connectivity is one of the primary goals of the project. The
future Central Transport Terminal will serve as a crucial node for inter- and intra-provincial
routes of buses, jeepneys, taxis, and tricycles. It will connect the capital not only to surrounding
cities and municipalities but also to other provinces. The project is expected to benefit
approximately 5,000 public transport groups, residents, and the overall community.

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CHAPTER THREE: Project Organization and Methodology

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3.1. Project Organization

The Project team will work closely with the DOTr and the LGus of the pilot project sites. In total,
there are 22 LGUs to be involved in this project.

The project team will provide knowledge transfer, technical and planning services, advice, and
assistance. The team will also tap its network of representatives of LGUs, NGAs, academe,
businesses, the private sector, and foreign investors when necessary. Meanwhile, to ensure fast
tracking of the data request, DOTr will aid through the issuance of endorsement letter to agencies
and organizations.

Figure 3.1 The Project Team for ATSMP

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3.2. Project Study Framework

The diagram outlines the integrated approach for the ATSMP, focusing on four (4) main areas:
Demand Modeling, Participatory Action Research & Communications, Standards, Planning, and
Policy Development, and Knowledge Products. Each area incorporates various strategies such as
multi-level data collection, user-centric planning, infrastructure development, and policy drafting.
Key elements include Complete Streets, Traffic Stress Levels, Tactical Urbanism, and
Transit-oriented Development. The framework emphasizes collaboration with stakeholders and
institutions, ensuring comprehensive planning and effective implementation feasibility evaluation.
Other key concepts and tools are discussed below.

Figure 3.2 Overview of Study Framework for ATSMP

The Levels of Traffic Stress (LTS) framework categorizes cyclists based on their comfort and
willingness to ride in various traffic conditions (Mekuria et al, 2012). These categories include
"Strong and Fearless," "Enthused and Confident," "Comfortable for Most Adults," and "All Ages and
Abilities." This classification helps urban planners design bike infrastructure that caters to
different types of cyclists, ensuring safety and promoting active transport. Implementing
infrastructure that addresses the needs of these groups encourages cycling and reduces
dependency on motor vehicles, contributing to a more sustainable urban environment.

There are available data for cycle users in the Philippines and their cycling behavior, such as the
Social Weather Station’s 2022 survey on cycle ownership, where they concluded that 1 out of 5
households use a cycle for essential activities. Among these essential activities, market runs were
the most prevalent use of cycles. This implies that lower levels of traffic stress must be achieved to
promote local economy and access to essential services.

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While the LTS framework is valuable in assessing the comfort and safety of cyclists, additional
frameworks can enhance the evaluation of cycling-friendliness and guide infrastructure planning.
Two such frameworks are:

1.​ Bicycle Level of Service (BLOS):

a.​ The BLOS is a widely used framework that evaluates the quality of roadways and
bikeways for cycling (Highway Capacity Manual, 2016). It considers parameters
such as:
i.​ Traffic volume and speed.
ii.​ Lane width and separation between cyclists and motor vehicles.
iii.​ Pavement condition and surface quality.
iv.​ Intersection treatments and signalization.
b.​ The BLOS provides a numeric or qualitative score that represents the level of
comfort and safety for cyclists, helping planners identify areas that require
improvement.
2.​ Bicycle Compatibility Index (BCI):
a.​ The BCI assesses the compatibility of roads for bicycle use by incorporating
factors such as:
i.​ Road geometry, including lane widths and shoulder availability.
ii.​ Traffic operating conditions, including vehicle speed and volume.
iii.​ Land use patterns and adjacent roadside activities.
b.​ The Bicycle Compatibility Index (BCI) is a tool that helps evaluate how well a
roadway accommodates both cyclists and motorists. It's used by transportation
planners, traffic engineers, and bicycle coordinators to assess existing facilities and
design new ones that are more bicycle-friendly. The BCI produces a score that
helps determine whether a roadway is suitable for cyclists, aiding in
decision-making for infrastructure upgrades or redesigns.

To enhance the assessment of cycling-friendliness, the framework will integrate the LTS alongside
additional tools such as the BLOS and the BCI. These methodologies consider parameters like
traffic volume, road geometry, operating conditions, and land use to evaluate road suitability and
comfort for cyclists. By incorporating these frameworks, the ATSMP ensures a comprehensive,
data-driven approach to designing safe, accessible, and cyclist-friendly infrastructure.

The proposed next steps include conducting detailed data collection on traffic volumes, road
geometry, and operating conditions to compute BLOS and BCI scores for pilot areas. The results
from LTS, BLOS, and BCI analyses will be integrated to identify and prioritize road segments and
corridors for active transport infrastructure development. Additionally, collaboration with LGUs,
road authorities, and the active transport community will be essential to validate findings and
ensure the practical application of these recommendations, fostering safer and more inclusive
active transport networks.

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Complete Streets
Aside from cycling infrastructure, complete streets ensure the inclusion of diverse road users by
providing safe access to those who have been historically marginalized from our current transport
infrastructure. This approach is supported by participatory planning and design thinking, where
the user (or potential user) is at the center of decision-making. While there are existing design
standards for our streets, such as the Global Street Design and Rethinking Streets, there is no
singular solution to our streets, and must still be contextualized according to existing conditions.
These standards and interventions must be rooted in safety, inclusion, and access.

Strong Towns Crash Analysis Studio (Safety Analysis)

The Strong Towns Crash Analysis Studio is an initiative that analyzes traffic crashes to identify
and address design flaws contributing to accidents. This program involves local and national
experts who review crash data, propose design changes, and recommend safety improvements. By
focusing on systemic issues rather than individual driver error, the Crash Analysis Studio
promotes safer street designs. Integrating this approach into the ATSMP ensures that safety is a
priority, reducing accidents and making streets safer for all users, particularly cyclists and
pedestrians.

Paths Categorization
Paths categorization involves classifying bike and pedestrian pathways based on their use and
connectivity. This includes urban bike lanes, fitness loops for jogging and biking, connectors, and
destination paths. Categorizing paths helps planners create a comprehensive network that serves
various purposes, from commuting and exercise to business and tourism. In the ATSMP, this
approach ensures that infrastructure development aligns with land use patterns, supporting a
mode shift towards active transport and enhancing the overall connectivity and accessibility of
urban areas.

Multi-level Modeling and Planning

Multi-level modeling and planning involve using advanced tools like Cube Voyager and Cube
Avenue to simulate travel patterns and analyze traffic flows at different scales, from metro to
micro levels. This approach allows for detailed assessments of transport scenarios, considering
site-specific projects, treatments, and socio-economic impacts. By integrating traditional and
innovative data collection methods, including artificial intelligence (AI)-based analysis, the
ATSMP can develop calibrated models that inform strategic planning and policy development.
This ensures that infrastructure investments are data-driven and responsive to the unique needs
of different urban contexts.

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3.3. Project Methodology

The Formulation of the Philippine ATSMP is be divided into 14 non-sequential tasks which are
the following:

●​ Task A: High-Level Methodology Development

●​ Task B: Participatory Action Research
●​ Task C: Inception Report Formulation
●​ Task D: Ensuring Ample Communications and Visibility
●​ Task E: Baseline Data Collection
●​ Task F: Institutional Framework and Arrangements Development
●​ Task G: Active Transport Demand Modeling Framework and Application
●​ Task H: Active Transport Network Planning Guidelines
●​ Task I: Active Transport Network Infrastructure Standards
●​ Task J: Economic and Financial Appraisal and Evaluation Guidelines and Application
●​ Task K: ATSMP Implementation Competency Guidebook Preparation
●​ Task L: Active Transport Project Prioritization Tool, Framework, and Pipeline
Development
●​ Task M: Boosting Institutional Knowhow
●​ Task N: Prepare the Final ATSMP Implementation Plan and Report

Task A: High-Level Methodology (HLM) Development

Task A Objectives:
Develop high-level methodologies in conducting the assignment which shall include, but are not
limited, to the following:

●​ Analytical frameworks;
●​ Baseline data and community overview;
●​ Stakeholder engagement;
●​ Survey plans and design;
●​ Data collection;
●​ Travel demand modeling;
●​ Road space allocation;
●​ Active transport network planning; and
●​ Accessibility planning.

Task A Deliverable:
●​ Methodology Development Report

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Task A Approach
Active transport can be mainstreamed and recognized as a legitimate transport option not just for
recreational but also for utilitarian purposes through a two-pronged approach: through the
provision of quality, safe, and convenient infrastructure and by promotion and encouragement of
its use. The physical infrastructure is envisaged to form a network of active transport links and
nodes - with links referring to the pedestrian and bikeways and nodes pertaining to stops or
intersections among these links.

For cycle facilities, bikeways can be any of three (3) categories – a) mixed traffic road lanes where
low vehicle volumes can safely accommodate cyclists; b) segregated bikeways occupying the outer
lanes of a roadway, either segregated by lane markings or by physical barriers; and c) off-street
bikeways that are totally separate from vehicular roads and cut through blocks and
neighborhoods, only allowing cyclists and pedestrians.

The choice of which type of bikeways will be optimum for a given context will be shaped by a
confluence of various factors, the foremost of which is the overarching vision and prioritization of
the community as to what transport options they would like their various trip purposes to be
served. In addition to this, the following factors are relevant in determination of what bikeway
facilities are appropriate given the local context of the area:

●​ Volume of users (motorized vehicles and cycles)

●​ Opportunities and constraints in the available physical space
●​ Trip characteristics of users (origin-destination patterns, time of usage, frequency, and
others)
●​ Traveler characteristics of users (socio-economic characteristics)
●​ Environmental factors (weather, terrain, security, and others)
●​ Land use activities in the area
●​ Other relevant factors

Nodes refer to the junctions or intersections of pedestrian and bikeway facilities. This also
includes the actual origins and destinations or intermediate locations that active transport trips
may serve. Typical nodes are the home, a public transport facility, employment areas, shopping
areas, recreational areas, or any other location which can serve as a trip origin or destination. It
can also just be a physical intersection of bikeways, not necessarily the final trip destination but
an area where pedestrians or cyclists can rest, enjoy some refreshment, interact with people, or
simply enjoy the surroundings.

The ATSMP is guided by several objectives, among which is the development of planning and
design guidelines for pedestrian and cycle facilities for use by the DOTr, other NGAs, LGUs, the
private sector, advocacy groups, and others. Such guidelines include the planning process which is
shown below.

Transportation Plan Formulation:

1.​ Problem Definition

2.​ Definition of Goals, Objectives and Criteria
3.​ Data Collection

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4.​ Forecasting (Modeling)

5.​ Development of Alternatives
6.​ Evaluation
7.​ Implementation Plan

Note: This is a basic and generic planning process which may guide the team in crafting a more detailed and
fit-for-purpose planning process for this master plan study

In the course of the completion of this task, other points for consideration are listed below:

●​ Formulate planning procedure of pedestrian and cycle infrastructure which may be

replicated in all LGU’s of the Philippines;
●​ Needed data shall be standardized for completeness;
●​ Transport surveys shall be taught to respective LGU planners including processing and
report preparations;
●​ The High Level Methodology (HLM) shall be a straightforward guide for planners to
follow in order to come up with the correct solution to any issue that may arise when
planning for the active transport modes;
●​ The HLM shall be a compendium of design standards and sound solutions to technical
issues pertaining to the provision of AT modes.

The guidelines will also include planning and design standards that are appropriate for the
Philippine setting. The development of such guidelines will necessitate a review of international
best practices and examples as there are numerous global examples of the use of active transport
in various contexts. Cycles are recognized as utilitarian travel modes in temperate locations
(United States, Canada, Europe, South America, Japan, China, to name a few), tropical settings
(Singapore, Thailand, Malaysia), and sub-tropical places (India, Bangladesh). The planning and
design standards used in this areas worldwide will be investigated.

A review of local planning and design standards will also be undertaken. Focus will be made on
the National Building Code of the Philippines, the D.O. No 88 Series of 2020 of the DPWH
which contains the minimum standards for cycle facilities especially along national roads. The
experience of Marikina which has crafted its seminal Marikina City Bikeways Master Plan, a
World Bank assisted bikeways planning and infrastructure development project conducted by the
local government over a decade ago will also be reviewed. More recently, the experience of Iloilo
City in developing the quality Iloilo City River Esplanade for active transport users will also be
reviewed.

Additional Sub-Activities
1.​ Review and Consideration of the following Policies:
a.​ R.A. No. 11697 Electric Vehicle Industry Development Act (EVIDA) and R.A. No.
11494 or Bayanihan to Cover as One Act.
b.​ R.A. No. 11697 provisions for proposed green routes on the provision of bike lanes,
as well as the provision for Light Electric Vehicles to share in the use of bike lanes;
DOTR is supposed to draft its IRR within six (6) months from the promulgation
of the Act.

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c.​ R.A. No. 11697 Electric Vehicle Industry Development Act (EVIDA) which
promote the development and utilization of electric vehicles (EVs), including light
electric vehicles (LEVs) and the provision of green routes for EVs and allows
LEVS to share the use of bike lanes.
d.​ Relevant DOTR D.O to R.A. 11697 will be obtained, reviewed and evaluated.
e.​ R.A. No. 11494 or Bayanihan to Cover as One Act, 2020
i.​ Its policy objective to accommodate alternative modes of transportation,
including a network of bicycle lanes in all roads in every city, municipality
and province and its application to post-COVIDs (or occurrence of similar
pandemic).
ii.​ R.A. No. 11494 or Bayanihan to Cover as One Act, 11 September 2020, an
objective of which, among others, is to “accommodate alternative modes
of transportation, including a network of bicycle lanes in all roads in every
city, municipality and province for the people who may opt to use the
bicycle as an alternative mode of transportation to address health,
environment and traffic concerns.”
iii.​ Further, Sec 4(gg) directs the DOTR and other agencies or
instrumentalities.. to extend assistance to critically impacted businesses in
the transportation industry, including transport cooperatives: (1) provide
direct cash or loan interest rate subsidy; (2) Provide grants for applicable
regulatory fees; (4) Provide grants for fuel subsidy and/or digital fare
vouchers as may be necessary and (5) Provide grants for training,
equipment, facilities, test kits and necessary personnel on coping with
increased health risks arising from infectious diseases.”
iv.​ Its IRR provides assistance to critically-impacted businesses in the
transportation industry, which would include the sub-sector on cycling
industries; status and application of the transport sector database for
displaced and critically impacted transport workers in the road sector;
v.​ Para 8.1.3. of the IRR calls for the establishment of necessary
infrastructures, such as sidewalk improvement and retrofitting and
protected bicycle lanes in major thoroughfares and roads in Metro Manila.
vi.​ Further, the DOTr shall develop programs on the promotion of safe and
active transport, such as bicycle sharing schemes, pop-up bike lanes,
procurement of bicycles, bicycle racks and related safety equipment;
f.​ The relevant DOTr Department Orders to implement R.A. 11494 will be reviewed
and evaluated as to its relevance and contribution to the formulation and
implementation of ATSMP.
2.​ Collection and analysis of data on environmental quality in project areas.
a.​ Environmental qualities of the project area serve both as an incentive to promote
AT and to evaluate the benefits of AT.
b.​ As an incentive to the choice of AT as the mode of transportation, temperature
and precipitation, (Kutela & Teng, 2019), distance between trip source and
destination (or compactness of the built area), exposure to air pollution and
greenness are some land use and environmental factors that increased bike
ridership or increased the demand for docking areas.

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c.​ Beneficial impacts of active transportation to the environment:

i.​ it requires less space;
ii.​ it produces fewer emissions per passenger kilometer; and
iii.​ it creates fewer wastes and
iv.​ has lower life cycle costs. (Hong, 2018)
d.​ Other environmental dimensions were related to active transportation, including
(1) land consumption, (2) GHG emissions, (3) air pollution, (4) life cycle and
ecological impacts, (5) urban run-off and (6) soil contamination.
e.​ The trade-off was established between physical activity and air pollution exposure
for pedestrians and cyclists and the current consensus is that AT far outweighs the
risks associated with air pollution exposure. (Hong, 2018)
f.​ Bicycle-specific infrastructure, such as the docking facilities and bike sharing,
presence of on-street and separated bike lanes, bike-specific traffic lights, and
signage, are associated with a higher prevalence of cycling. (Winters et al., 2010).
g.​ Additional References on the inclusion of environmental quality indicators in
Task A.
i.​ N. Barbour et al. A statistical analysis of bike sharing usage and its
potential as an auto-trip substitute J. Transp. Health (2019)
ii.​ R. Cervero et al. Network design, built and natural environments, and
bicycle commuting: evidence from British cities and towns. Transp. Policy
(2019)
iii.​ Y. Chen et al. Is eye-level greening associated with the use of dockless
shared bicycles? Urban Forestry and Urban Greening (2020)
iv.​ A. Faghih-Imani et al. How land-use and urban form impact bicycle flows:
evidence from the bicycle-sharing system (BIXI) in Montreal J. Transp.
Geogr. (2014)
v.​ D. Fuller et al. Use of a new public bicycle share program in Montreal
Canada. Am. J. Prev. Med. (2011)
vi.​ N.A. Howell et al. Residential or activity space walkability: what drives
transportation physical activity? J. Transp. Health (2017)
vii.​ B. Kutela et al. The influence of campus characteristics, temporal factors,
and weather events on campuses-related daily bike-share trips. J. Trans.
Geogr. (2019)
viii.​ L. Ma et al. Determinants of bicycling for transportation in disadvantaged
neighbourhoods: evidence from Xi’an, China. Transp. Res. Part A: Policy
and Practice. (2021)
ix.​ C. Morton et al. A spatial analysis of demand patterns on a bicycle sharing
scheme: evidence from London. J. Transp. Geogr. (2021)
x.​ N. Mueller et al. Health impact assessment of active transportation: a
systematic review. Prev. Med. (2015)
3.​ Collection, review and summarize/highlight salient provisions of CLUPs, CDPs, Design
Guidelines, ordinances, etc. formulated by the different pilot LGUs as basis for the
formulation of proposals..
a.​ These shall also be compared with DPWH guidelines for identifying appropriate
types of bike lanes to be built within national highways compared with those

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proposed by the LGUs for provincial, and local roads. Most cities of the
Philippines still have rural areas where farm to market roads may be considered,
however, since traffic in these may or may not be voluminous and where public
transportation is not regularly available, cycling would be popular.
b.​ The CLUPs and CDPs also provide the development context of the cities where
proposed AT infrastructures and design guides will apply.
c.​ The following data will be gathered from the Philippine Statistics Authority –
Census of Population and Households, the CLUPs, CDPs and correlated with AT
Ridership for the proposed study areas. This is aside from the correlation of AT
Ridership to Bike Infrastructures.

Proposed Data Sets per Geographic Area

Puerto
Study Area Metro Manila Iloilo Mati Surigao Zamboanga
Princesa
Dependent
Variable
AT Ridership

Independent
Variables
Bike Infra.

DEMOG-
RAPHIC
Population
Size
Population
Density
Sex
distribution
Income
Distribution

PHYSICAL

Greenness

Temperature

Rainy days

Topography

Road Density

Road
Accidents
*This is a general overview of the data sets required. Additional data set may be required through the
process of data collection.

Metro Manila may be subdivided into clusters rather than city subdivisions as the flow of traffic is
fluid. Variables will have to be devised for greenness.

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Task B: Participatory Action Research

Task B Objectives
a.​ Gather the inputs, understand the needs, and identify gaps (if any) on what the
masterplan should look like through engagement activities with the following priority
stakeholders:
i.​ Accessibility planning Local transport offices who will implement the masterplan;
ii.​ Bike commuters who will use the protected bike lane networks;
iii.​ Pedestrians, especially women, persons with disabilities, and the elderly, who will
utilize at-grade, wider, and safe pathways; and
iv.​ Commuters who will advise how the active transport master plan can make it
easier to access existing public transport terminals and hubs.
b.​ Periodically plan and organize community engagement activities throughout the duration
of the study, such as town hall meetings, public forums, focus group discussions, and/or
workshops, to continuously gather input, raise awareness, and build support and
consensus for the ATSMP.
c.​ Periodically conduct consultation meetings and visioning workshops throughout the
duration of the study with key stakeholders, including government agencies, transport
operators, commuters, businesses, civic society organizations (CSOs) to understand the
following, including, but not limited to:
i.​ Defining and refining active transport (AT) and what it encompasses.
ii.​ Defining and refining the needs, expectations, and priorities of each key
stakeholder.
iii.​ Establishing and refining the desired future state/outcome of the AT masterplan
and its goals and objectives.
d.​ Establish how each stakeholder within the study area is involved in the process and
develop a stakeholder map/matrix.

Task B Deliverables:
●​ Monthly Community Engagement Activities Reports
●​ Monthly Consultation and Visioning Workshop Reports
●​ Monthly Stakeholder Engagement Report
●​ Stakeholder Involvement and Mapping Report

Task B Approach
Participatory Action Research (PAR) is at the heart of the formulation of the ATSMP. It aims to
ensure that the voices of stakeholders, especially marginalized groups, are integrated into the
planning and implementation process. By engaging a diverse set of actors—including local
governments, advocacy groups, non-governmental organizations (NGOs), businesses, and
community organizations—the ATSMP will reflect the aspirations and needs of its intended users.

The foundation of this participatory approach lies in co-creation and collaboration. This requires
employing methods such as FGDs, participatory co-design workshops, and tactical urbanism
initiatives to test solutions in real-world settings. To structure this engagement, the Spectrum of

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Public Participation framework, developed by the International Association for Public

Participation (IAP2), provides a robust methodology to guide interactions across the project
lifecycle.

Key Stakeholders and Their Roles in PAR

The success of the ATSMP hinges on identifying and engaging a diverse array of stakeholders,
each playing a unique role in shaping the plan.

●​ National and Local Governments are critical for implementing policies and providing
funding. Organizations such as the Interagency Technical Working Group for Active
Transport (IATWG-AT), DOTr, Union of Local Authorities of the Philippines (ULAP),
and local councils act as vital links between policy and practice.

●​ NGOs, including the Move as One Coalition and International Council for Local
Environmental Initiatives (ICLEI), contribute advocacy expertise and ground-level
perspectives. These organizations ensure inclusivity and accountability.

●​ Community Organizations and Advocates serve as the voice of end-users, such as

pedestrians and cyclists, and highlight barriers to access and safety concerns. Examples
include Bilang Siklista, Safe and Sound Cities, and Philippine Road Safety Action Plan
(PRSAP) Advocates.

●​ Businesses and Private Sector Entities provide resources, funding opportunities, and
workforce support. Partnerships with chambers of commerce can unlock innovative
financing mechanisms for active transport.

●​ Specialized Groups like the National Council on Disability Affairs (NCDA) and advocates
for accessibility bring attention to the needs of vulnerable populations, including persons
with disabilities and the elderly.

Spectrum of Public Participation Framework

The Spectrum of Public Participation offers a structured approach for engaging stakeholders at
different levels of involvement. The framework ensures that stakeholder engagement evolves from
informing to empowering key groups as the project progresses. Below is how the spectrum is
applied to the ATSMP:

Table 3.1 Spectrum of Public Participation Framework

Level Objective Methods Examples in ATSMP

Inform Provide stakeholders Community outreach Regular updates through

with clear, factual project programs, social media project channels and
information. updates, project social media platforms.
newsletters.

Consult Gather feedback on plans FGDs, surveys, FGDs with cyclists on

and policies. stakeholder infrastructure needs;
consultations. surveys like Bilang

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Siklista’s data collection,

ICLEI-ICSC Spark,
Clean Air Asia, NCTS,
and government.

Involve Work directly with Problem-Solution matrix, Participatory workshops

stakeholders to address co-design workshops, with stakeholders to
their needs and concerns. community meetings. refine active transport
designs.

Collaborate Partner with stakeholders Establish advisory Forming advisory groups

on decision-making and groups, collaborative with government,
implementation. design sessions. Design academe and local NGOs
Thinking workshop. to co-develop transport
policies.

Empower Delegate Capacity-building Training LGUs and

decision-making power sessions, delegation of community
to stakeholders. local implementation organizations to
tasks. implement bike lane
pilot projects and
pedestrian zones.

This framework is applied flexibly across the project’s phases, allowing stakeholders to engage at
levels that align with their expertise and priorities.

Initial Findings from Participatory Engagement Efforts

During the inception phase, preliminary outreach and consultations with stakeholders revealed
critical insights:

1.​ Stakeholder Mapping:

○​ Key partners include Move as One Coalition, ICLEI, Institute for Climate and
Sustainable Cities (ICSC), Clean Air Asia, and ULAP, which are central to
integrating national and local policies.

○​ Engagement with marginalized communities, particularly women and persons

with disabilities, emerged as a priority to ensure inclusivity.

2.​ Case Studies:

○​ Successful initiatives like the ICSC Mobility Awards have demonstrated the
importance of recognizing and incentivizing active transport champions,
particularly at the local government level.

○​ Lessons from Safe and Sound Cities emphasize the value of safety audits and
community-driven design processes in promoting active transport.

○​ ICLEI-ICSC SPARK Project in Maginhawa Street, Quezon City.

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○​ Iloilo City Bike Network and Esplanade.

3.​ Challenges Identified:

○​ Limited awareness of active transport benefits among some LGUs and
stakeholders creates barriers to adoption.

○​ Integration of active transport policies with existing programs like the PTMP
remains underdeveloped.

○​ Common infrastructure-based issues: Pedestrian crossings and sidewalk

obstruction, lack island refuge, slip lanes conflict with pedestrian crossing,
over-reliance on overpasses, and lack of enforcement of bike lanes, bike boxes, and
Building Code sidewalk standards

4.​ Opportunities:
○​ Collaboration with academic institutions such as the National Center for
Transportation Studies (NCTS) can support data collection and research efforts.

○​ Leveraging digital platforms and social media for broader public engagement can
enhance visibility and participation.

Proposed Key Activities for Participatory Action Research

1.​ Community Engagement Programs:​
Tactical urbanism studies initiatives for pop-up bike lanes and temporary pedestrian
zones, will be deployed to test interventions. Community outreach will be conducted
through workshops and events, walking tours and FGDs, with NGOs with experience in
multi-level (city to site level) research like ICLEI, and ICSC (SPARK Project, 2024)

2.​ Feedback Loops:​

A structured system for collecting and integrating feedback will be established using
surveys, community meetings, and digital platforms. Regular reporting on the progress of
proposed initiatives will strengthen stakeholder trust and accountability.

3.​ Capacity-Building Workshops:​

Training sessions for LGUs and community organizations will focus on implementing
active transport projects. Topics include design standards, safety audits, and inclusive
planning for marginalized groups.

Key Outputs
The following deliverables are expected from the participatory action research process:

1.​ Stakeholder Engagement Report: Documentation of outreach activities, consultations, and

feedback mechanisms.

2.​ Participatory Co-Design Outcomes: Results from workshops and Tactical Urbanism
interventions.

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3.​ Inclusive Policy Recommendations: Inputs from marginalized communities integrated

into the master plan.

By embedding participatory action research into the ATSMP, the project ensures not only
inclusivity and relevance but also the buy-in necessary for sustainable implementation. The
integration of structured engagement frameworks like the Spectrum of Public Participation
further guarantees a transparent and collaborative approach.

Task C: Inception Report Formulation

Task C Objectives
Prepare an Inception Report that includes the following information:

1.​ General Project Information and Objectives

2.​ Mobilization, Team, and Organization Information
3.​ Inception Mission/s Findings ​
a.​ Key findings
b.​ Stakeholder screening, scoping, and mapping
c.​ Case studies of other active transportation masterplans in Asia or other
comparable countries
d.​ Interfaces with existing and proposed national transportation masterplans and
programs (i.e. Philippine Transport System Master Plan (PTSMP), PUVMP, etc.)
e.​ Confirmation of plan of approach, methodology and timelines (Consultant may
propose enhancements/changes)
f.​ Risk assessment and mitigation plan
g.​ Critical Issues to be addressed and recommendations
4.​ Reporting Requirements
5.​ Competency Management Plan
6.​ BIM Strategy Report
7.​ Detailed Plan of Approach, Methodology and Workplan

Task C Deliverables:
●​ Inception Report

Task D: Ensuring Ample Communications and Visibility

Task D Objectives:
Design and carry out a Communications and Visibility (C&V) Plan during the study and to
prepare a C&V program for the implementation of the ATSMP that provides an overarching
framework that enhances the widespread awareness of the ATSMP where majority stakeholders
effectively understand, participate, and support the various activities related to the ATSMP from
its conception to completion.

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1.​ Sub-Task D.1: C&V during the preparation of the ATSMP

a.​ Prepare and C&V Plan that shall include a stakeholders mapping, identifying all
key stakeholders, their level of interest and influence in the ATSMP; note the
types of interactions sought with each stakeholder, identify the principal messages
to be targeted at the stakeholders, the approach, and channels of communications
to deliver the messages, the timeframe of the messages, the responsible party, and
the monitoring indicators.
b.​ Develop a complementary Public Participation (PP) Program with the aim of
informing the general public, businesses, and related stakeholders of the ATSMP
preparation, and of ensuring that all the identified key stakeholders are briefed on
ATSMP preparation progress on a regular basis.
c.​ Develop and manage digital platforms, including a dedicated section on the DOTr
website, Facebook, Instagram, LinkedIn, and Twitter for the duration of the study;
Ownership and management of the digital platforms shall be turned over to the
Department upon the completion of Project.
d.​ Prepare comprehensive digital dissemination materials which includes the
creation of various multimedia assets tailored to engage diverse audiences
effectively. Materials shall encompass advocacy fact sheets, visually appealing
brochures, compelling short stories illustrating the anticipated benefits of the
ATSMP for communities, genders, businesses, and society. Additionally, produce
attention- grabbing banners, short-format videos for posting on DOTr social
media channels, and long-format videos documenting the outcomes of the study.
e.​ Periodically disseminate these messages, including options such as the ATSMP
website, seminars, one-on-one sessions, community sessions, brochures, videos,
newspaper editorials, and social media.
2.​ Sub-Task D.2: C&V during the implementation of the ATSMP
a.​ Prepare a C&V Plan as outlined for the ATSMP preparation period above.
Establish and maintain an official website or online platform dedicated to the
ATSMP, providing regular updates, resources, and opportunities for feedback.
b.​ Develop level of interest and influence in the implementation of the ATSMP; note
the types of interactions sought with each stakeholder, identify the principal
messages to be targeted at the stakeholders, the approach and channels of
communications to deliver the messages, the timeframe of the messages, the
responsible party, and the monitoring indicators.

Task D Deliverables:
●​ Communications and Visibility Plan (C&V Plan)
●​ Public Participation Program
●​ Monthly Dissemination Materials
●​ Digital Platforms

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Task D Approach
Stakeholder Screening, Scoping, and Mapping
The stakeholder screening, scoping, and mapping process for the ATSMP involved a systematic
approach to identifying key actors, understanding their roles, and establishing communication
pathways for collaboration. The process leveraged participatory methodologies to ensure
inclusivity and comprehensiveness, focusing on national and local stakeholders, community
organizations, private sector partners, and advocacy groups.

Key Stakeholders Identified

The mapping process categorized stakeholders based on their roles, influence, and level of
engagement in active transport initiatives.

1.​ Government Agencies:

○​ National Level: The DOTr and its Interagency Technical Working Group for
Active Transport (IATWG-AT) serve as key policy drivers. Their mandate includes
formulating active transport policies and coordinating their implementation.

○​ Local Level: LGUs are crucial for on-ground implementation. Entities such as the
ULAP provide a platform for consolidating local efforts.

2.​ Non-Governmental Organizations (NGOs) and Advocacy Groups:

●​ Organizations like the ICSC-Mobility Awards, ImagineLaw, Move as One
Coalition, Clean Air Asia, Firefly Brigade, and ICLEI bring advocacy expertise and
ground-level perspectives. ICSC-ICLEI’s SPARK Project, for instance, highlights
their ability to integrate active transport with broader urban sustainability
initiatives.

●​ Community-based groups such as Bilang Siklista and the Philippine Road Safety
Action Plan (PRSAP) advocates focus on empowering end-users, particularly
cyclists and pedestrians, to voice their needs and concerns.

3.​ Specialized Organizations:

●​ The National Council on Disability Affairs (NCDA) advocates for inclusive
transport solutions that cater to persons with disabilities, while the NCTS
provides research and data support for evidence-based planning.

4.​ Private Sector and Businesses:

●​ Partnerships with chambers of commerce and private sector players open avenues
for innovative financing and resource mobilization. Businesses are also critical for
promoting end-of-trip facilities like bike racks and showers. The Makati Business
Club for example have started a Business for Biking project to engage with
government agencies/offices, business establishments, and advocacy groups to

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develop a safe and sustainable environment for cyclists via policy, infrastructure,
and other activities.

Stakeholder Scoping and Analysis

The scoping phase involved assessing stakeholders' interests, priorities, and capacities. This
assessment informed the development of tailored engagement strategies:

●​ Policy Alignment: Government agencies were evaluated for their alignment with the NTP,
PTMP, and local development plans.

●​ Inclusivity and Equity: NGOs and community groups were prioritized for their ability to
represent marginalized voices, such as women, low-income commuters, and persons with
disabilities.

●​ Innovation Potential: The private sector and academic institutions were identified as
critical for introducing innovative solutions and research-backed strategies.

A detailed stakeholder matrix was developed to map the influence and involvement of each
group.

Table 3.2 Stakeholder Matrix

Stakeholder Category Examples Role in ATSMP

Government Agencies DOTr, DPWH, NEDA, DILG, Policy formulation,
DOH, IATWG, LGUs infrastructure implementation,
alignment of national and local
plans

NGOs and Advocacy Groups ICSC-Mobility Awards, Move Advocacy, inclusivity,

as One Coalition, ICLEI, community-driven solutions
Firefly Brigade, Clean Air Asia

Academic Institutions NCTS, UP School of Urban Data collection, capacity

and Regional Planning building, and research

Private Sector Chambers of Commerce, Mall Resource mobilization,

Operators promotion of end-of-trip
facilities, innovative financing

Stakeholder Mapping Process

The mapping process employed a participatory approach to ensure representation across all
relevant sectors:

1.​ Initial Consultations: Engagements with DOTr, IATWG, UP NCTS, ICSC, ICLEI, Move
As One, and advocacy groups helped identify primary stakeholders.

2.​ Participatory Workshops: Workshops and FGDs provided platforms for stakeholders to
outline their roles and expectations.

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3.​ Iterative Validation: The stakeholder matrix was validated through regular consultations
to ensure it accurately reflected the diverse ecosystem of actors involved in active
transport.

Insights from Stakeholder Mapping

The mapping exercise revealed several critical insights:

1.​ Capacity Gaps at the Local Level: LGUs often lack technical expertise in active transport
planning, highlighting the need for targeted capacity-building programs.

2.​ Advocacy as a Bridge: NGOs and community groups serve as vital links between
policymakers and end-users, ensuring that the needs of marginalized groups are
integrated into the planning process.

Action Plan for Stakeholder Engagement

Based on the stakeholder mapping, the following action plan will guide engagement throughout
the ATSMP development process:

●​ Engagement Platforms: Establish advisory groups and working committees that include
representatives from all identified stakeholder categories.

●​ Capacity Building: Conduct training sessions for LGUs to address technical gaps in active
transport planning.

●​ Continuous Feedback Loops: Implement mechanisms such as surveys, FGDs, and digital
platforms to capture ongoing feedback from stakeholders.

This structured approach to stakeholder screening, scoping, and mapping ensures a solid
foundation for inclusive and collaborative planning in the ATSMP.

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Task E: Baseline Data Collection

Task E Objectives
1.​ Develop a data collection framework that shall serve as the primary basis in assessing the
effectiveness, impact, and continuous improvement of the active transport strategic
masterplan outputs. The framework shall consider:
a.​ Data requirements for travel demand modeling; and
b.​ Data collection methods, data pre-processing, and quality control procedures to
ensure accurate input data for models.
2.​ Gather all background data/information and reports including, but not limited to existing
active transport networks and designs, policies and projects, previous surveys, established
standards, related studies conducted to date, and identify data/information relevance,
applicability, and gaps.
3.​ Conduct an in-depth assessment of the current state of active transport infrastructure,
usage patterns, and associated challenges within the study area through a mixed-methods
approach of traffic and transport surveys such as intersection movement survey and
analysis, walkability audits, iRAP-based studies, and Crash Studio analysis, accompanied
by participatory activities like post-survey small group discussions and workshops. These
methods are detailed in Table 3.3 under this section.
4.​ Collect data needed to estimate the travel demand and traffic impact of the study through
the conduct of traffic surveys for pedestrian, cycling, and other forms of non-motorized
and micro-mobility transport, including, but not limited to, household interview surveys,
person and active transport-related cargo origin and destination (O/D) surveys, safety
perception surveys, time-use surveys, traffic forecasting, and simulation assessments,
traveler profile surveys, vehicle count surveys (including pedestrians, cyclists, and other
forms of non-motorized transportation and micro-mobility), route and mode choice
surveys, intersection survey (turning movement counts), outer and inner cordon surveys
(model validation), travel behavior surveys, trip characteristics survey, cycle facilities and
infrastructure survey, public opinions and attitude survey, and transfer/accessibility
survey. These datasets, once post-processed, would be used as:
a.​ Inputs to the formal travel choice modeling and demand estimation work of the
ATSMP;
b.​ As presentation materials in participatory action research activities; and,
c.​ Training and testing data to inform multi-criteria assessment framework building
for active transport infrastructure prioritization tools and budget programming.
5.​ Develop a database tailored for strategic active transport planning, modeling,
prioritization, and ongoing management. The database should be designed to be
user-friendly and easily updatable by the DOTr and the pilot sites. It should encompass
the following categories of data within each geographic cluster in the study areas:
a.​ Demographic and socio-economic characteristics (population, gender, age,
mobility impairment, occupation, including students, vehicle and cycle ownership,
etc.)
b.​ Pertinent spatial data including, but not limited to, land use, population density
data, development plans and priorities, etc.

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c.​ Active transport user segmentation profiles based on variables, including, but not
limited to, demographics, travel patterns, physical abilities, psychographics,
technology adoption, safety and perception, cultural and social factors, and public
transport usage, among others.
d.​ Active transport trip characteristics including, but not limited to, purpose of trip,
trip distance, trip duration, trip frequency, time of day, O/D data, route choice,
companion information, barriers and challenges, among others.
e.​ Economic activities relevant to active transport including, but not limited to,
retail, tourism, real estate, etc.
f.​ Information on existing and planned transportation infrastructure projects, but
not limited to, infrastructure design, proposed timing, and impact on the localities
the infrastructure will be situated in.
g.​ Historical traffic count data for all transport modes within the study area.
h.​ Local and national road network inventory, including attributes of physical
infrastructure (i.e. categorization, length, width (or number of lanes for roads),
permissible speed, type of vehicles allowed, mode, overall road condition, bike
lane width and condition (if applicable), sidewalk width and condition, sinuosity,
whether flat or mountainous, degradation, date of last works - type, duration, and
costs, etc.), traffic by type of vehicles and accidents/incidents.
i.​ Public transport information by line: Itinerary, public or private, vehicles (bus,
train, vessel, plane), capacity (passengers and freight), origin and destination,
travel time (O/D), price (O/D), comfort, schedule per day.
j.​ Inventory of points and areas of interest, including but not limited to,
residential/commercial/industrial districts, government offices, educational
institutions, healthcare facilities, cultural and entertainment venues, historical and
heritage sites, tourist attractions, and green spaces.
6.​ Survey methodology, particularly those involving household interviews or collection of
socio-economic information, shall be reviewed and approved by the Philippine Statistics
Authority Statistical Review and Clearance System pursuant to RA 10625.
7.​ Present the data collection framework and collected data in a simplified manner that
planners at any LGU planning office will understand and be able to confidently
implement with their local resources.
8.​ Develop training curricula for individuals involved in transport-related data collection to
build expertise and ensure consistency in data collection practices.

Task E Deliverables:
●​ AT Data Collection Plan
●​ Background Data and Information Report
●​ Current State Assessment Report
●​ Traffic Survey Reports
●​ AT Database
●​ PSA-Approved Survey Methodology and Materials
●​ AT Data Collection Training Curricula

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Task E Approach:
A.​ Transport Modelling
The Baseline Data Collection task aims to gather both primary and secondary data to characterize
the current state of active transport in the Philippines. This data will inform evidence-based
planning, decision-making, and benchmarking for future interventions. The process combines
participatory, analytical, and technological approaches to ensure a comprehensive understanding
of active transport conditions, infrastructure, and user mobility preferences across the pilot areas.

Framework and Methodologies

Survey Methodologies and Standards​
Baseline data collection will adhere to established methodologies and frameworks to ensure
reliability and validity:

●​ Survey Methodologies: Grounded in best practices from Groves et al. (2009), emphasizing
accuracy in questionnaire design, sampling, and data collection techniques.

●​ Complete Streets Framework: Infrastructure audits will follow principles from Litman
(2013) to assess safety, accessibility, and inclusivity.

●​ Big Data Analytics: Tools such as AI-based analytics and mobile GPS data (e.g., PIVE) will
supplement traditional field surveys for granular mobility insights.

●​ Data Accuracy Standards: Safi et al. (2016) will guide the validation of both primary and
secondary data to maintain high-quality outputs.

Scope of Baseline Data Collection

The study will cover the following pilot areas:

1.​ NCR
2.​ City of Iloilo
3.​ City of Puerto Princesa
4.​ City of Surigao
5.​ City of Mati
6.​ City of Zamboanga

The data collection plan is divided into behavioral/socioeconomic surveys and

objective/obsevational road performance data collection tasks.

Interview-based Behavioral Surveys

1.​ Mode Choice and Propensity Survey
●​ Purpose:

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○​ Cycling Propensity: Capture the population’s propensity to consider

cycling as their primary mode of transport.

○​ Factors Influencing Mode Choice: Identify key factors affecting

individuals’ current transport mode choices, value-of-time, and transport
costs.

○​ Walking Experiences: Assess walking as a mode or as part of multimodal

trips involving public and private transport.

●​ Scope:

○​ NCR and Other Pilot Cities: The survey will be conducted through
household surveys to capture diverse user preferences. The sampling
design and survey deployment plan will be detailed in the High-Level
Methodology Report, which will also tackle challenges in accessing
respondents in gated communities and condominiums.

●​ Key Metrics: Origin-Destination matrix, mode share, non-user propensity to shift

to active transport, and socio-economic characteristics of active transport users,
transport costs.

Sampling Framework
The survey will employ a two-stage sampling framework to ensure representativeness while
managing cost and logistical feasibility. Traffic Analysis Zones (TAZs) were already defined in
NCR. Following the MUCEP study area, we can identify 272 TAZs in Metro Manila and 4
aggregated external zones for the nearby provinces (Bulacan, Rizal, Cavite, Laguna). This will
form the primary sampling units for NCR.

For study cities outside Metro Manila where Traffic Analysis Zones (TAZs) are unavailable,
barangays can serve as the primary sampling units in a two-stage sampling framework. However,
this comes with challenges due to the lack of uniformity in travelers’ characteristics within
barangays. Precision testing and secondary data collection of existing transport or traffic plans in
the these cities shall be included in the high-level methodology and survey plans.

a.​ NCR Sampling Framework

NCR is the largest generator and attractor of trips in the region, and its urban dynamics (e.g.,
population density, trip generation, land use) are crucial for understanding cycling propensity and
mode choice. Although the project focuses on NCR, it is essential to include nearby provinces
since residents from adjacent provinces may commute to NCR by bike, especially for
short-to-medium distances, and these areas significantly contribute to NCR's travel demand,
influencing mode choices and transport policies.

Households will be selected randomly or systematically to capture diversity in travel behaviors in

each TAZ. The PSA Household Masterfile, upon availability to the project consultant, would help
on this second stage.

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Initial Sample Size Target

While the final sample size will be determined in the HLM Report, an initial target sample size of
6,000-6,500 households is proposed. This size balances the need for representativeness with
practical time and cost constraints. The following methods will be applied to ensure statistical
robustness.

●​ Oversampling in Critical Zones or establishments: Zones with high variability in travel

behavior (e.g., urban cores) will be oversampled to ensure sufficient data for robust
analysis.
●​ Weighting for Population Representation: Post-survey weighting techniques will adjust for
over- or under-representation in specific zones or demographic groups.

Justification for Small Sample Size

The ideal sample size for large metropolitan areas is typically 1% of the population (~139,000
households according MUCEP 2014). However, adopting a smaller sample of 6,000-6,500
households is justified by:

●​ Precision and statistical validity - Using statistical calculations, we demonstrate that a

sample of 6,000 households or 30,000 people (for example, if the household size is five (5)
people) achieves an acceptable level of precision for the key survey objective of cycling
propensity. The example calculation shows:

Assuming a cycling propensity of (p = 0.36) (based on the latest Social Weather Station
(SWS) survey on bike ownership in 2023, where 36% of households own a bike) and a
confidence level of 95% (z = 1.96):

With a sample size of 30,000 individuals (6,000 households × 5 people), the margin of
error is ±0.54%, which is highly precise and ideal for rigorous survey analysis.

●​ Cost and time constraints

Conducting a large-scale survey (1% of the population) would be prohibitively expensive

and time-consuming. A reduced sample size enables timely data collection without
compromising analytical reliability.

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●​ Insights from prior studies

Previous research (e.g., Kulpa & Szarata, 2016) demonstrates that reduced sample sizes
(e.g., 1,000–2,400 households) for metropolitan area of more than 1,000,000 population
can yield satisfactory results for trip modeling—the typical 4-stage process of trip
generation, trip distribution, mode choice, and trip assignment—with minimal error
increase.

While full-scale surveys provide the highest precision, reduced sample sizes introduce
only marginal increases in error for key metrics like trip generation, trip distribution, and
modal split. These smaller samples are effective due to the stable and predictable nature of
travel patterns in large populations, provided the sampling framework is well-designed or
existing (in the case of NCR-the MUCEP TAZs) and employs weighting to address any
underrepresentation. Stratified or proportional allocation using the TAZs ensures
sufficient representation of key demographic and geographic segments. According to the
study, for core trip modeling outputs, such as total trip numbers or modal splits, the error
trade-offs associated with reduced samples are small and often negligible for
transportation planning purposes.

Expected Challenges and Mitigation Strategies

●​ Challenges:
○​ Underrepresentation in Small Zones: Aggregating TAZs in provinces into single
zones may reduce granularity, potentially underrepresenting behavioral diversity.
○​ Nonresponse Bias: Household nonresponses may introduce bias in survey results.
●​ Mitigation Measures:
○​ Adjustments for Aggregated Zones: Minimum thresholds (e.g., 10-20 households
per zone) will ensure coverage, even in aggregated or low-population zones.
○​ Incentives for Participation: Incentivizing households through small rewards or
simplified questionnaires can improve response rates.
○​ Weighting Techniques: Post-survey adjustments will address sampling biases and
ensure data representativeness.
○​ The base sampling weights will be the product of each stage in our sampling
design. An adjusted sampling weight will be computed to adjust for nonresponse.
Nonresponse will also be addressed aside from adjusting the sampling weight by
(i) training enumerators adequately on survey etiquette, (ii) revisiting the
household (if unavailable during the time of first visit), and (iii) by replacing the
household entirely with another one if the revisiting attempt is still unsuccessful
(to maintain desired sample size).
○​ If necessary, we will perform post-stratification on the adjusted weights.
Post-stratification is a process of aligning the weights to known population totals
after adjusting for nonresponse. It ensures that the weighted totals for the survey
match known benchmarks (e.g., census population counts) for each stratum
(zone).
○​ Additionally, the sampling weights will also be used as the expansion factors since
a proportional representation of the population will be obtained.

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Post-stratification also ensures that the sample weights — when summed — will
align to the (2025 projected) stratum totals.
○​ For the parameter of interest, which is a proportion, we will simply use the
weighted mean as the population estimate for the proportion of NCR households
who are willing to use active transport. To estimate standard errors, since we have
a multistage sampling design, bootstrapping methods will be explored (see
Preston, 2009).
○​ If the characteristics of specific groups are of interest (e.g., households in the
highest income bracket, households with bike owners), small area estimation
techniques will be explored, provided that necessary auxiliary information on that
specific group is available (mostly socio-economic data, such as educational
attainment, employment rate) (see Lohr and Prasad, 2003).

Next Steps for NCR Mode Choice Survey

●​ The detailed sampling design, including final sample size determination, proportional
allocation, and oversampling strategies, will be finalized in the HLM Report. This report
will include:
○​ Detailed precision calculations for various survey objectives.
○​ Final TAZ and household sampling allocation plans.
○​ Refinements to account for budget and logistical constraints.

b.​ Cities Outside NCR Sampling Framework

As stated above, the project sites outside of Metro Manila, may not have TAZs. This will be
verified in the upcoming consultations and meetings with LGUs. Meanwhile, the barangays can
serve as the primary sampling units in a two-stage sampling framework for cities without TAZs.

Explanation of Two-Stage Sampling with Barangays

●​ Stage 1: barangay as Primary Sampling Unit (PSU): barangays, being the smallest
administrative units, serve as the geographic foundation for sampling. Even though travel
behavior may vary within barangays, they provide a practical spatial unit for survey
logistics, administrative data, and population estimates.
●​ Stage 2: Households as Secondary Sampling Unit (SSU): Within selected barangays,
households are sampled randomly or systematically. This ensures data collection at the
individual level while maintaining a manageable survey design.

Addressing the Non-Uniformity Challenge

While barangays are not perfect strata (due to non-uniform travel characteristics), this issue can
be mitigated through adjustments in the sampling design:

●​ Proportional Allocation by Population: Allocate samples proportionally based on the

population size of each barangay:

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●​ This ensures that larger barangays receive more samples, reflecting their contribution to
overall travel patterns.
●​ Oversampling in Key Areas: Apply targeted oversampling in barangays expected to have
significant travel demand or unique characteristics, such as: Urban cores with dense
populations and higher trip rates; Transport hubs (e.g., near markets, schools, terminals)
with diverse mode choices; Use proportional allocation as a baseline but adjust sample
sizes upward in these critical areas.
●​ Post-Survey Weighting: After data collection, apply weights during analysis to adjust for
over- or under-sampling in certain barangays or traveler types.

Benefits of Using Barangays

●​ Administrative Feasibility: barangays are well-defined and recognized administrative units
with available population data, simplifying survey planning and execution.
●​ Local Representation: Even if non-uniform, sampling across barangays ensures geographic
diversity and avoids concentration in a few areas.

Using barangays as sampling units for the two-stage design is practical and efficient for cities
lacking TAZs. Proportional allocation ensures fair sample distribution, while oversampling and
weighting address variations in travel behavior. Adjustments like stratifying by land use or density
can further enhance the survey's effectiveness.

2.​ Route Choice Survey

●​ Purpose: To understand the route preferences of existing cyclists, including factors
influencing their LTS, socio-economic profile, road safety and road conditions,
interactions with other road users, bike usage and bike-to-work patterns,
origin-and-destination, and route alternatives.

●​ Scope: Conducted through roadside interviews in NCR and the five pilot cities.

●​ Key Metrics: Current cycling users’ ODs, Route choice behavior, LTS analysis, and
barriers to cycling, transport costs.

Route Choice Survey Sampling Considerations:

This outlines the preliminary framework for the Route Choice Survey aimed at understanding the
preferences, behaviors, and challenges faced by cyclists using the road network in the study area.
Unlike the Household Mode Choice Survey, this survey focuses on individuals actively using
bicycles on the roads. As such, the sampling framework prioritizes roadside intercept surveys at
key locations, informed by a variety of data sources.

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The final sampling methodology, including specific station selection and detailed allocation, will
be elaborated in the HLM Report. However, this report introduces a proposed approach with a
target sample size of 1,200-1,600 respondents, justified by initial calculations.

The Route Choice Survey aims to achieve the following:

a.​ Understand Cyclist Behavior: Identify the factors influencing cyclists’ route choices,
including safety, value-of-time, travel cost, road conditions, and connectivity.
b.​ Analyze Road Usage: Assess how cyclists interact with other road users, including cars,
pedestrians, and public transport.
c.​ Inform Infrastructure Planning: Collect insights to guide local governments in improving
cycling infrastructure, safety, and connectivity.

Sampling Framework
Unlike the two-stage sampling used for household surveys, the Route Choice Survey uses direct
roadside sampling at strategically selected stations. This approach ensures that data is collected
from individuals actively using bicycles, capturing real-world route choices.

Key Station Selection Criteria

Survey stations will be selected based on a combination of historical data, stakeholder inputs, and
participatory research to ensure diverse and relevant coverage. The multi-criteria assessment will
be presented in the HLM Report. The key criteria include:

1.​ Historical Traffic Volume: Identify roads with high cycling and non-cycling traffic
volumes to capture diverse user groups, based on surveys or counts conducted not earlier
than 2022 (pre and during the pandemic years).
2.​ Official government traffic counts and surveys, based on surveys or counts conducted not
earlier than 2022 (pre and during the pandemic years).
3.​ Availability of Cycling Infrastructure: Prioritize areas with bike lanes and variety of bike
lanes types, and areas without bike lanes but with observed considerable bike usage, to
compare route choice behaviors under different conditions.
4.​ Road Crash Data: Include locations with a history of cycling-related accidents to
understand safety challenges.
5.​ Foot Traffic Data: Use GPS tracking, Google activity data (if available), or local pedestrian
movement data to identify areas with high interactions between cyclists and pedestrians.
6.​ Stakeholder Inputs: Incorporate recommendations from:
a.​ Local Government Units (LGUs)
b.​ Local Civil Society Organizations (CSOs)
c.​ Cycling advocacy groups, and
d.​ Insights gathered during the Participatory Action Research (PAR) phase.

Engaging LGUs, CSOs, and cycling groups ensures the inclusion of local knowledge and priorities
in station selection, while incorporating historical traffic data, crash data, and activity patterns
ensures stations are representative of diverse conditions and user groups.

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By surveying active road users at key locations, the survey directly captures route choices and
on-the-ground realities, which may not be evident in household surveys. The methodology
ensures that data reflects actual behavior in specific road and traffic conditions, providing
actionable insights for route planning and infrastructure development.

Sample Size and Justification

The target sample size for the Route Choice Survey is 1,200-1,600 respondents, determined using
simplified random sampling formulas based on a target population size and desired precision.
This method ensures that the sample adequately represents cyclists’ behaviors and preferences
while balancing the time and cost constraints of fieldwork.

The sample size is designed to achieve a margin of error of approximately ±2.5% to ±3% at a 95%
confidence level, ensuring reliable insights for planning and analysis. This sampling considers the
following:

●​ Balancing Precision and Practicality: The target of 1,200–1,600 respondents allow for
statistically valid results while remaining feasible within the project’s time and budget
constraints.
●​ Simplified Sampling Formula: The calculation follows widely used methods for
determining sample size based on desired confidence and margin of error without the
complexity of multi-stage sampling.

Expected Challenges and Mitigation Measures

●​ Challenges:
○​ Cyclist Visibility: In areas with low cycling volumes, achieving the target sample
size may require extended field time or adjustments to station selection.
○​ Data Gaps: Limited availability of historical traffic or activity data in some areas
may impact initial station selection.
●​ Mitigation Measures:
○​ Dynamic Sampling Adjustments: Adjust station selection in real-time based on
initial survey findings to ensure coverage of diverse cycling behaviors.
○​ Supplementary Stakeholder Inputs: Use insights from LGUs and CSOs to fill data
gaps and identify key areas for coverage.
○​ Oversampling Critical Areas: Focus additional effort on high-priority locations,
such as roads with significant cycling infrastructure or crash histories.

Next Steps
The detailed sampling methodology, including final station locations, sample size distribution,
and survey logistics, will be developed in the Higher Level Methodology Report.

Key next steps include:

●​ Finalizing station selection based on stakeholder feedback and data availability.

●​ Conducting pre-survey tests to validate station selection and sampling techniques.
●​ Refining the sampling plan based on findings from initial tests and Participatory Action
Research.

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Table 3.3 Observational Data Collection

Task Purpose Scope Justification/

Remarks

1 Classified Traffic To determine the Conducted at Count station

Volume Counts share of cyclists and representative locations will be
pedestrians in traffic locations in all six finalized during the
flows at key pilot areas. inception phase,
locations. prioritizing
high-traffic areas
identified by
MUCEP and Bilang
Siklista.

2 Intersection To analyze Surveys will be

Movement Survey movement patterns conducted at
and Analysis at urban intersections
intersections. representative of
varied urban
environments in the
Philippines.

3 Infrastructure and To assess the quality Audits will be

Walkability Audits of pedestrian and conducted in
cycling sampled sites,
infrastructure based evaluating elements
on the Complete such as pathway
Streets framework. connectivity, safety
features, and
end-of-trip facilities.

4 Path Categorization To classify existing Secondary data

paths (e.g., sources, such as
commuting routes, Local Public
recreational paths) Transport Route
using available Plans (LPTRPs) and
secondary data from MUCEP, will guide
local authorities. the classification
process.

5 Crash Studio and To identify safety Analysis of crash

iRAP Studies concerns for active data and risk ratings
transport users. in selected areas.

6 People Flow Analysis To analyze mobility Large-scale data

Using PIVE Mobile patterns and user from PIVE will
GPS Big Data preferences based on provide granular
GPS-based big data. insights into
pedestrian and
cyclist movements.

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Task Purpose Scope Justification/

Remarks

7 Public Transport and To assess the GIS tools will be

Transit-oriented integration of active used to analyze the
developments transport networks accessibility of
(TOD) Integration with public LPTRPs and
transport systems big-ticket projects
and transit-oriented under the Public
developments Transport
(TODs). Modernization
Program.

Paths categorization enables planners to create a comprehensive network that serves various
purposes, from commuting and exercise to business and tourism. In the context of the ATSMP,
such an approach ensures that infrastructure development is closely aligned with land use
patterns, supporting a mode shift attitudes towards active transport while enhancing the overall
connectivity and accessibility of urban areas.

The DPWH road classifications (national primary, secondary, tertiary, and local roads) will also
be considered in the path categorization process. The ATSMP will explore policy
recommendations to enhance active transport road use on national roads—where LGUs often
have limited jurisdiction—by proposing improvements that prioritize people over vehicles. These
may include measures to promote convenience, safety, equitable budget allocation, and
accessibility, fostering a more inclusive and people-centric mobility framework.

Meanwhile, the GPS tracks data that is available from the ADB’s PIVE tool will be one of the
many secondary data that will be used to initially understand mobility patterns. The large-scale
GPS-based big data (primarily sourced from Google) provides general insights into how people
move across urban and suburban areas. The generated trips and origin-and-destination patterns
from this will not be used in the final demand modeling work, which will use data from the
traditional surveys.

Key outputs of this analysis using GPS big data include:

●​ Identifying high-volume active transport and motor vehicle-based movement, in addition

to other criteria, for determining Classified Traffic Volume Counts and Roadside Route
Choice survey.
●​ Mapping origin-destination patterns to uncover popular travel routes and areas with
significant demand for active transport infrastructure.
●​ Understanding time-of-day variations and peak usage patterns for active transport users.

To ensure the successful integration of public transport and TOD principles, the ATSMP will
identify key generators—such as business districts, residential areas, schools, hospitals, and
tourism hubs—that significantly influence transport demand. Recognizing that some of these
generators may lack proper transportation and last-mile connectivity, the ATSMP will employ a
multi-method approach to address this issue comprehensively:

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●​ Secondary Data Analysis: Utilize existing datasets such as urban land use maps, and local
transport studies to identify high-demand areas and their current connectivity gaps. This
will provide a foundational understanding of where key generators are located and their
accessibility challenges.
●​ FGDs: Conduct FGDs with LGUs, transport operators, and community stakeholders to
gather qualitative insights into the unmet transportation needs of key generators and
upcoming projects. These discussions will help validate secondary data findings and
identify context-specific connectivity issues.
●​ Workshops with Stakeholders: Organize participatory workshops involving planners,
transport authorities, and private developers to collaboratively map out key generators
and assess their support through existing transport networks. Workshops will also explore
strategies to enhance last-mile connectivity, including active transport solutions and
feeder systems.
●​ Field Assessments: Combine data-driven methods with on-ground validation to ensure
that identified gaps reflect act

Key Considerations for Data Collection

1.​ Secondary Data Availability:​
Clarify with DOTr what are available government generated secondary data (e.g., MUCEP,
Community-Based Monitoring System (CBMS), Infrastructure databases, Active
Transport Plans/Programs by DOTr and LGUs) to avoid redundancy and ensure
efficiency.

2.​ Primary Data Expectations:​

The HLM Report will clearly detail the scientific sampling and multi-level/multi-criteria
assessment for primary data collection, particularly for traffic surveys and behavioral
surveys.

3.​ Geographic Sampling and Scope:

○​ For NCR, prioritize roadside and establishment surveys due to its size and
complexity.

○​ For other cities, a combination of roadside, establishment, and household surveys

will ensure comprehensive coverage.

4.​ Training and Capacity Building:​

Training workshops for data collectors will ensure standardized methodologies and
minimize errors in field data collection. The firm shall coordinate with LGUs and PSA for
their roster of CBMS and census surveyors.

Initial Considerations
●​ Route Choice and Mode Choice in NCR: The scale of NCR makes household surveys
impractical, but roadside and establishment surveys can provide actionable insights while
maintaining feasibility. Statistical sampling, and the latest census/CBMS data shall be used
to expand the data for travel demand modeling tasks.

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●​ Socio-Economic Data: Gathering data on the socio-economic profile of bike users will
inform strategies to promote equity in active transport systems. Data protection
mechanisms shall be employed and the required statistical survey review under PSA will
be complied

●​ Crash Data and iRAP Analysis: Addressing intersection safety will help reduce risk
exposure for active transport users. Key government and academic/CSO actors will be
invited to safety audit and learning sessions, marrying the data collection efforts with
participative action research.

●​ Use of Big Data: Mobile GPS data offers a cost-effective and scalable solution for
understanding large-scale mobility trends. This will also help validate and identify key
areas with high people flow. One such tool is available in the ADB-sponsored PIVE Tool.

Figure 3.3 NCR Origin-Destination and Road Traffic Volume visualization using Mobile GPS Big Data in
2022
Source: PIVE-ADB, 2024

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Figure 3.4 Iloilo City Origin-Destination and Road Traffic Volume visualization using Mobile GPS Big Data
in 2022
Source: PIVE-ADB, 2024

Key Outputs
1.​ Baseline data report covering all pilot areas.

2.​ Spatial maps of classified traffic volume counts, people flow, and path categorizations
using GIS tools.

3.​ Survey analysis reports on route and mode choice behavior.

4.​ Infrastructure audit findings based on Complete Streets framework.

5.​ Integrated crash data analysis database and intersection movement reports.

By combining traditional survey techniques with cutting-edge analytics, the Baseline Data
Collection will provide a robust foundation for the ATSMP.

B.​ Transport Infrastructure and Land Use

As part of the planning process, it is important to understand the current situation of the overall
transport and specifically active transport facilities and usage in the study area. Such baseline data
include the following:

1.​ Road and bridge inventory

2.​ Existing pedestrian and cycle facilities and their status

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a.​ Sidewalks

b.​ Bikeways of various types

c.​ Cycle storage facilities

d.​ Shower/refresh facilities for cycle users

3.​ Comprehensive land use plan

4.​ Zoning ordinance

5.​ Comprehensive development plan with focus on transport and active transport projects

6.​ Travel demand database and model, if available

7.​ Current volume of pedestrians and bicyclists at AM and PM peak hours;

8.​ Map of current public transport systems, e.g. terminal, stops, routes;

9.​ Origin destination survey of pedestrians and bicyclists to profile routes of the same;

10.​ Walkability survey assessment;

11.​ Environmental quality of AT infrastructures vicinity: air, noise, landscaping;

12.​ Area density, household income, land use (single and mixed), commercial areas, distance
between transportation terminals, streetlights

13.​ Location of public assembly places, such as, schools, churches, government offices, public
markets and commercial centers, industrial complexes vis a vis public transport routes
and terminals

14.​ Past studies on active transport infrastructure planning and usage in the study area
including impacts on viability of businesses within the influence area of the active
transport infrastructure

The above list pertains to already existing or secondary baseline data. Primary or new data may
have to be collected subject to the availability and timeliness of the above data. This primary data
includes the following:

1.​ Active transport usage characteristics in the study area

2.​ Socio-economic characteristics of current or target users

3.​ Origin-destination database for the study area

4.​ Inventory of existing active transport facilities and their status

5.​ Public perception on active transport including the perceived and observed impacts of
active transport on the viability of businesses within the influence area of active transport

6.​ Other relevant information

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The above data should be made available in digital and machine-readable format, preferably in
GIS. New primary data collection should be undertaken using readily available and preferably
open-source mobile platforms such as Epicollect which readily convert visual and textual data
into geo-spatial format. Revealed Preference (RP) and Stated Preference (SP) surveys may be
undertaken to gather actual as well as hypothetical information on active transport usage, either
actual or intended.

C.​ Economic Component

The study will use quantitative and qualitative methodologies for baseline data collection for the
economic component of the project. Quantitative data collection methodologies will use
structured survey questionnaires and purposive stratified sampling framework. Qualitative data
will be collected through both structured survey questionnaires and consultative participatory
stakeholder workshops and other modes of focus group discussions. Qualitative data from
stakeholder workshops and focus group discussions will be triangulated with the quantitative
data. For the financial and economic sub-group, data will be gathered from households and
business establishments and Micro-, Small and Medium-sized Enterprises (MSMEs). Other
entities, e.g., financing and socio-economic and business organizations, institutions, in the
government and non-government sectors will also be tapped to provide the ATSMP with baseline
data.

Statistical analysis will be used in developing the sampling framework and the integration of
results and conclusions. The survey output will serve as the baseline data for the financial and
economic sub-group.

Task F: Institutional Framework and Arrangements Development

Task F Objectives:
1.​ Gather and review the existing legal and regulatory framework, organization
arrangements, policies, financing and cost recovery, and coordination and monitoring
relevant to active transport infrastructure development, with a view to assessing and
ensuring compatibility with best international practice and in consideration to
environmental, social (including Gender Equality, Disability, and Social Inclusion -
GEDSI), policy, institutional, and operational implications.
2.​ Identify relevant government agencies, departments, and units relevant to the ATSMP
formulation and propose internal communication channels amongst the identified
government agencies, departments, and units to ensure are informed and aligned with the
objectives and progress.
3.​ Identify both impediments and potential improvements in the existing policies, laws, and
regulations and propose the creation/revision of new policies, laws, and regulations to
address the impediments and improvements.
4.​ Craft inter-agency coordination policies which include mechanisms that ensure a
seamless and integrated approach to active transport planning and implementation.
5.​ Craft model ordinances and regulations that LGUs can adapt and adopt to support active
transport, ensuring consistency and alignment with the broader policy goals of the
ATSMP.

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6.​ Engage in feedback sessions with key stakeholders involved in the policy formulation and
regulation of active transport programs and refine the outputs based on stakeholder
feedback.
7.​ Develop and conduct training curricula for individuals involved in policy development
and regulation for active transport to build expertise and ensure consistency in
implementation.

Task F Deliverables:
●​ Legal and Regulatory Framework Review Report
●​ Government Agencies Identification and Communication Plan
●​ Impediments and Improvement Proposals Report
●​ Model Inter-Agency Coordination Policies
●​ Model LGU Ordinances and Regulations
●​ Institutional Stakeholder Feedback Analysis Report
●​ AT Policy Development and Regulation Training Curricula

Task F Approach:
The development of the Institutional Framework and Arrangements ensures that governance
structures, policies, and coordination mechanisms for active transport are aligned with
international best practices, national priorities, and the broader goals of the ATSMP. This task
emphasizes inter-agency collaboration, policy reforms, and capacity building to address existing
challenges and gaps in active transport implementation.

Framework and Methodology

The methodology for this task combines a comprehensive review of the current legal and
regulatory environment, stakeholder engagement, and the creation of tools to support the
institutionalization of active transport planning and implementation.

Table 3.4 Task F Framework and Methodology

Task Objective Activities Outputs

Review of Existing Assess existing legal - Legal and Policy - Legal and
Frameworks and and regulatory Review: Identify laws, Regulatory
Arrangements frameworks, regulations, and Framework Review
organizational policies governing Report: A
arrangements, and active transport; comprehensive
policies relevant to evaluate analysis of existing
active transport compatibility with gaps and areas for
infrastructure international best improvement.
development. practices (e.g.,
GEDSI).
- Organizational and
Institutional Analysis:
Map roles and
responsibilities of
relevant agencies;

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Task Objective Activities Outputs

assess overlaps or
gaps.

Identification of Ensure seamless - Stakeholder - Government

Relevant Agencies communication and Mapping: Identify Agencies
and Communication alignment among agencies Identification and
Channels government agencies, directly/indirectly Communication Plan:
departments, and involved in active A detailed plan of
units relevant to transport (e.g., DOTr, roles, responsibilities,
active transport DPWH, NEDA, and communication
planning and LGUs). pathways.
implementation. - Internal
Communication Plan:
Develop
communication
pathways to ensure
information sharing
and alignment.

Addressing Identify challenges in - Impediments - Impediments and

Impediments and existing policies, laws, Analysis: Identify Improvement
Proposing and regulations, and barriers such as Proposals Report: A
Improvements propose solutions to funding constraints, document identifying
overcome them. technical capacity, challenges and
and road space actionable solutions.
reallocation
resistance.
- Policy
Recommendations:
Propose policy
revisions aligned with
best practices and
local contexts.

Inter-Agency Establish policies for - Develop policies - Model Inter-Agency

Coordination seamless and defining roles, Coordination Policies:
Mechanisms integrated responsibilities, and Policies
inter-agency communication institutionalizing
coordination for protocols between inter-agency
active transport agencies (e.g., DOTr collaboration and
planning and and DPWH). joint planning
implementation. - Align national and mechanisms.
local initiatives for
consistency and
effectiveness.

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Task Objective Activities Outputs

Model LGU Provide LGUs with - Draft model - Model LGU

Ordinances and adaptable ordinances ordinances aligned Ordinances and
Regulations and regulations to with ATSMP goals Regulations:
support active and local contexts. Ready-to-use
transport initiatives. - Ensure consistency ordinances and
with national policies regulations for LGUs.
for easy adoption.

Stakeholder Refine institutional - Conduct - Institutional

Engagement and frameworks and consultations with Stakeholder Feedback
Feedback policies through DOTr, DPWH, LGUs, Analysis Report:
consultations and and advocacy groups Summary of
feedback sessions to validate stakeholder inputs
with key stakeholders. recommendations and resulting
and proposed refinements.
policies.
- Document feedback
and integrate it into
final outputs.

Training and Build expertise - Develop training - AT Policy

Capacity Building among policymakers curricula on policy Development and
and implementers to development, Regulation Training
ensure consistency regulation, and Curricula:
and efficiency in inter-agency Comprehensive
active transport coordination. training materials for
governance. - Conduct workshops building institution
and capacity-building
sessions for LGUs,
DOTr, and DPWH
representatives.

Challenges and Opportunities

Challenges:
●​ Resistance to policy reforms due to institutional inertia and conflicting priorities.

●​ Variability in technical capacity across LGUs.

Opportunities:

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●​ Aligning active transport governance with broader urban mobility goals through
coordinated DOTr and DPWH efforts.

●​ Institutionalizing active transport-friendly policies at both national and local levels to

promote consistency and scalability.

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Task G: Active Transport Demand Modeling Framework and

Application
Task G Objectives:
1.​ Establish requirements for documenting and evaluating the modeling process, model
assumptions, input data, calibration results, and reporting formats.
2.​ Develop a replicable and comprehensive demand modeling framework which utilizes
trip-based, activity-based, agent-based, or hybrid frameworks suited to the study's goals
and available data and will provide active transport demand forecast for the next 30 years,
covering a short-, medium- and long- term forecasts in the study area. The framework
shall include, but not be limited to, incorporating the following:
a.​ Steps for developing tailored travel demand forecasts using CUBE, including
model calibration and validation processes.
b.​ Scenario development for traffic demand modeling, considering factors like
population growth, transportation patterns, and policy interventions.
c.​ Representation of AT networks in traffic demand models, including bike lanes and
pedestrian pathways.
d.​ Trip generation modeling and distribution, considering factors such as trip
purposes and spatial distribution.
e.​ Mode choice decision modeling, emphasizing factors influencing walking, cycling,
and other AT modes.
f.​ AT trip assignment to specific routes and paths, considering travel time, distance,
and user preferences.
g.​ Traffic demand model calibration and validation to ensure accuracy.
h.​ Sensitivity analyses to assess model parameter impacts and integration with other
modes for multi-modal planning.
3.​ Apply the modeling framework and conduct a thorough active transport (i.e., pedestrians,
cyclists, etc.) travel demand estimation and analysis considering the existing primary and
secondary reports/data and surveys conducted, and revenues/inflows, including potential
revenues from ancillary facilities/services, covering, among others, the details on the
methods and parameters used in the projection.
4.​ Develop a network impact analysis comparing current road space allocation with
potential scenarios integrating public and/or active transport corridors across all road
classifications (national, local, barangay) in short-, medium-, and long-term projections.
Evaluate the effects on goods movement while prioritizing road space for personal
mobility. Offer recommendations for optimizing road space allocation to harmonize
active transport promotion with goods transportation requirements.
5.​ Ensure that the methodologies and frameworks are replicable, adaptable, and can
accommodate variations in local contexts (i.e. outside the study area), considering
different income levels, urban densities, and transportation needs of LGUs to address
specific regional challenges.
6.​ Engage in feedback sessions with key stakeholders involved in the planning and
implementation of active transport infrastructure projects and refine the guidelines based
on stakeholder feedback.

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7.​ Present the AT demand modeling framework and application outputs in a simplified
manner that planners at any LGU planning office will understand and be able to
confidently implement with their local resources.
8.​ Develop training curricula for individuals involved in traffic demand modeling
development and review for active transport planning to build expertise and ensure
consistency in modeling and reviewing practices.

Task G Deliverables:
●​ AT Demand Modeling Documentation Requirements Plan
●​ AT Demand Modeling Framework Report
●​ AT Travel Demand Estimation and Analysis Report
●​ Road Space Allocation Network Impact Analysis Report
●​ AT Demand Modeling
●​ AT Demand Modeling Training Curricula

Task G Approach
Literature Review (Initial Findings)
In a study by Tiglao et al. (2023), the researchers set out to devise appropriate models on
bike-to-work strategies in Metro Manila using the secondary data analysis method. It drew on two
(2) cycle surveys that were carried out during the COVID-19 pandemic. The results, which were
based on the structural equations modeling approach, noted that a latent factor about the
suitability of bike routes was critical in deciding whether to bike for work or not. The findings
stressed the need for conducting focused surveys and the use of fit choice modeling in the
promotion of cycle use for commuting in the country.

Gaspay et al. (2022) identified two (2) surveys to broaden the knowledge of the cycling
community in Metro Manila through the key information derived from them. Data from the
MUCEP database established between 2012 and 2014 shows that more cyclists are from the
low-income strata and are more male than female. A lot still cycle for work despite the little
support infrastructure for cycles and the long hours that one has to travel. It was also in this study
that a changing pattern in some travels was noted during the pandemic period when users of
public transport started to use cycles. A volume count indicated that variations of morning and
afternoon peak hours occurred for cyclists, and a considerably high proportion of cyclists wore
helmets at sites with new helmet laws.

Studies indicate that in Metro Manila, cycles are used mostly by the poorer sections of society.
Nevertheless, the region’s existing cycle lanes are found mostly in the cities with less incidence of
poverty. To solve this issue, Fajardo et al. (2024) employed a spatial perspective to determine
low-income regions that should be prioritized in future development and expansion of cycle lanes
to improve household accessibility. Based on Family Income and Expenditure Survey (FIES) data
and on a certain prioritization methodology that relies on transportation expenditure, the level of
poverty, how close a household is to a cycle lane, and how many lanes there are, the authors
ranked Caloocan District 3, Navotas District 1 and Navotas District 2 as the three most needed.
They are living in those areas which is high poverty incidence but with the least availabilities of

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existing cycle lanes as their centroid averages are about three kilometers from the nearest cycle
lane.

To facilitate the improvement of the cycling environment in the region, an evaluation of cycle
lanes was developed by Schneck & Gaspay (2024) using several parameters: population density,
the average monthly number of cyclists, frequency of places of interest, presence of
discontinuities, motor vehicle volume, cyclist usability ratings of the cycle lanes, and the number
of incidents. In the GIS software, each criterion was mapped, and then integrated weighted
averages at each grid cell were computed using the Analytical Hierarchy Process. This method
resulted in the obtaining of 45 focus areas where the weighted averages were found to be high.
Based on these focus areas, a decision-making framework was developed to suggest possible
changes to the existing infrastructure by way of adding or increasing the number of cycle lanes or
connecting existing ones.

Tomas et al. (2024) said that the most important sources of cycle facilities are identified which
can be designated as critical routes. These constrain the pathways available to cyclists and
consequently the movement of motor vehicles. Aiming to propose helpful recommendations, the
study attempts to analyze methodologies adopted in various countries to integrate cycling with
other traffic. One identified approach involves using advanced technologies such as bike sensors,
to detect high-traffic areas for cyclists, and then develop separate facilities and infrastructure to
cater to them. The progress helps locate areas of heavy bike activity, and the relevant
infrastructure can thus be planned strategically.

Modeling and Analytical Approach

The primary objective of travel demand modeling is to develop a comprehensive model capable of
testing changes in various aspects of transportation, including:

1.​ Transport Network Supply: Roads, rail, waterways, etc.

2.​ Movements of People: Personnel, population, etc.

3.​ Movements of Supplies: Goods, trucks, trains, etc.

4.​ Policy Changes: Avoidance of certain areas, impact of infrastructure measure, cost
minimization, etc.

A travel forecasting model represents the interaction between travel supply (infrastructure such as
roads and public transport) and demand (travel/trips). It captures how demand responds to
changes in supply and policy, allowing planners to predict future travel patterns and evaluate the
impact of different transportation strategies (Donnelly et al., 2010).

Application to Active Transport Modes

For active transport modes like walking and cycling, travel modeling can be strategically used in
master planning for cities and metropolitan areas in the following ways:

1.​ Assessment of Current and Potential Demand:

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●​ Trip Generation: Estimate the number of walking and cycling trips generated by
households and attracted to various destinations.

●​ Trip Distribution: Analyze how these trips are distributed across different zones in
the city.

2.​ Mode Choice Analysis:

●​ Evaluate the factors influencing the choice between walking, cycling, and other
modes of transport

●​ Learn from previous case studies on active transport interventions in the

Philippines, such as pedestrianization and bike lane projects.

●​ Implement multinomial logit or nested logit models to understand how

improvements in active transport infrastructure could shift mode choice
preferences (Malayath & Verma, 2013)

3.​ Network Assignment:

●​ Assign walking and cycling trips to specific paths and routes within the transport
network.

●​ Identify key corridors and pathways that require enhancements to support

increased active transport usage (Xie & Levinson, 2007).

●​ Conduct an access analysis based on options and public services available for
people at a given area.

4.​ Scenario Testing:

●​ Test different scenarios such as the introduction of new bike lanes, pedestrian
zones, and improvements in existing infrastructure.

●​ Evaluate the impact of policy changes like reduced car traffic in certain areas or
incentives for active transport (Donnelly et al., 2010).

5.​ Integration with Other Transport Modes:

●​ Analyze how active transport can be integrated with public transport, creating a
seamless multimodal transport system.

●​ Improve the accessibility of existing public transport through safe at-grade

crossings and complete streets.

●​ Plan for facilities like bike-sharing stations near transit hubs and secure bike
parking (Acheampong & Silva, 2015).

6.​ Health, Safety, and Environmental Benefits:

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●​ Quantify the health benefits of increased physical activity through walking and
cycling and reduction in deaths and injuries due to vehicle crashes with more
vulnerable road users.

●​ Quantify the consequential effect of increased physical activity on the economy,

liveability, and overall public health.

●​ Evaluate the environmental impact of reduced emissions and air quality due to a
shift from motorized transport to active transport modes (Acheampong & Silva,
2015).

7.​ Strategic Planning and Infrastructure Design:

●​ Use model outputs to inform strategic master plans that prioritize active
transport.

●​ Encourage and implement community-led tactical design interventions as a guide

for long-term interventions.

●​ Design infrastructure that supports safe and efficient walking and cycling routes,
considering factors like safety, convenience, and connectivity (Donnelly et al.,
2010).

●​ Evaluate the access of residents to public services, jobs, schools, etc. based on the
proposed plans.

8.​ Public Engagement and Policy Development:

●​ Engage with the public to understand preferences and barriers to active transport.

●​ Co-create the ATSMP with diverse sectors and target users (women, elderly,
children, persons with disabilities) in sectoral consultations.

●​ Develop policies and initiatives that encourage walking and cycling, such as
education campaigns, incentives (Donnelly et al., 2010).

●​ Implementing agencies to participate in user testing and inauguration of major

infrastructure development.

Application of Cube in ATSMP

CUBE can handle traditional and big data, and different modeling approaches such as the classic
Four-Step Model, Activity-Based Models, Tour-Based Models, or any Modified Four-Step Models..
By employing multi-level modeling software such as Cube Voyager, Cube Avenue, and Dynasim,
planners can develop calibrated models for specific site projects, treatments, and approaches.
These models facilitate traffic impact assessments and socio-economic vulnerability analyses.
Cube assists in developing standards, planning, and policies by providing the necessary tools to
draft manuals, standards, and policy/ordinance models. Reviewing master plans like the

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UNDP-DOTr Bike Lane Master Plan and integrating land use and transport mechanisms are
integral to the strategic development of active transport infrastructure. The following are some of
the data requirements for the modeling work for the master plans.

Data Structures and Network Elements

Data structures and network elements in CUBE include zonal data (attributes like households,
commercial uses, trips by purpose), highway networks (link classification, attributes, distances),
intersection data (types, capacity calculations), and public transport data (transport lines,
non-transit legs, system attributes). These elements help in creating detailed and accurate models
of the transport network, which can be used to plan and evaluate active transport infrastructure.

Trip Generation and Distribution

Trip generation and distribution processes in CUBE involve estimating categories of trips and
their distribution between zones, using model forms like cross-classification and regression. These
processes help in understanding travel demand and identifying opportunities to promote active
transport.

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Mode Share Analysis

Figure 3.5. Mode Share Analysis

Nested Logit Choice Diagram.

Mode split analysis answers how trips are distributed across different transportation modes,
considering available network options such as public transit, personal vehicles, and
non-motorized transport. The probability of selecting a mode is influenced by factors like travel
time, cost, transfers, walk and wait times, and user characteristics. This will be incorporated in the
crafting of survey questionnaires.

Common models used include multinomial logit, nested logit, and incremental logit, which
account for these variables to predict mode choice behavior. Mode share analysis, particularly
through nested logit structures (such as presented in the diagram above), further categorizes trips
based on mode and access types. It examines how total person trips are divided among auto and
transit modes, including subcategories like drive-alone, shared ride, and various high-occupancy
vehicle (HOV) modes. This hierarchical approach helps in understanding the detailed travel
behavior and planning effective transport strategies by assessing the competitive dynamics
between different transport options.

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Figure 3.6. Priority hierarchy of road users infographic

Source: Complete Street for Prince Rupert, 2018

Trip Path and Transit Assignment

Highway and transit assignment in CUBE involves assigning trips to specific routes, considering
congestion and crowding effects, using forms like all-or-nothing, user equilibrium, and route
choice. This helps in evaluating the impact of active transport infrastructure on the overall
transport network. The trip distribution process can be calibrated to match an observed trip
length distribution such as those collected from ground surveys and observations (GPS locations,
tracks, and travel times data).

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Figure 3.7. Example of Desire Lines (from origin to destination zones) representation for modeling and
analysis of travel directions and trips magnitude
Source: Gaspay et al, 2022

CUBE can also facilitate Time-of-day factoring and translate trip tables into origin-destination
format, helping planners understand when trips occur and plan accordingly. The Traffic
Assignment process will incorporate ‘Do-Nothing’ (Existing) and ‘Do-Something’ scenarios and
key performance indicators (KPI) will be measured and compared. The ‘Do-Something’ scenario
will include incorporation of appropriate bikeway types and such scheme will be reflected as
changes in network link attributes such as lane capacity and lane speed. Both scenarios can then
be evaluated by comparing the KPIs as follows:

Type Indicator Units

Link-based Travel Speed kph

Volume – Capacity Ratio (VCR) ratio

Queue Length vehicles

Node-based Intersection Delay minutes

OD-based Travel Time minutes

Travel Distance kilometers

The development of a model that can evaluate the baseline traffic conditions and perform
scenario analysis to identify and address the factors that affect travel behavior is based on the
concept of multi-level modeling. The workflow of the model development will involve the
following steps:

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●​ Preparation of zoning and road network data;

●​ Calibration of base year origin-destination (OD) tables;
●​ Preparation of hourly OD tables;
●​ Preparation of macrosimulation model;
●​ Preparation of mesosimulation model;
●​ Preparation of microsimulation model; and
●​ Traffic analysis and visualization

Among others, the multi-level traffic model will capture the following components:
●​ Land Use/ Demographics – This component covers socio-economic, demographic and
land use-related aspects;
●​ Transport Infrastructure – This component covers all transport supply aspects of the
system including roads, bridges and highway facilities as well as public transport
elements;
●​ Travel Behavior – This component covers travel demand patterns, commuter preferences
and vehicle traffic flow patterns; and
●​ Traffic Management – This components covers the traffic management aspects including
traffic signals and manual traffic controls systems and policies.

Task H: Active Transport Network Planning Guidelines

Task H Objectives:
1.​ Establish reporting requirements for documenting the planning process, outcomes, and
progress in implementing network improvements.
2.​ Develop active transport network planning guidelines, considering safety, accessibility,
connectivity, and user comfort. Ensure alignment with existing national documents and
legislation, stakeholder inputs, gathered and processed data, and international best
practices. These guidelines shall be consolidated into a document which shall include, but
not be limited to, the following:
a.​ AT network plan integration with (i.) other modes of transportation, including
public transit, to create seamless multi-modal transportation options; and (ii.)
existing districts and neighborhoods to promote sustainable, attractive, and
transport-friendly urban environments.
b.​ AT network planning in relation to right-of-way and site acquisition (RoWSA),
land value capture (LVC), and transit-oriented developments (TOD).
c.​ Spatial analyses tools for investigating relationships between spatial layout and a
range of social, economic, and environmental phenomena to predict volume,
connectivity, and exposure risk for walking, biking, and other forms of
non-motorized transport and micro mobility within a road network.
d.​ Scenario planning tool for arriving at an active transport network design for
identified priority projects which considers a range of factors including, but not
limited to, community feedback, demand, and financial resources.
e.​ Clash avoidance and/or resolution with important cultural properties.

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f.​ Use of data and analytics to inform network planning including, but not limited
to, traffic flow analysis, usage patterns, and user behavior to optimize network
design.
g.​ Local communities and engagement to gather input on network planning,
ensuring that plans reflect the needs and preferences of residents.
h.​ Key performance indicators (KPIs) and metrics for evaluating the success of active
transport networks including, but not limited to, usage rates, safety records, user
satisfaction, active transport modal share, travel time, environmental impact,
passenger comfort/convenience, among others.
3.​ Develop a methodology for reviewing road space allocation to determine the feasibility
and appropriate level of active transport intervention within identified corridors. This
methodology should consider factors such as current road usage patterns, traffic flow,
pedestrian and cyclist demand, and potential impacts on goods movement. Provide
guidelines for assessing the suitability of different active transport interventions based on
the identified corridor characteristics.
4.​ Develop an MS Excel-based framework for assessing the compliance of different AT
network components with infrastructure performance and design targets for active
transport network projects, specifically at the corridor and node level. This tool will be
used by government units, agencies, and consultants to ensure proposed AT network
designs meet predetermined KPIs and standards.
5.​ Engage in feedback sessions with key stakeholders involved in the planning and
implementation of active transport infrastructure projects and refine the guidelines based
on stakeholder feedback.
6.​ Present the AT network planning guidelines outputs in a simplified manner that planners
at any LGU planning office will understand and be able to confidently implement with
their local resources.
7.​ Develop training curricula for individuals involved in active transport network planning
and implementation to build expertise and ensure consistency in planning and
implementation practices.

Task H Deliverables:
●​ AT Network Planning Documentation Requirements Plan
●​ AT Network Planning Guidelines Document
●​ Road Space Allocation Review Methodology Report
●​ MS Excel-Based AT Network Infrastructure Assessment Templates
●​ AT Network Planning
●​ AT Network Planning Training Curricula

Task H Approach:
One of the important deliverables of the study is the development of the Active Transport
Network Planning Guidelines. The guidelines will take into account the principles of safety,
accessibility, connectivity, and user comfort, with such principles serving as the basis for the
development of key performance indicators or KPIs for the infrastructure. The guidelines will

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ensure alignment with existing national documents and legislation, stakeholder inputs collected
as part of the study, gathered and processed data, and international and local best practices.

The development of the active transport network planning guidelines will have as its genesis the
review of existing planning guidelines in different parts of the work. Among other references, a
review of the following shall be made:

●​ British Columbia Active Transport Design Guide

●​ Planning & Designing for Active Transport in Western Australia
●​ Active Transport Planning Guide for Manitoba Municipalities
●​ Metropolitan Pedestrian and Cycle Planning Handbook
●​ Walking and Cycling Design Guide in Singapore
●​ CROW Design Manual for Bicycle Traffic in the Netherlands

The guidelines will recognize that active transport is not intended as a stand-alone travel mode
but is a component of a bigger transport system, fulfilling its role as a travel mode in itself
especially for relatively shorter trips or as a feeder mode that functions to cover first-mile and
last-mile travel for public transport. It shall treat active transport infrastructure as part of a bigger
network – the active transport network which is a subset of the bigger transport network that
serves a community. It also recognizes active transport as an integral part of TOD and recognizes
the opportunities and constraints that it faces such as in terms of right-of-way or space
requirement especially the much coveted road space if the bikeways will share space with other
road users.

It also considers cultural heritage assets that active transport can provide access to, respecting and
leveraging the value of such assets and providing sustainable options for accessing these
destinations. The planning guidelines also recognize the value of stakeholder engagement and
support, treating stakeholders as valuable sources of information and feedback, and in the
planning process cultivating in them a sense of ownership as well as sense of accountability to the
emerging active transport plan.

The Active Transport Network Planning Guidelines aim to establish a comprehensive framework
for the design, implementation, and evaluation of active transport networks. These guidelines will
ensure that walking, biking, and other non-motorized transport options are integrated seamlessly
into the overall transport system, fostering safety, accessibility, connectivity, and sustainability.

Framework and Methodology

The development of the Active Transport Network Planning Guidelines is informed by national
policies, stakeholder inputs, and global best practices. It addresses spatial planning, stakeholder
engagement, and the integration of active transport with other urban systems.

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Table 3.5 Task H Framework and Methodology

Task Objective Details Outputs

Planning Develop a. Safety, Accessibility, - Planning

Guidelines comprehensive Connectivity, and User Comfort: guidelines for active
Development planning Focus on crash prevention, transport.
guidelines for inclusivity, seamless links with - Defined KPIs for
active transport public transit, and comfortable evaluating success.
networks. facilities (e.g., shading, lighting).

b. Integration with Urban

Systems: Connect active transport
with public transit, TOD, LVC,
and sustainable urban
environments.

c. Spatial Analysis Tools: Use GIS

for impact assessments and NMT
connectivity analysis.

d. Scenario Planning Tools:

Incorporate demand, resources,
and equity into network
prioritization.

e. Cultural Sensitivity: Respect

heritage sites and minimize
disruptions.

f. Data and Analytics: Leverage

traffic flow studies and big data
for optimization.

g. Community Engagement:
Ensure participation through
workshops.
h. KPIs: Modal share, crash data,
satisfaction surveys, emissions,
and connectivity improvements.

Road Space Develop a - Analyze current traffic flow, - Methodology

Allocation methodology to pedestrian and cyclist volumes. Report.
Review evaluate road - Assess corridor constraints and - Prioritization
Methodology space allocation opportunities (e.g., ROW, goods Guidelines for
for active movement). corridor
transport - Evaluate impacts on traffic, improvements.
interventions. safety, and urban activity.

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Task Objective Details Outputs

MS Create a practical - Corridor and node-level - User-friendly

Excel-Based tool for evaluating assessment templates. assessment tool for
Assessment compliance with - Automated scoring for evaluating active
Tool design standards performance evaluation. transport networks.
and performance - Flexibility for regional variations
targets. in urban densities and income
levels.

Stakeholder Refine planning - Feedback sessions with DOTr, - Stakeholder

Engagement guidelines and DPWH, LGUs, NGOs. feedback report.
and Feedback methodologies - Participatory design workshops - Improved and
through for diverse perspectives. validated planning
stakeholder input. - Documentation and integration guidelines.
of stakeholder feedback.

Training and Build expertise in - Curricula topics: GIS-based - Training materials

Capacity active transport planning, scenario planning, road and sessions.
Building network planning space allocation, KPI-based - Enhanced
and monitoring and evaluation. technical capacity
implementation - Practical exercises and case among LGUs and
practices. studies to enhance learning. agencies.

Key Deliverables:
1.​ AT Network Planning Documentation Requirements Plan: Outlines the processes,
outcomes, and reporting requirements for active transport network planning.

2.​ AT Network Planning Guidelines Document: Comprehensive document detailing safety,

connectivity, and integration guidelines.

3.​ Road Space Allocation Review Methodology Report: Provides a structured approach for
evaluating road space reallocation for active transport.

4.​ MS Excel-Based AT Network Infrastructure Assessment Templates: Tools to evaluate

design compliance and performance targets.

5.​ AT Network Planning Stakeholder Feedback and Analysis Report: Documentation of

stakeholder inputs and refinements made to the guidelines.

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6.​ AT Network Planning Training Curricula: Training materials to build local capacity for
planning and implementing active transport networks.

Challenges and Opportunities:

Challenges:
-​ Resistance to reallocating road space from vehicular use to active transport.

-​ Limited technical capacity at LGUs to implement planning guidelines.

Opportunities:
-​ Collaborative planning with DPWH and DOTr to harmonize active transport and road
infrastructure goals.

-​ Leveraging global best practices, such as NACTO’s Urban Street Design Guide, to
navigate bureaucratic and technical constraints.

Task I: Active Transport Network Infrastructure Standards

Task I Objectives:
1.​ Specify documentation requirements for active transport infrastructure standards
development documenting the development process, outcomes, and progress in
developing and operationalizing AT network standards.
2.​ Develop comprehensive typologies, standards, and outline specifications for various stages
of AT network project components, encompassing the design, construction, operations &
maintenance, and decommissioning phases. This includes, but is not restricted to, the
following components:
a.​ Sidewalks, including but not limited to, utility facilities and provisions (above and
below grade), posts, and other elements, minimum widths, surface materials,
slope gradients, and features to ensure accessibility and seamless movement of
pedestrians.
b.​ Bike lanes, including but not limited to, dimensions, separation from vehicular
traffic, buffer zones, and treatments at intersections.
c.​ Street crossings and intersections, covering different types (zebra crossings,
signalized crosswalks) and accessibility features (tactile paving, audible signals).
d.​ Signages, including but not limited to, directional, informational, and
regulatory/safety signs, distance markers, and other wayfinding systems to guide
active transport users.
e.​ Lighting standards for active transport routes to ensure safety during day and
night, including energy-efficient and eco-friendly options.
f.​ Greenery, trees, and landscaping along active transport routes for aesthetics and
environmental benefits.

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g.​ End-of-trip facilities, including but not limited to, cycle parking racks, shelters,
lockers, and changing rooms to accommodate cyclists and pedestrians at their
destinations.
h.​ Seating, benches, and rest areas to provide comfortable stops for pedestrians and
cyclists, especially on longer routes.
i.​ Measures to calm vehicular traffic along active transport routes, such as speed
humps, roundabouts, and curb extensions.
j.​ Safety elements specific to active transport infrastructure, covering features like
guardrails, reflective elements, and traffic separation.
k.​ Maintenance standards for active transport infrastructure to ensure regular
upkeep, cleanliness, and safety.
3.​ Ensure that the developed performance and/or prescriptive typologies, standards, and
outline specifications emphasize the importance of the following:
a.​ Universal design principles for gender equality, disability, and social inclusion.
b.​ Eco-friendly infrastructure, addressing sustainable materials, green corridors, and
biodiversity preservation.
c.​ Integration with urban design elements such as street furniture, public spaces, and
land use planning.
d.​ Cost-effectiveness, including but not limited to, strategies to optimize resource
allocation and prioritize solutions based on impact.
e.​ Alignment with national and local regulations, codes, and legislation.
f.​ Opportunities to integrate innovative technologies such as sensors, digital
displays, and smart infrastructure for enhanced user experience and safety.
g.​ Minimizing negative impacts on cultural properties.
h.​ Flexibility in applying standards to adapt to local conditions, considering factors
like climate, terrain, and cultural preferences.
i.​ Integration of active transport infrastructure with public transit systems to
facilitate multi-modal transportation.
4.​ Establish AT network quality control and assurance processes and KPIs applicable to the
Departments’ Transit Facilities Design Standards (TFDS), including design, construction,
operations and maintenance, and decommissioning to ensure that active transport
infrastructure projects meet or exceed international best practices, standards, and safety
requirements.
5.​ Ensure developed standards outputs will be (i.) consistent with the requirements under
D.O. No. 2024-002, (ii.) where applicable, have equivalent Project Information Model
(PIM) objects, (ii.) consolidated into a PIM object library, (iii.) at a Level of Detail (LOD)
300 or higher, and (iv.) comply with ISO 19650 standards.
6.​ Present the AT network infrastructure standard outputs in a simplified manner that
planners at any LGU planning office will understand and be able to confidently
implement with their local resources.
7.​ Develop training curricula for individuals involved in standards development and
maintenance for active transport projects to build expertise and ensure consistency in
standardization practices.

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Task I Deliverables:
●​ AT Network Standards Development Documentation Requirements Plan
●​ AT Network Standards Development Report
●​ AT Network Quality Control and Assurance Report
●​ AT Network Standards (Consistent with TFDS requirements)
●​ AT Network PIM/BIM Object Library (Consistent with ISO 19650 requirements)
●​ AT Network Standards Development Training Curricula

Task I Approach
A review of international and local active transport network infrastructure standards will be
undertaken. A determination of what are locally appropriate and sensitive standards shall be
done, with inputs and feedback from stakeholders and expert opinion being taken into
consideration. The infrastructure standards will develop comprehensive typologies, standards, and
outline specifications for various stages of active transport network project components, covering
the planning, design, construction, operations & maintenance, and decommissioning phases of
the infrastructure.

The resulting standards will include specifications on size, materials, geometry, and other
attributes for the following active transport components:

●​ Sidewalks, including over- and underground facilities

●​ Bikeways of various categories (mixed-traffic, segregated, and totally separated from the
roadway)
●​ Street crossings and junctions including pedestrian crossings, signalization (audio features
for the visually impaired), surface preparation (tactile elements),
●​ Road and off-road signages and wayfinding facilities
●​ Street lighting, furniture, and others
●​ Landscaping especially to address issues of climate
●​ Safety elements such as guardrails, barriers, reflectorized features, bollards, and others
●​ Traffic calming to improve the safety of pedestrians and cyclists
●​ Infrastructure maintenance standards
●​ The procedure to (simulation to measure travel time, LOS and modal shifts) ensure
benefits out of the installation of the planned AT infrastructure shall be contained in this
standard;
●​ The design features of the AT infrastructure, e.g. type of sidewalks pavement, strength of
concrete pavement (blocks), drainage, landscape, lighting, location of furniture, type of
furniture, location of rest areas, etc. shall also be contained in this document;
●​ It shall also be contained in this standard the corresponding dimensions (widths, depths,
height, gap, etc.) of the AT infrastructure based on current and projected volume of users;
●​ Method of construction shall also be specified (testing of materials);
●​ Monitoring and evaluation procedures shall be included as well.

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The design standards shall be guided and be mindful of the following principles:

●​ Universal accessibility
●​ Use of environment-friendly materials
●​ Integration with the bigger urban plan
●​ Cost effectiveness
●​ Prospects to improve viability of businesses in the area
●​ Consistency and alignment with local vision, plans, and regulations
●​ Integration with public transport systems as feeder modes
●​ Synergy with local land use plans including heritage and cultural assets
●​ Use of innovative technology such as information and guidance facilities

The active transport standards shall be compatible and consistent with the DOTr’s TFDS
requirements under D.O. No. 2024-002. In addition, a review of the existing DPWH Department
Order No. 88 Series of 2020 (Guidelines of the Design of Bicycle Facilities along National Roads)
will be undertaken.

While the study is a strategic master plan development, the prospects and usage of the Project
Information Model (PIM) or Building Information Model (BIM) will be explored as a way to
manage information throughout the lifecycle of the active transport asset and when appropriate
will be included in the capacity building for various audiences including local governments which
will eventually be the project proponents for active transport.

Landscape Standards
●​ Developing landscape standards for active transport infrastructure will entail
documentation of the process, outcomes, and progress, to enable application of the same
in multiple sites.
●​ Landscape typologies, standards and outline specifications based on current literature and
local practice will be developed to encompass design and construction, as well as
operations and maintenance stages, to suit requirements.
●​ Appropriate materials and finishes for AT corridors and foot paths, planting and
vegetation, and signage and wayfinding will be included, as well as street furniture where
required.
●​ These will consider universal design principles and accessibility, environmental
sustainability, integration with urban design elements, cost effectiveness, and alignment
with national and local regulations, codes and legislation.
●​ All landscape standards will be presented in clear detail to enable local planning offices to
confidently implement using local resources.

Additional Standards
In addition to the previously mentioned considerations, the study would address (1) the design of
sidewalks with tactile pavers, particularly within the walking vicinity of transportation facilities,
and (2) the interfaces of bus stops and bike lanes, along with the various design permutations that
could arise depending on the availability of the right-of-way (ROW). This would require not only
a review of the current street maps but also a validation through foot surveys.

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Furthermore, the team will review existing standards regarding frontage parking in relation to
sidewalks. This will be an important aspect of urban design parameters, with particular emphasis
on ensuring that active transportation modalities are effectively integrated with other transport
systems. Such interfaces would necessitate careful evaluation to enhance the overall functionality
of active transportation.

The study will also consider the potential challenges that may be encountered during the process.
These challenges could include, but are not limited to, road width constraints, the location and
current design of jeepney and bus stops, and the varying sizes of commercial properties, which
often do not align with the widths of adjacent properties. All these factors will be analyzed and
discussed in detail in the final report.

BIM Strategy Report

Introduction
The purpose of the BIM Strategy Report is to establish a comprehensive framework for the
integration and utilization of BIMin the ATSMP. This section outlines the strategies,
specifications, and procedures to ensure effective implementation of BIM across all project phases.

This BIM Strategy Report serves as a foundational guide for achieving efficient collaboration, data
management, and project delivery through BIM. All stakeholders are required to adhere to the
outlined specifications and procedures to ensure the successful implementation of BIM objectives.
Ideally it shall align to the ISO 19650 Documents and specifications: Planning, detailing and
organization of the Information Management with BIM.

CAD Specification
A.​ File Formats: The standard file format for CAD work will be AutoCAD’s DWG at least of
2017 or latest format, ensuring compatibility with BIM software. Supporting formats like
DXF may also be used for data exchange purposes.
B.​ Layer Naming Convention: Consistent layer names will follow ISO 13567 standards,
incorporating project-specific prefixes to ensure clarity and uniformity.
C.​ Drawing Standards: All drawings will adhere to AIA national standards for annotation,
dimensioning, and line weights.
D.​ Template Files: CAD templates will be provided in DWG or DXF format, pre-configured
with standard layers, text styles, and dimension styles to maintain consistency across all
project drawings.

Document Management Procedure

Implementing an effective Document Management Procedure promotes transparency, reduces
errors, and ensures the integrity of critical information throughout its lifecycle. Document
information is recommended to adhere to ISO 9001:2015 Documentation Requirements.

A.​ Document Creation and Identification: Document must be started with an ISO standard
naming convention, versioning and formatting documents (see Item V.A. Naming
conventions)

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B.​ Document Approval and Review: A set of Roles and Responsibility and Process flow chart
must be established for each project stages to determine the following:
a.​ Processes for verifying, approving, and updating content before distribution.
b.​ Scheduled reviews to maintain accuracy and relevance.
C.​ Submission Guidelines: All submissions must adhere to standardized naming conventions
(e.g., [ProjectCode_DocumentType_VersionNumber]). File formats and metadata
requirements will also be specified to ensure uniformity and ease of retrieval.
D.​ Document Storage and Retrieval: All submissions must be in a secure, accessible system of
centralized storage. A document controller must be responsible for the protocols for
organizing documents to facilitate easy retrieval
a.​ Hardcopy documents: must be have a scanned duplicate copy
b.​ Softcopy documents: must be stored to at least a secured Hard Disk Drive or
Cloud Storage
E.​ Access Control: Document access and modification rights will be assigned based on user
roles. Permissions will be strictly controlled to prevent unauthorized changes, with
role-based access levels such as read-only, edit, or full control.
F.​ Distribution and Sharing: Procedures for sharing documents with stakeholders, ensuring
proper circulation must be established through accomplishments of signed and/or
stamped of the following forms:
a.​ Document Control Forms
i.​ Document Transmittal Form: Used to track documents sent to internal or
external parties, detailing the recipient, purpose, and specific content.
ii.​ Document Request Form: Facilitates formal requests for accessing or
retrieving specific documents.
iii.​ Document Change Request Form: Tracks requests for changes or updates
to existing documents.
b.​ Approval and Review Forms
i.​ Document Approval Form: Records approvals from stakeholders for new
or updated documents.
ii.​ Review Checklist Form: Ensures compliance with review guidelines during
document revisions.
iii.​ Change Approval Form: Used to document approvals for changes made to
controlled documents.
c.​ Distribution and Receipt Forms
i.​ Document Distribution Form: Tracks the distribution of documents to
individuals or teams.
ii.​ Acknowledgment Receipt Form: Confirms that recipients have received
and understood distributed documents.
d.​ Compliance and Audit Forms
i.​ Audit Checklist Form: Ensures documents adhere to company or
regulatory standards during audits.
ii.​ Access Log Form: Tracks who accessed a document and when.
iii.​ Retention Schedule Form: Outlines retention periods and schedules for
document archiving or disposal.

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G.​ Version Control: A robust versioning system will be implemented to track revisions. Each
document version will be labeled with a unique identifier, indicating its status and
revision history (e.g., V1.0 for initial versions, V1.1 for minor updates).
H.​ Archiving and Retention: A standard of minimum 10 years archiving period for long-term
storage of essential approved documents for all project teams involved must be secured.
I.​ Compliance and Audit Trail: A detailed audit trail will be maintained for all documents,
capturing information such as the author, date of creation, changes made, and approvals.
This ensures traceability and accountability for all document-related activities.

Common Data Environment (CDE) Specification

A common data environment (CDE) is a centralized digital platform for storing and accessing
project data, primarily associated with construction and BIM workflows. Initially focused on BIM
data, a CDE now also includes project contracts, estimates, reports, material specifications, and
other information vital to design and construction processes.

A.​ Platform: The selected CDE platform for this project is Autodesk BIM 360 or equivalent,
offering comprehensive tools for data management and collaboration across stakeholders.
B.​ Folder Structure: A uniform folder hierarchy will be established to organize project data
systematically. The folder structure will include main categories with subfolders for
specific disciplines and phases are recommended to adhere to ISO 9001:2015
Documentation Requirements. .
C.​ Data Exchange Standards: All data exchanged within the CDE will comply with open
standards such as Industry Foundation Classes (IFC) and Construction Operations
Building Information Exchange (COBie) to ensure interoperability and accessibility.
D.​ Data Security: Robust security measures (regularly update and patch software, implement
firewalls and antivirus software) will be implemented to protect sensitive project
information. These include encrypted file storage, role-based access permissions, and
regular security audits to safeguard against unauthorized access or data breaches.

Document Referencing Procedure

A.​ Naming conventions: Document titles are crucial for communicating the purpose and
content of a document, it must follow international ISO standards. Following a consistent
naming convention ensures that each document supports the development of
international standards while upholding the principles of national delegation.
a.​ Meeting Documents: [YYYY-MM-DD] - [Location ([Meeting type])] -
[Document main topic] – [Document maturity]
i.​ [YYYY-MM-DD]: Include the start date of the meeting in the format
Year-Month-Day.
ii.​ [Location]: For face-to-face and hybrid meetings: the location where the
meeting is taking place. This could be the name of the city, venue, or any
other relevant identifier that helps distinguish between different meetings
held in different locations.
iii.​ [Meeting type]: “Face-to-face” or “Hybrid”. For 100% online meetings,
please use “Virtual”

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iv.​ [Document main topic]: Describe the type or topic of the document
concisely. Use terms such as "Agenda," "Minutes," "Working Session," or a
specific topic relevant to the meeting to indicate its purpose or focus.
v.​ [Document maturity]: If relevant, indication of how final the document is.
Indicate if the document is a “Draft”, a Revision (“Rev. 1”) or the “final”
version.
b.​ Project Documents: [Subtype] - [Project reference] - [Document main topic] –
[Expected action if important]
i.​ [Subtype]: The type of project document (i.e. “Form”, “Draft” etc.)
ii.​ [Project reference]: Project reference including the document and part
number and the project id (i.e. “ISO/DIC 24495-1”, “ISO/CD 21911”)
iii.​ [Document main topic]: A short description of what the main topic
covered in the document (i.e. “Project limit extension request”, “Revised
proposal of Short Circuit test method”, “Detailed observations and
comments from Japanese delegation”)
iv.​ [Expected action if important]: If the expected action for the committee is
important, you may reinforce it at the end of the document title (i.e. “For
voting”).
B.​ Referencing Standards: The project will adhere to document referencing guidelines based
on BS 1192 or ISO 19650 standards. These standards will establish consistent rules for file
naming, metadata inclusion, and referencing within models.
C.​ Cross-Referencing: Guidelines will be provided to ensure related documents and models
are appropriately linked. This includes specifying references within BIM models, ensuring
seamless navigation between associated documents.
D.​ Validation Checks: Before submission, all document references will undergo validation to
confirm accuracy and completeness. A review process will ensure that all linked
documents and models are current and correctly referenced.

GIS (Geographic Information System) Standard

A.​ Coordinate Systems: The project will adopt the EPSG: 32651 Projection or the Universal
Transverse Mercator (UTM) World Geodetic System (WGS) 1984 Zone 51N as the
standard coordinate reference system. This ensures consistency in spatial data across BIM
and GIS platforms.
B.​ Data Integration: Procedures will be established for seamless integration of GIS data with
BIM models. This includes aligning spatial data to the project CRS and using compatible
formats such as SHP.
C.​ Metadata Standards: All GIS data must include metadata detailing its source, accuracy,
and date of creation.
D.​ Spatial Analysis: Tools like QGIS will be employed for spatial analysis tasks, including
terrain modeling, environmental impact assessments, and infrastructure planning. These
analyses will be integrated into the BIM workflow for comprehensive project insights.

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BIM Execution Plan (BEP)

The collaborative BEP maintains its integrity over the longevity of the program. It lays out the
implementation processes/steps of BIM for the ATSMP as a result of the collective decisions by
the project authorities. This is a plan in which BIM should implement throughout the project
preparation. The collaborative developed items are established as best-in-class from the onset but
are collaboratively developed along the project plan.

Provision of the details of individuals undertaking the information management function is

encouraged at the early consideration as to how this functions will be resources by mentioning
the proposed names and CVS of the individuals

The BEP shall be submitted to the DOTr for approval prior to the commencement of the ATSMP.

A.​ Design Process

a.​ A workshop shall be held at the onset of the project to review the Process Maps
and record relevant information to facilitate the implementation of the identified
BIM uses. The level one overview map shows the relationship and outputs of the
BIM uses which will occur throughout the project. Fundamentally, the
information maturity of the BIM use work processes develop further as the tasks
pass through gateways.
b.​ Detailed BIM use process maps shall be created for different BIM uses to clearly
define the sequence of various tasks/sub‐processes to be performed. These maps
also identify the responsible parties for each process, reference required input and
the process outputs which will be created and shared with other processes. The
process mapping requires the detailed input of the specialists involved and
therefore requires adaptation during the development of the project. However, it is
essential that the processes required for the execution of each project phase are
developed and agreed upon prior to the start of execution of BIM uses. The
process inputs and outputs shall be finally based on the definition of the
information exchange between all processes. The initial provision of inputs and
outputs is useful to support the facilitation of workshops to define the
information exchanges. The following uses require detailed BIM process maps to
support the understanding of all stakeholders for the execution of the BIM
processes. Printable documents for the level two process maps,requiring further
development/definition:
i.​ Model Authoring
ii.​ Existing Conditions Modelling
iii.​ Visualisation
iv.​ Design Reviews
v.​ 3D Coordination (Clash Detection)
vi.​ Record Modelling
B.​ BIM Deliverables
a.​ Upon the award of the respective assignment, the modellers shall prepare and
submit the comprehensive BIM deliverables and responsibility matrix. The project

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team shall monitor and ensure that modellers shall submit the BIM deliverables
timely.
b.​ In general, BIM deliverables shall include a set of digital representation of the
project in the form of BIM models and non-geometrical data that describe the
physical, functional and performance characteristics of the ATSMP for the
purpose of the planning, documentation, visualization, simulation, analysis,
collaboration, facility management and operations throughout the project
preconstruction. The following models at various project stages and other outputs
should be included in the BIM deliverables:
i.​ Site models;
ii.​ Massing models;
iii.​ Architectural models;
iv.​ Structural Model;
v.​ MEP system model;
c.​ The modellers shall produce, update, submit and share BIM deliverables in
accordance with the requirements, timelines and receiving parties as documented
in the BIM Execution Plan.
d.​ The BIM deliverables shall be prepared in the prevailing version/formats: Native
format of the applications and software used in the Project; PDF or DWF formats;
IFC open BIM format; etc.
C.​ Model Development Levels

The Level of Development (LOD) refers to the five (5) basic levels of development created by the
American Institute of Architects (AIA), reflecting a generic definition of model content. The
project team needs to agree responsibility and LOD for model definition in alignment with
project stages.

a.​ LOD 100: At this stage, the model includes 2D symbols and masses to signify the
existence of elements, providing a conceptual representation. Essentially the
equivalent of conceptual design, the CAD model or design

AIA Definition: The Model Element may be graphically represented in the Model
with a symbol or other generic representation, but does not satisfy the
requirements for LOD 200. Information related to the Model Element

b.​ LOD 200: In this phase, elements are partially defined, with approximate
quantities, sizes, shapes, and locations outlined. Similar to developed design, the
CAD/Detailed design would consist of ‘generalised systems or assemblies with
approximate quantities, size, shape, location and orientation.’ Authorised uses
would include ‘analysis of selected Systems by application of generalised
performance criteria.’

AIA Definition: The Model Element is graphically represented within the Model
as a generic system, object, or assembly with approximate quantities, size, shape,
location, and orientation. Non‐graphic information may also be attached to the
Model Element.

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c.​ LOD 300: The model elements are developed with precise BIM dimensions and
detailed relative positions to ensure accuracy and support precision. Model
elements are suitable for technical design. As such, analysis and simulation from
the client is authorised for detailed elements and systems to model by modellers

AIA Definition: The Model Element is graphically represented within the model
as a specific system, object or assembly in terms of quantity, size, shape, location,
and orientation. Non‐graphic information may also be attached to the Model
Element.

d.​ LOD 400 (Contract Document Stage): This stage outlines construction-specific
information, including detailed documentation essential for the building process.

AIA Definition: Model elements are modelled as specific assemblies, with

complete fabrication, assembly, and detailing information in addition to precise
quantity, size, shape, location and orientation. Non- geometric information to the
model elements can also be attached

e.​ LOD 500 (As-built Documentation): At this final stage, the model reflects
real-world functions and accurately represents the physical and functional aspects
of the constructed building.

AIA Definition: Elements are modelled as constructed assemblies for Maintenance

and operations. In addition to actual and accurate size, shape, location, quantity,
and orientation, non-geometric information is attached to modelled elements.

D.​ BIM Data Requirements

The type and version of the BIM applications and software to be used in the ATSMP shall be
submitted to the DOTr for the approval before the commencement of the project. The project
team must be able to meet the project’s objectives with minimal issues in compatibility and
interoperability.

E.​ BIM Modelling Requirements

Individual object types e.g. wall, door, window, ductwork, column, beam, etc. require specific
object parameters to be built in to enable the detailed scheduling of information from
components, assemblies, and systems for the purpose of cost estimation, construction and asset
management. In addition, a parameter shall be provided to reference project specifications,
structured in CSI Masterformat 2014. This improves efficiency and accuracy as model elements
are linked with clauses in the Building Specification database. To support the facilities and asset
management requirements during the operations phase of the project. Models from the design
authoring stage will be combined in a multi‐disciplinary environment to enable clash detection to
be deployed.

F.​ BIM Quality Assurance

The project team shall ensure that the BIM Deliverables meet the quality assurance guidelines.
Deviation(s), if any, shall be outlined in the BIM Execution Plan, subject to the DOTr’s approval.

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An adequate and thorough clash detection process shall be conducted and managed before the
commencement of construction so that all major interferences between building
systems/components would have been detected and resolved in the BIM Models before
construction. Any undetected clash shall be highlighted and reported to the DOTr for future
improvement. Unless otherwise indicated in the Project BIM Execution Plan and approved by the
DOTr, the following trade colours for clash detection shall be used:

a.​ Architecture: white

b.​ Structural steel: maroon
c.​ Concrete: grey
d.​ HVAC equipment: gold
e.​ HVAC supply duct/diffuser: blue
f.​ HVAC return duct/diffuser: magenta
g.​ HVAC pipe: gold
h.​ Electrical equipment: dark yellow
i.​ Electrical conduits: light yellow
j.​ Communication conduit: light blue
k.​ Electrical cable tray: dark orange
l.​ Electrical lighting: yellow
m.​ Plumbing water: cyan
n.​ Plumbing sewer: magenta
o.​ Plumbing storm water drain: green
p.​ Medical equipment: light green
q.​ Medical gas: light green
r.​ Security systems: orange
s.​ Fire alarm: fuchsia
G.​ Ownership and Rights to BIM Deliverables

The DOTr shall have the ownership and exclusive rights to all BIM Deliverables of the Project.
TheDOTr has the right to grant its appointed agents the rights to use the BIM Deliverables for
the purpose of the Project and subsequent operation and maintenance of the Works at its
discretion.

H.​ Abbreviations and Definitions

a.​ Abbreviations

BIM​ ​ Building Information Modelling

CAD​ ​ Computer‐aided Design

CFD​ ​ Computational Fluid Dynamics

COBie​ ​ Construction Operations Building Information Exchange

FF&E​ ​ Furniture, Fixtures and Equipment

GIS​ ​ Geographic Information System

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IFC​ ​ Industry Foundation Classes

LOD​ ​ Level of Development

M&E​ ​ Mechanical, Electrical, Plumbing & Sanitary

PMC​ ​ Programme Management Consultant

PMDS​ ​ Programme Management Delivery System

PEP​ ​ Project Execution Plan

WBS​ ​ Work Breakdown Structure

b.​ Definitions

2D - Two‐dimensional graphical data.

3D - Three‐dimensional graphical data commonly referred to as a model.

Asset - The useful or valuable quality of an object.

AutoCAD (Autodesk’s CAD platform) - Used primarily for drafting.

Required for vertical applications provided by Autodesk and other third
parties.

BIM - The digital representation of physical and functional characteristics

of a facility. BIM is a shared knowledge resource for information about a
facility forming a reliable basis for decisions during its lifecycle, defined as
existing from earliest conception to demolition. A basic premise of BIM is
collaboration by different stakeholders at different phases of the life cycle
of a facility to insert, extract, update or modify information in BIM to
support and reflect the roles of that stakeholder.

CAD (Computer aided design) - software used by architects, engineers,

and drafters to create two dimensional (2D) or three dimensional (3D)
models. Also used as a software platform for some advanced design
applications including schematics and intelligent 3D modelling.

COBie​ (Construction Operations Building Information Exchange) - is a

specified information set, delivering consistent and structured asset
information useful to the owner‐operator for post‐occupancy
decision‐making. COBie was developed to improve the handover process
to building owner‐operators. It is, typically, a Microsoft Excel spreadsheet,
but other spreadsheet applications may be used.

Cost/Quantification (5D) - Generate accurate quantity take‐offs and cost

estimates. Providing ‘what if’ analysis capabilities to assess modifications
to design or programme.

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Drawing - A representation of forms or objects on a surface by means of

lines.

Extraction - Term used to refer to geometry files that are automatically

generated to represent a specific view of a 3D model. The resulting files
contain 2D views from the model as it would be viewed from a specific
location looking into a specific direction.

Family​ - A family is a group of elements with a common set of properties,

called parameters, and a related graphical representation.

Family Type - Different elements belonging to a family may have different

values for some or all of their parameters, but the set of parameters (their
names and meanings) is the same. These variations within the family are
called family types or types.

FM and Asset Management - 3D model based system that will efficiently

aid in the maintenance and operation of a facility and its assets.

Integration - Refers to software applications that are tightly coupled. A

‘seamless’ integration of two applications would mean that the user of the
application would encounter no additional steps or breaks in data flow
when working with the resulting data between the two applications.

Interoperability - Refers to software applications or data and/or data

formats that work together. Generally an additional step is required to
‘convert’ or transfer the data from one format to another.

Layer - Autodesk term used to separate graphic elements for display

control in drawing files.

Level - Bentley term used to separate graphic elements for display control
in drawing files. See Layer.

Level of Development - Refers to five basic levels of development created

by the American Institute of Architects in reference to model content.

Master​ - Data that is referenced to the deliverable file to create

construction drawings.

Model​ - A collection of 3D intelligent data which is continually

propagated throughout the lifecycle of the project.

PDF (Portable Document Format) – A file format that captures all the
elements of a printed document as an electronic image that you can view,
navigate, print or forward. PDF files are views using Acrobat Reader
available from Adobe.

Reference File​ - Term used to refer to files that are displayed for reference
purposes from another file.

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Schedule Sequencing (4D) - Linking 3D model elements with a

construction programme enabling real time visualisation of build
sequence.

I.​ Roles and Responsibilities

a.​ BIM Manager - ensures that every process is being worked on with due diligence.
The BIM Manager oversees the project’s progress at various stages, including
effective BIM implementation into a project.
b.​ BIM Coordinator - leads the entire project by overseeing the
information-generating process, and also responsible for coordinating with the
various disciplines of the project.
c.​ BIM Modelers​ - expert who knows how to utilize the software for the creation,
generation, and management of 3D models of infrastructures and buildings. They
are also responsible for detailed 3D models and then create work sets in various
disciplines of a specific project as per the BIM Execution Plan (BEP)
d.​ BIM Architects and Designers - make sure that the models truly reflect the vision
behind that idea, and are responsible in collaborating with various disciplines in a
project and then developing comprehensive designs.
J.​ File Formats

The standard file format for PIM/BIM Object Library work must be consistent with ISO 19650
requirements

K.​ Coordination Protocols:

Clash detection and resolution procedures will be established using tools such as Navisworks or
BIM 360 Model Coordination or equivalent. Regular coordination meetings will be held to resolve
identified issues promptly.

Responsibility Matrix (RM)

Based on the Building Information Management Plan, this matrix will identify the following:

A.​ The description of the data to be produced

B.​ When the information is to shared and delivered such as timeline and target deadlines
C.​ Which tasks team is responsible for its production which mentions the dedicated project
entity (Task Team with name/s)
D.​ Information about the information delivery milestones
E.​ Information about the information production methods and procedures
F.​ Information about the volume allocated to each task team
G.​ Information about the dependencies of the information production process

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Figure 3.8 Example of an information management responsibility matrix

Source: UK BIM Framework, 2021

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Task Information Delivery Plan (TIDP)

The project team shall establish, and maintain throughout its appointment, a task information
delivery plan (TIDP). The format may be a GANTT chart, a spreadsheet or any other which
contains the following information:

A.​ Document the project’s information delivery milestones, including the time / schedules
the appointed party will need to review and authorize the information model
B.​ Describe the task team’s responsibilities within the detailed responsibility matrix
C.​ Document the appointed party’s information requirements
D.​ Specify the availability of shared resources within the delivery team
E.​ Confirm the time the task team will need to generate, coordinate, review and approve
information
F.​ Develop and document, for each drawing/BIM files:
a.​ name and title
b.​ predecessors or dependencies
c.​ Level of Information Need (LOIN)
d.​ (estimated) production duration
e.​ information author responsible for its production
f.​ delivery milestones
G.​ List the containers utilised for the information model review of the delivery team, in
accordance with the agreed information production methods and procedures
H.​ List the deliverables that shall / will be checked and authorised during the information
model review by the appointed party
I.​ List the deliverables that shall / will be reviewed and accepted during the information
model review by the appointing party

Master Information Delivery Plan

A Master Information Delivery Plan (MIDP) is a comprehensive document that outlines the
strategy, processes, and schedules for delivering project-related information at various stages of a
project. It is primarily used in projects involving BIM to ensure that all required information is
delivered in a coordinated and timely manner.

The MIDP is the compilation of all the task information delivery plans (TIDPs) within a delivery
team. In the latest ISO 19650-2 issue, there is no minimum list of contents for an MIDP which
must contain the following:

A.​ Consider the assigned responsibilities within the detailed responsibility matrix; document
/ write down a primary plan describing when data and information is to be produced and
by whom
B.​ Consider the information predecessors or dependencies on information between task
teams
C.​ Consider the time the appointed party will need to review and authorize the information
model
D.​ Consider the time the appointing party will need to review and accept the information
model

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E.​ Document the baseline of the deliverables and dates within the MIDP
F.​ Inform each task team and notify if any changes are required to the TIDP
G.​ Inform the appointing party of any risks or issues which could impact on the project’s
information delivery milestones
H.​ List the containers utilized for the Information Model Review of the Delivery Team, in
accordance with the agreed information production methods and procedures
I.​ List the deliverables that shall / will be checked and authorized during the information
model review by the appointed party
J.​ List the deliverables that shall / will be reviewed and accepted during the information
model review by the appointing party.

Task J: Economic and Financial Appraisal and Evaluation Guidelines

and Application
Task J Objectives:
1.​ Establish reporting requirements for documenting the economic and financial modeling
process, outcomes, and progress when undergoing AT network project appraisal and
evaluation.
2.​ Develop and apply appraisal and evaluation guidelines outlining economic and financial
assessment criteria, including costs, benefits, assumptions, and justifications for active
transport projects within and beyond the study area. These guidelines shall be developed
with the use of both national and local government units and consistent with the
requirements of National Economic and Development Authority (NEDA) in mind. This
framework shall consider the following:
a.​ Evaluation criteria which include, but are not limited to, economic factors such as
cost-benefit analysis, return on investment, and net present value (NPV), as well
as financial considerations like value for money analysis, project costs, revenue
streams, and funding sources.
b.​ Methodology for estimating the costs associated with active transport projects,
including infrastructure construction, maintenance, and operational expenses.
c.​ Assessments of the benefits and assumptions in active transport projects,
including, but not limited to, improvements in public health, reduced traffic
congestion, decreased greenhouse gas emissions, and increased economic activity.
Assumed benefits must be rigorously justified and defensible to NEDA standards.
d.​ Methodology for conducting sensitivity analyses and risk assessment to assess the
impact of varying assumptions on project outcomes.
3.​ Develop an MS-Excel based financial and economic model template consistent with
NEDA standards applying the developed appraisal and evaluation framework. This tool
will be used by government units, agencies, and consultants to ensure proposed AT
projects align with intended economic and financial assessment criteria.
4.​ Develop a detailed unit price analysis (DUPA) for all components of active transport
infrastructure subjected to standardization. The DUPA should be designed to be
user-friendly and easily updatable by the Department.

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5.​ Ensure all outputs can accommodate variations in local contexts (i.e. outside the study
area), considering different income levels, urban densities, and transportation needs of
LGUs as well as being adaptable and flexible to address specific regional challenges.
6.​ Engage in feedback sessions with key stakeholders involved in the planning and appraisal
of active transport infrastructure projects and refine the outputs based on stakeholder
feedback.
7.​ Present the economic and financial appraisal and evaluation framework outputs in a
simplified manner that planners at any LGU planning office will understand and be able
to confidently implement with their local resources.
8.​ Develop training curricula for individuals involved in economic and financial model
review and appraisal for active transport planning to build expertise and ensure
consistency in review and appraisal practices.

Task J Deliverables:
●​ Economic and Financial Appraisal and Evaluation Guidelines Report
●​ MS-Excel based Financial and Economic Analysis Template
●​ AT DUPA Database
●​ Economic and Financial Appraisal and Evaluation Guidelines Training Curricula

Task J Approach
Economic and Financial Appraisal and Evaluation Guidelines Report
The Economic and Financial Appraisal and Evaluation Guidelines aim to establish a standardized
framework for evaluating active transport projects, ensuring they are economically viable,
financially sustainable, and aligned with national policies. This includes developing tools and
methodologies that address transport savings, public health benefits, environmental impacts, and
safety improvements while ensuring ease of use for LGUs and national agencies.

Developing comprehensive Economic and Financial Appraisal and Evaluation Guidelines for
active transport projects is essential to ensure consistency and rigor in project assessments. This
initiative aligns with the DOTr’s objectives and necessitates close collaboration with the
Department of Public Works and Highways DPWH, which oversees national road projects.

This guidelines will be developed and will include primarily the elements of standard cost-benefit
analysis of programs and projects, outputs and outcomes from interventions aimed at addressing
the needs of the community specifically on the AT sector.

In undertaking cost-benefit analysis, the cost and benefit estimation will follow the policies and
requirements of the NEDA and the Public-Private Partnership (PPP) Center for the outputs of the
ATSMP, that fall within their respective purview.

Assumptions for the quantification of economic benefits will be determined and sourced from
primary and secondary data. Primary data will be collected from the stakeholders through the
structured questionnaires and through consultative participatory stakeholder workshops and
focus group discussions while secondary data will be gathered from national government agencies
and local government units.

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Assessment of the benefits and assumptions in active transport projects will include (a)
improvements in public health; (b) contributions to reduced degradation of the environment (e.g.,
decreased greenhouse gas emissions, among others); (c) increased productivity due to reduction
in traffic congestion; and (d) incremental savings in motorized transportation. All benefit
estimation shall use assumptions that are based on reliable and valid sources of data.

Economic and financial indicators that will be the basis for determining if an intervention is a go
or no-go program or project will be based on the NEDA and Public–private partnership (PPP)
guidelines, where applicable. In particular, the cost-benefit analysis framework shall include the
following:

(a)​ Net Present Value at the Social Discount Factor prescribed by NEDA for economic
analysis and at the Weighted Average Cost of Capital for financial analysis;

(b)​Economic and Financial Internal Rate of Return; and

(c)​ Benefit Cost Ratio at the Social Discount Factor prescribed by NEDA for economic
analysis and at the Weighted Average Cost of Capital for financial analysis.

To include risk assessment, the cost-benefit analysis framework shall include a sensitivity analysis
for the following scenarios:

(a)​ Investment Costs increased by 10% and 20%;

(b)​Economic Benefits or Financial Revenues decreased by 10% and 20%; and

(c)​ Simultaneous increase in investment costs by 10% and 20% and decrease in economic
benefits or financial revenues by 10% and 20%.

Value for money analysis will also be included for programs and projects, outputs and outcomes
from interventions aimed at addressing the needs of the community specifically on the AT sector
that may be funded under the Public-Private Partnership Program of the government.

Options on funding sources and financing arrangements will also be included to guide
implementors on strategic financing plans for the logistic needs of the programs and projects,
outputs and outcomes from interventions.

The methodology for estimating the costs associated with active transport projects, including
infrastructure construction, maintenance, and operational expenses, shall follow detailed unit
price analysis (DUPA) subjected to standardization.

The Economic and Financial Appraisal and Evaluation Guidelines Report shall be prepared with
the following being considered:

1.​ Adaptability and flexibility to accommodate variations in local contexts, i.e. outside the
study area. These variations shall consider, among others, different income levels, urban
densities, transportation needs, and other specific regional challenges;
2.​ Feedback sessions with stakeholders involved in the planning and appraisal of active
transport infrastructure projects and refine the outputs based on stakeholder feedback.

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3.​ Presentation of the economic and financial appraisal and evaluation framework outputs
appropriately understandable and implementable by LGU planning offices using their
local resources;

The Economic and Financial Appraisal and Evaluation Guidelines Report shall include a
monitoring and evaluation framework and model template. The monitoring and evaluation
framework shall establish reporting requirements for documenting the economic and financial
modeling process, outcomes, and progress when undergoing AT network project appraisal and
evaluation.

Existing DPWH Guidelines and Challenges

DPWH has established guidelines for the design and planning of cycle lanes, notably through
Department Order No. 88, Series of 2020, titled "Guidelines on the Design of Bicycle Facilities
along National Roads" . This order prescribes standard designs to ensure uniformity and safety in
cycle infrastructure. However, challenges persist in the quality and maintenance of these bike
lanes, with issues such as inadequate protection and encroachment by motor vehicles.
Additionally, the surge in vehicular traffic post-pandemic has intensified competition for road
space, complicating the implementation of new protected bike lanes.

Need for a Systems Change Approach

Addressing these challenges requires a systemic approach that harmonizes the programs and
objectives of both DPWH and DOTr. A shift from prioritizing vehicular travel time to embracing
multimodal transport solutions is essential. The National Association of City Transportation
Officials (NACTO) provides valuable insights into navigating such techno-bureaucratic
challenges. NACTO's Urban Bikeway Design Guide emphasizes the importance of designing
streets that accommodate all users, including cyclists and pedestrians, and offers strategies for
integrating bike lanes into existing road infrastructures .

The guidelines must be rigorously defensible and align with Local Development Councils and
NEDA’s standards for economic appraisal to ensure approval and funding eligibility.

Early analysis suggests that public health improvements, congestion reduction, and environmental
benefits are the most significant contributors to economic viability. DOTr and LGU
representatives emphasize the need for tools that are adaptable to local contexts and scalable for
use across diverse urban settings.

Challenges Identified:
-​ Inconsistent data availability for cost and benefit quantification across pilot cities.

-​ Limited capacity at LGU level for conducting economic and financial appraisals.

Engaging with stakeholders, including NEDA, DPWH, and LGUs, is crucial to refine the
framework and tools. The framework should be adaptable to various local contexts, considering
different income levels, urban densities, and transportation needs, ensuring its applicability across
diverse regions.

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Incorporating Existing Tools and Insights

As part of the development process, we reviewed a Bike Lane Project Economic Evaluation
Worksheet utilized during the Bike Planning and Design Training conducted by the National
Center for Transportation Studies (NCTS) in August. This tool, developed and applied by a
retired government economist-engineer, provides a foundation for analyzing benefits such as:

-​ Transport Savings: Reduced travel costs for cyclists and other road users.

-​ Physical Health: Improvements due to increased cycling and walking activity, leading to
lower healthcare costs.

-​ Emission Reductions: Decreased greenhouse gas emissions from reduced vehicle use.

-​ Avoided Accidents: Improved road safety resulting from dedicated bike lanes.

Despite the tool's utility, consultations with the NEDA Transport-Infrastructure Staff indicate that
no formalized economic appraisal tool exists specifically for bike lane and related active transport
projects, particularly those requiring significant government investment. This presents an
opportunity for our team to propose a more comprehensive and robust framework to both DOTr
and NEDA, incorporating broader criteria and standardized methodologies for nationwide
adoption.

Proposed Economic and Financial Appraisal Framework

In light of these considerations, the proposed framework should encompass the following
components:

1.​ Evaluation Criteria: Incorporate economic factors such as cost-benefit analysis, return on
investment, and net present value, alongside financial considerations like value-for-money
analysis, project costs, revenue streams, and funding sources.

2.​ Cost Estimation Methodology: Develop standardized methods for estimating costs
associated with active transport projects, including infrastructure construction,
maintenance, and operational expenses.

3.​ Benefit Assessment: Establish rigorous methodologies for quantifying benefits, including
improvements in public health, reduced traffic congestion, decreased greenhouse gas
emissions, and increased economic activity. Adapt the existing NCTS worksheet into a
more robust and adaptable template. Pilot the updated tool in selected pilot areas for
validation and refinement.

4.​ Sensitivity and Risk Analysis: Implement procedures for conducting sensitivity analyses
and risk assessments to evaluate the impact of varying assumptions on project outcomes.

5.​ Stakeholder Consultations: Organize feedback sessions with DOTr, NEDA, DHSUD,
DPWH, and LGUs to ensure the framework aligns with their requirements.

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6.​ Training and Capacity Building: Conduct workshops for LGUs and national agencies to
familiarize them with the appraisal tool and guidelines. Topics will include financial
modeling techniques, sensitivity analysis, and scenario planning.

7.​ Finalize Appraisal and Evaluation Guidelines: Refine guidelines based on pilot testing and
stakeholder feedback. Ensure tools are ready for rollout to LGUs and consultants.

Development of Tools and Training

To operationalize this framework, the following tools and training programs are proposed:

1.​ MS-Excel Based Financial and Economic Analysis Template: A user-friendly tool
consistent with NEDA standards to facilitate the appraisal process.

An MS-Excel based Financial and Economic Analysis Model Template with traceable
format will be developed. This will be in accordance with the developed appraisal and
evaluation framework encapsulated in the Economic and Financial Appraisal and
Evaluation Guidelines Report and should follow the NEDA standards and PPP
requirements, for projects within their purview. This tool will be used by government
units, agencies, and consultants to ensure proposed AT projects align with intended
economic and financial assessment criteria.

2.​ Active Transport Detailed Unit Price Analysis (DUPA) Database: A comprehensive
database to standardize cost estimations for active transport infrastructure components,
from construction, conversion of existing drive lanes, and maintenance of bike lanes and
post-trips facilities.

An AT DUPA Database will be developed for all components of active transport

infrastructure subjected to standardization. The designed AT DUPA Database shall be
user-friendly and may be updated by the Department easily.

3.​ Economic and Financial Appraisal and Evaluation Guidelines Training Curricula: Develop
curricula for individuals involved in economic and financial model review and appraisal to
build expertise and ensure consistency in practices.

This shall be developed for specific individuals who are involved in economic and
financial model review and appraisal for active transport planning to build expertise and
ensure consistency in review and appraisal practices. The curricula shall cover the content
in the Economic and Financial Appraisal and Evaluation Guidelines Report.

Evaluation Criteria
1.​ Development of Evaluation Criteria

Building upon the existing NCTS tool, the proposed framework will expand and formalize
evaluation criteria, ensuring alignment with both local and international best practices:

Economic Metrics:

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-​ Cost-Benefit Analysis (CBA): Use Boardman et al. (2018) as the primary reference
for assessing net societal benefits.

-​ Return on Investment (ROI): Highlight the monetary value of benefits relative to

project costs.

-​ Net Present Value (NPV): Discount future benefits and costs to current values for
comparison.

Financial Metrics:
-​ Value for Money (VFM): Identify interventions with the highest impact per unit
of investment.

-​ Revenue Generation: Explore mechanisms such as business uptake, rental fees,

and property value capture for financial sustainability.

2.​ Benefit and Cost Assessment

The framework will emphasize defensible and justifiable benefits to align with national
government’s National Transport Policy:

Benefits:
-​ Transport Savings: Time and cost savings from reduced vehicle use.

-​ Health Improvements: Use World Health Organization (WHO) guidelines to

monetize reductions in physical inactivity-related diseases.

-​ Environmental Benefits: Calculate carbon emission reductions using established

benchmarks (e.g., avoided emissions per cyclist).

-​ Safety Improvements: Leverage crash data analysis tools such as iRAP to quantify
the reduction in accident costs.

Costs:
-​ Infrastructure Construction: Develop standardized cost estimation templates,
including materials, labor, and lifecycle maintenance costs.

-​ Operational Costs: Include maintenance, monitoring, and end-of-trip facility

upkeep.

Task K: ATSMP Implementation Competency Guidebook Preparation

The purpose of preparing the Active Transport Implementation Competency Guidebook is to
equip key stakeholders in the government, encompassing both national and local levels, with a
comprehensive and practical resource. This guidebook aims to enhance their knowledge and
competencies in the inception, planning, project development, appraisal, implementation,
monitoring, and evaluation of active transport projects in the Philippines. The task shall include
the following activities:

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Task K Objectives:
1.​ Determine the specific areas where competency guidelines are needed based on
previously conducted stakeholder engagement sessions and competency management
plan, including but not limited to, planning, design, policy development, project appraisal,
implementation, monitoring, and evaluation.
2.​ Define the key topics, knowledge areas, and competencies that should be covered in each
section in alignment with the training curricula and other outputs from Phase I and II.
3.​ Determine the structure and format of the guidebook, including chapters, sections, and
the overall layout.
4.​ Create a user-friendly design that includes diagrams, visuals, case studies, and practical
examples. Incorporate real-world case studies and examples of successful active transport
projects from the Philippines and other countries. Highlight best practices and lessons
learned to provide practical insights.
5.​ Determine the structure and format of the guidebook, including chapters, sections, and
the overall layout.
6.​ Develop tools and assessment methods within the guidebook that stakeholders can use to
evaluate their competency levels. This includes, but is not limited to, self-assessment
questionnaires, quizzes, or practical exercises for each identified competency area.
7.​ Engage in feedback sessions with key stakeholders involved in the planning, design, policy
development, project appraisal, implementation, monitoring, and evaluation and refine
the guidebook based on stakeholder feedback.
8.​ Engage subject-matter experts and stakeholders in the review process to ensure the
guidebook's quality.
9.​ Craft the guidebook in such a way that it can easily be understood by non- technical and
laypeople by using easy to understand language, diagrams, renders, and illustrations.
10.​ Translate the guidebook into local languages or dialects within the study area to ensure
accessibility and understanding by a wider audience.

Task K Deliverables:
●​ ATSMP Implementation Competency Guidebook

Task K Approach
A major task in this project is the preparation and development of the ATSMP Implementation
Competency Guidebook which is envisaged to be the definitive resource for national government
agencies and local government units which will be involved in all or any of the aspects of active
transport planning, design, and implementation. This guidebook shall cover the inception,
planning, project development, appraisal, implementation, monitoring, and evaluation of active
transport projects in the country.

The development of the guidebook shall entail the identification of the needed competencies
required for undertaking the planning and development of an active transport network. This will
be undertaken through stakeholder engagement and needs assessment, the information from
which shall define the substance of the guidebook.

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With the substance defined, the appropriate form of the guidebook shall be determined, guided
by the values of user-friendliness, comprehensiveness, pleasurable reading or study experience,
and logic and intuitiveness.

The guidebook will contain learning assessment tools to measure the progress of the user vis-à-vis
acquiring new competencies and skills that are relevant to the different aspects of active transport
planning, design, implementation, maintenance, and monitoring.

The guidebook shall be developed guided by feedback and inputs from stakeholders and relevant
subject matter experts.

The deliverable in this task is the Active Transport Strategic Master Plan Implementation
Competency Guidebook.

Task L: Active Transport Project Prioritization Tool, Framework,

and Pipeline
1.​ Sub-Task L.1: Project Prioritization Framework and Pipeline
The purpose of the project prioritization framework is to establish a transparent and
data-driven framework for arriving at a prioritization of active transport network projects
in identified geographies within the study area. This framework aims to systematically
assess, and rank cities and municipalities based on key indicators and criteria, ensuring
that limited resources are allocated to areas with the greatest potential for enhancing
active transport infrastructure and connectivity. The sub-task shall include the following
activities:

●​ Propose key indicators and criteria for identifying potential active transport projects
within the study area, considering factors including, but not limited to demand,
stakeholder willingness, and institutional readiness.
●​ Develop a methodology on conducting needs assessments to determine the specific
requirements and priorities for active transport projects in different localities within the
study area.
●​ Define high-level data requirements and sources for project prioritization including, but
not limited to, demographic data, traffic data, safety records, and community feedback.
Outline the data analysis process.
●​ Develop multi-criteria decision analyses (MCDA) techniques to weigh and rank projects
based on identified key indicators and criteria.
●​ Develop a pipeline of active transport projects with the study area based on MCDA
results. Include considerations for budgetary constraints and potential funding sources for
identified priority projects, such as national and/or local government funding,
public-private partnerships, official development assistance, or an alternative mix of
options.
●​ Prepare a monitoring and evaluation framework to assess the performance of operational
active transport systems and ongoing active transport programs and infrastructure
projects, ensuring that the ATSMP will be monitored and evaluated at two levels output
and outcome levels. This framework shall be aligned to the Philippine Development Plan

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2023-2028 and international transport and sustainability indices such as, but not limited
to, the ADB ATO Indicators, United Nations Economic and Social Commission for Asia
and the Pacific (UNESCAP) Sustainable Transport Index, Urban Mobility Innovation
Index (UITP), Oliver Wyman’s Urban Mobility Readiness Index, and SDGs.
●​ Engage in feedback sessions with key stakeholders involved in the planning, evaluation,
and appraisal of active transport infrastructure projects and refine the framework based
on stakeholder feedback.
●​ Develop training curricula for individuals involved in project review and appraisal for
active transport projects to build expertise and ensure consistency in review and appraisal
practices.

Sub-Task L1 Deliverables:
●​ AT Project Prioritization Framework and Pipeline Report
●​ AT Project Prioritization Framework and Pipeline Training Curricula

2.​ Sub-Task L.2: Project Proposal Prioritization Tool

The purpose of the project proposal prioritization tool is to facilitate an inclusive and
equitable process for LGUs to submit active transport network project proposals. This
tool aims to establish clear guidelines, evaluation mechanisms, and financial support
opportunities, allowing local governments to actively participate in the active transport
strategic masterplan's priority list by proposing projects that align with the criteria and
objectives set forth in the masterplan. The sub-task shall include the following activities:

●​ Develop clear guidelines for cities and municipalities interested in submitting active
transport network project proposals. Proposal content, format, and submission
requirements shall be aligned with the indicators and criteria established in Sub-Task L.1
and outputs of Task 5.0.
●​ Develop a framework for decision-making that outlines how proposals will be reviewed,
ranked, and selected for inclusion in the priority shortlist arrived at by Sub-Task L.1.
●​ Develop an MS-Excel based scoring system and evaluation criteria for assessing the
quality and feasibility of submitted proposals. Ensure that scoring aligns with the
prioritization MCDA established in Sub- Task L.1.
●​ Engage in feedback sessions with key stakeholders involved in the proposal preparation,
evaluation, and appraisal of active transport infrastructure projects and refine the
framework based on stakeholder feedback.
●​ Develop training curricula for individuals involved in project preparation and review for
local active transport projects to build expertise and ensure consistency in review and
appraisal practices.

Sub-Task L2 Deliverables:
●​ AT Project Proposal Prioritization Tool Report
●​ MS-Excel based Scoring and Evaluation Criteria Template
●​ AT Project Proposal Prioritization Tool Training Curricula

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Task L Approach
The Active Transport Project Prioritization Tool, Framework, and Pipeline Development initiative
focuses on creating a structured approach to identifying and prioritizing active transport projects.
This effort is rooted in methodologies such as project prioritization (Dey, 2006), multi-criteria
decision analysis (Belton & Stewart, 2002), and Complete Streets principles (Litman, 2013). The
development process includes creating prioritization tools and leveraging local project evaluation
methods to ensure relevance and effectiveness.

Key activities include organizing criteria development workshops, establishing a comprehensive

scoring system, conducting training sessions, and gathering stakeholder feedback to refine the
framework. These efforts aim to build a robust and adaptable tool for local governments and
other stakeholders.

Collaboration with project management consultants, local government agencies, and academic
institutions is central to the initiative's success. Engagement takes place through formal contracts,
prioritization workshops, and regular evaluation sessions, fostering a participatory approach and
ensuring the framework meets diverse needs and objectives.

Envisioning for cost optimization of active transportation-related investments

●​ Cost optimization is the process of finding and reducing costs for goods, services, projects
and business processes which are the core products and subject of investments or funding.
●​ Cost optimization can be done through various means, including finding ways to improve
efficiency, reducing waste, and increasing the value of an organization's products and
services.
●​ There are many different ways to achieve cost optimization, and it is important to choose
the approach that is best suited to the specific needs of an organization. Some common
approaches include reducing Costs by Streamlining Processes, Reducing Costs by
Automation, Increasing Revenue from Operations, and Improving quality and Customer
service.
●​ Each approach has its own benefits and drawbacks. It is important to carefully weigh
these factors in order to find the most effective way to reduce costs.
●​ Another mode to address cost optimization is through Value Engineering, which is the
systematic method of improving the value of a product that a project produces. It is used
to analyze a service, system, or product to determine the best way to manage the
important functions while reducing the cost.
●​ With Value engineering, alternative methods and materials that are less expensive and do
not lower the functionality of the system, service, or product are being encouraged to be
explored and utilized. Value engineering is best performed before the design is conducted
to allow the experts to incorporate the option of using alternative materials and methods.

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Cost Survey Reports: A Key Tool for Cost Optimization

Figure 3.9 The Role of Cost Surveys in Strategic Planning

Source: Faster Capital (2024)

●​ Information - The information phase involves gathering project information and refining
the goals of the project. Data is collected and analyzed, and the information obtained is
used to finalize the priorities of the project and areas of improvement.
●​ Function Analysis - The function analysis phase involves determining the functions of the
project and identifying them with a verb/noun combination for every element under
evaluation. The function is defined as the set targets to be attained through the execution
of an element or a set of elements. Each of the identified functions is analyzed to
determine if there are improvements to be made and if a new function is required. The
function should be as non-specific as possible, to leave room for multiple options that
perform the function presented by the project. A cost is assigned to each identified
function.
●​ Creative - The creative phase follows the function analysis phase, and it involves exploring
the various ways to perform the function(s) identified in the function analysis phase. This
allows team members to brainstorm alternatives to existing systems or methods that are
in use. Brainstorming forces people to be creative and allows team members to speculate
on all possible solutions to the problems presented, or alternatives to the function. The
team is required to develop a list of potential solutions to the function formulated by the
verb/noun combination.
●​ Evaluation - In the evaluation phase, the merits and demerits of each of the suggested
solutions and alternatives from the creative phase are listed. The team should describe
each advantage and disadvantage in general terms. When the disadvantages exceed the
advantages, the alternative is dropped in favor of other solid alternatives. The team
performs a weighted matrix analysis to group and rank the alternatives, and the best
alternatives are selected for consideration in the next phase.

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●​ Development - The development phase involves conducting an in-depth analysis of each

best alternative to determine how it can be implemented and the cost involved. The
examination of each alternative may involve creating sketches, cost estimates, and other
technical analysis. Team members formulate an implementation plan for the project,
which describes the process to be followed in implementing the final recommendations.
●​ Presentation - The presentation phase is where the team meets with the management and
other stakeholders to present their final report. The team is required to present their
findings to the decision-makers using reports, flow charts, and other presentation
materials to convince them that the final ideas from the development phase should be
implemented. The ideas should be described in detail, including associated costs, benefits,
and potential challenges. The final report acts as a record of the team’s accomplishments
during the study and a summary of the team’s deliberations and findings. It can also act as
a reference tool for the company in future projects.
●​ Implementation - Implementation of the project begins after the management’s approval
of the team recommendations. If there are changes requested by the management or other
decision-makers, these changes should be incorporated into the implementation plan
before the implementation begins. When implementing the project, the team should
ensure that the primary goal of increasing value is achieved. The actual cost savings of the
project should be determined based on the implementation of the recommendations.

Cost standardization for national agencies and local government units

●​ Included in the cost estimation of recommended programs and projects for the Master
Plan is the Detailed Unit Price Analysis which should have undergone the process of cost
optimization.

Implementation Plan and Investment Schedule

●​ To address allocative efficiency of limited resources, an implementation plan shall be
drawn up to determine which of the identified programs and projects are needed to be
implemented: (a) Immediately due to perhaps, some urgency (which should be in the
short term); (b) With less urgency or with some concern that need to be ironed out first
(which should be in the mid-term); and (c) With concerns that need more time in
resolving, e.g., issues related to the following: right-of-way; and institutional arrangement;
socio-cultural and IPs; environmental, etc. (which should be in the long-term).
●​ Implementing the programs and projects at different time periods would enable the
implementing national agency or local government unit to program investment fund for
these. Hence, the implementation plan would be the basis investment schedule.
●​ It is recommended that the short-term period would cover the first 5 years which is a
realistic timeline for construction of active transport infrastructures and programs, the
medium-term period would cover from year 6 to year 10 and the long-term period would
cover year 11 to 15.

Financing Options
Financing options for the proposed programs and projects may be through any of the following:

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●​ National government agency budget or loan;

●​ Local Government Unit budget or loan;
●​ Public-Private-Partnership with the national government; or
●​ Public-Private-Partnership with the local government unit

Task M: Boosting Institutional Knowhow

Task M Objectives:
1.​ Undertake staff training needs assessments in the transport sector’s departments,
agencies, and LGUs and developing a practical AT training program for bridging the
knowledge gaps.
2.​ Implement capacity development activities based on the competency management plan
and findings from Task K including, but are not limited to:
a.​ Conducting stakeholder and diagnostic workshops, knowledge sharing sessions,
focus group meetings, etc.
b.​ Providing reports on capacity development measures and workshops
c.​ Providing reports on interviews and stakeholder meetings
d.​ Providing a training programs/ curricula covering tools and instruments enabling
formulation, appraisal, and implementation of an AT Network Plan.
3.​ Ensure that knowledge transfer shall be achieved at several levels: on-the- job
mentoring/training, certified professional training of individuals, benchmarking studies as
well as through the introduction of improved systems and related training in their
application, as might be determined by the Consultant, to specifically enhance the
capacities of the specialist staff employed by the implementing agencies (IA) and other
sector agencies.
4.​ Build and improve the know-how of staff in the identified departments in international
best practices in the above-mentioned areas.

Task M Deliverables:
●​ AT Needs Assessment and Training Program Report
●​ Capacity Development Activity Reports

Task M Approach
The "Boosting Institutional Knowhow" initiative aims to enhance the capabilities of institutions
through knowledge transfer (Argote & Ingram, 2000), institutional learning (Levitt & March,
1988), and the application of Complete Streets principles (Litman, 2013). This initiative
emphasizes building capacity and fostering expertise within organizations to better address urban
planning and development challenges.

Key components of the initiative include capacity development programs tailored to local needs,
such as technical and executive training programs. Activities involve conducting Training Needs

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Assessments, Policy Capacity Surveys, and organizing workshops, seminars, and other
capacity-building exercises to strengthen institutional knowledge and skills.

Collaboration with academic institutions and local government agencies plays a critical role in
achieving the initiative's objectives. Engagement is facilitated through capacity-building
workshops and regular training sessions, ensuring that the knowledge transfer process is
continuous, practical, and aligned with institutional goals.

Task N: Prepare the Final ATSMP Implementation Plan and Report

Task N Objectives

1.​ Prepare a concise and easy to follow report, with illustrations and graphics, describing the
implementation plan for achieving the active transport vision and objectives, its rationale
and key messages, its outcomes, identified priority projects and measures, including
coherent combinations of policies, strategic interventions, and initiatives that will be
required to achieve a comfortable, accessible, safe, sustainable, and affordable nationwide
active transportation system. Some policy goals for discussion shall include, but not
limited to the following:
a.​ Increase in walking and cycling mode share in urban areas.
b.​ Increase in active and public transport mode share (particularly walking, cycling,
and if applicable, rail and inter/intra city bus).
c.​ Increase in the fraction of households with access to mass transit stations (rail or
bus stations) and engage in active transport.
d.​ Decrease in Vehicle KM traveled (VKT) for private vehicle mode.
e.​ Decrease in transport related GHG emission.
f.​ Improve transport safety.
2.​ Reflect in the implementation plan the current thematic initiatives of the DOTr. These
include policy themes such as:
a.​ Mechanism for Integrated Land-Use and Transport Planning in Urban Areas.
b.​ Transit-Oriented Development and Urban Redevelopment.
c.​ Intermodality of Transport Modes.
d.​ Intelligent Transportation Systems.
e.​ Important Cultural Property Clash Avoidance.
f.​ Climate Change Adaptation and Disaster Resilience.
3.​ Develop a summary description of the assessment of the critical path and measures for
the successful implementation of ATSMP, taking into consideration technical, financial,
socio-economic, environmental, regulatory, legal, and institutional aspects. Close
coordination among the decision makers and stakeholders is needed to determine the
strategic direction.
4.​ Finalize, among others, the following:
a.​ Baseline Data Collection Outputs
b.​ Institutional Framework and Arrangements Development and Outputs
c.​ Economic and Financial Appraisal and Evaluation Guidelines and Outputs
d.​ Demand Modeling Framework and Outputs
e.​ Project Prioritization Tool, Framework, and Outputs

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f.​ Active Transport Network Planning Guidelines

g.​ Active Transport Network Infrastructure Standards
h.​ ATSMP Implementation Competency Guidebook
i.​ Institutional Knowhow Boosting Reports and Outputs

Task N Deliverables:
●​ Final ATSMP Implementation Plan and Report

Task N Approach:
The ATSMP will be implemented through a comprehensive, multi-faceted approach that
integrates various methodologies and tools to achieve its objectives. One of the primary methods
is the use of travel demand modeling and scenario analysis, utilizing software like Cube Voyager,
Cube Avenue, and Dynasim for macro, meso, and micro modeling work, respectively. These tools
will help simulate travel patterns, analyze traffic flows, and assess the impact of different transport
policies and infrastructure developments, providing data- driven insights for decision-making
(Ortúzar & Willumsen, 2011).

Stakeholder engagement is a critical component of the project implementation approach. By

conducting town hall meetings, public forums, focus group discussions, and co-design workshops,
the ATSMP will ensure that the views and needs of the community are considered in the planning
process. This participatory approach not only fosters community support but also leads to more
sustainable and accepted transport solutions (Arnstein, 1969), (Reed, 2008). Design Thinking
methodology will be used also to facilitate better infrastructure user-based form and function
designs. Design thinking in policy and planning is a human-centered approach that emphasizes
empathy, creativity, and iterative testing to develop innovative solutions that address users' needs
and complex challenges (Brown, 2008). This methodology involves understanding stakeholders'
perspectives, ideating potential solutions, prototyping, and refining through feedback to create
effective and user-friendly policies (IDEO, 2015).

To facilitate the output presentation and monitoring of the ATSMP, an intuitive online dashboard
will be developed. This dashboard will serve as an information hub, providing access to project
outputs that can be shared to the public and i, including interactive maps, visualizations, Cube
files, survey data, and comprehensive reports. The dashboard will also feature demonstrations of
Excel-based tools and QGIS projects for infrastructure and soft infrastructure planning, enabling
planners to use these tools for data tabling, visualizations, and mapping without needing to use
Cube software directly. The complete source code for this dashboard will be turned over to the
Department of Transportation (DOTr) at the project's conclusion, ensuring sustained use and
future adaptability.

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3.4. Risk Assessment and Mitigation Plan

In developing the ATSMP, it is crucial to identify and mitigate potential risks that could impact
the project's success. The following risk table outlines various risks associated with different
project tasks, providing a comprehensive overview of possible challenges and their sources. Each
risk is accompanied by relevant references from research or news articles, ensuring that the risk
statements are grounded in credible evidence. Additionally, specific actions are proposed to
address and mitigate these risks, aiming to enhance the project's resilience and effectiveness.

This structured approach to risk management ensures that the ATSMP can proactively address
potential issues, thereby increasing the likelihood of successful implementation. By
acknowledging and preparing for these risks, the project team can develop robust strategies to
navigate challenges, ensuring that the ATSMP meets its goals of promoting active transport and
sustainable urban mobility. This proactive stance on risk management is essential for fostering a
collaborative, data-driven, and adaptive planning process that can respond to both anticipated and
unforeseen challenges throughout the project's lifecycle.

Table 3.6 Risk Assessment and Mitigation Plan

TASK General Risk Statement Source and Reference of Actions

ID Risks

A Methodology Development Incomplete data, inaccurate Ensure rigorous validation of

Risk: Potential discrepancies traffic surveys, Car-based models, involve experienced
in analytical frameworks and metrics and data collection consultants, and conduct
travel demand modeling and analytical framework peer reviews of
may lead to inaccurate methodologies.
predictions and ineffective
transport strategies.

B Participatory Action Lack of comprehensive Implement extensive

Research Risk: Low policy framework, low outreach and
stakeholder engagement and community engagement communication strategies,
participation might result in offer incentives for
a lack of community support participation, and schedule
and buy-in. activities at convenient times
for stakeholders.

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TASK General Risk Statement Source and Reference of Actions

ID Risks

C Inception Report Risk: Delays in project Develop a detailed project

Delays in compiling implementation, timeline, assign dedicated
comprehensive project comprehensive data teams for report
information and risk collection challenges formulation, and establish
assessment might affect regular progress checks.
subsequent project phases.

D Communication and Lack of public and Develop a comprehensive

Visibility Risk: Ineffective stakeholders awareness on communication plan, utilize
communication strategies active transportation, often multiple media platforms,
may lead to poor public referred to as a “temporary and engage professional PR
awareness and engagement pandemic intervention” firms.
with the ATSMP. instead of a sustainable
mode of transport.

E Baseline Data Collection Incomplete data, inaccurate Implement robust data

Risk: Inaccurate or traffic surveys, unsound data collection protocols, conduct
incomplete data collection collection focused on training for data collectors,
may undermine the entire motorized private vehicles and perform regular data
strategic planning process. validation and cross-checks.

F Institutional Framework Regulatory resistance, policy Engage stakeholders early in

Development Risk: implementation challenges the process, provide clear
Resistance to regulatory benefits of changes, and
changes and coordination offer training and support
policies could hinder for implementation.
implementation. Co-create policies and
designs with sectors and
users.

Refer to existing policies and

institutions supporting the
promotion of active
transport

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TASK General Risk Statement Source and Reference of Actions

ID Risks

G Demand Modeling Misaligned infrastructure Validate models with

Framework Risk: Inaccurate investments, inaccurate real-world data, employ
demand estimations might demand projections, scenario analysis, and adjust
result in misaligned inequitable budget models based on pilot
infrastructure investments. allocation towards findings.
road-based transportation

H Network Planning Car-based metrics on Develop guidelines based on

Guidelines Risk: Inadequate highway planning and best practices, involve
planning guidelines may design. experienced urban planners,
lead to inconsistent and conduct stakeholder and
infrastructure development. regular user reviews.

I Infrastructure Standards Safety standards and design Establish strict quality

Risk: Failure to adhere to may not be pedestrian and control measures, perform
infrastructure standards may cycling friendly. regular inspections, and
result in safety and quality ensure compliance with
issues. international standards.

J Economic and Financial Programs and projects may Use validated financial
Appraisal Risk: Inaccurate not be big enough to attract modeling software, conduct
financial models could lead investors or government sensitivity analyses, and
to poor investment tenders. review models with financial
decisions. experts.

Encourage local initiatives

and low-cost tactical
urbanism interventions for
testing.

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TASK General Risk Statement Source and Reference of Actions

ID Risks

K Implementation Poor competency Develop comprehensive

Competency Guidebook development based on Adult training curricula, conduct
Risk: Inadequate training Learning methodology pilot training sessions, and
materials may result in poor gather feedback for
competency development. improvements.

Build on existing efforts

such as the Active Transport
Playbook from the
Department of Health.

L Project Prioritization Tool Misaligned prioritization Validate prioritization

Risk: Misalignment of criteria based on political criteria with
prioritization criteria may decisions stakeholders-first
lead to suboptimal project methodology, perform
selection. regular reviews, and adjust
based on feedback.

M Institutional Knowhow Risk: Insufficient capacity Conduct thorough needs

Insufficient capacity development, inadequate assessments, implement
development activities may institutional knowhow ongoing training programs,
hinder project execution. and evaluate capacity
development outcomes.

N Final Implementation Plan Disrupted project timelines, Establish clear project

Risk: Incomplete or delayed incomplete implementation milestones, assign dedicated
implementation plans could plans project management teams,
disrupt project timelines. and perform regular progress
assessments.

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3.5. Critical Issues to be Addressed and Recommendations

The development of the ATSMP requires addressing critical systemic, infrastructural, and
institutional issues to ensure its success. These challenges span policy integration, stakeholder
engagement, infrastructure quality, data accuracy, and capacity-building efforts. Each issue is
analyzed with actionable recommendations to create a sustainable, inclusive, and efficient active
transport system.

Table 3.7 Critical Issues to be Addressed and Recommendations

Critical Issue Details Recommendations

Policy and Fragmentation across national and - Develop a policy framework
Institutional local policies limits the integration of aligning active transport with CLUP,
Integration active transport initiatives into PTMP, Active Transport, Traffic
broader programs like PTMP and Management Plan, and Road Safety
NTP. Regulatory resistance and Plans.
policy misalignment are significant
barriers.

- Train national and local agencies in

active transport planning.

- Provide performance-based grants

for LGUs that integrate active
transport.

Stakeholder Limited participation from - Conduct FGDs, co-design

Engagement and marginalized groups (e.g., women, workshops, and tactical urbanism
Inclusivity persons with disabilities, low-income initiatives.
commuters) undermines inclusivity.
Stakeholders such as business
owners, public transport users, and
local chief executives lack awareness
of long-term active transport
benefits.

- Partner with advocacy groups to

educate the public on the benefits of
active transport.

- Create advisory councils to

represent marginalized groups.

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Critical Issue Details Recommendations

Infrastructure Active transport infrastructure - Adopt/revise design standards such
Deficiencies suffers from design flaws, safety as those from NACTO and Dutch
hazards, and inadequate cycling frameworks.
enforcement. Issues include
obstructed sidewalks, inconsistent
bike lanes, and lack of end-of-trip
facilities.

- Pilot and scale tactical urbanism

solutions (e.g., pop-up bike lanes).

- Allocate dedicated funding for

active transport infrastructure.

Data Gaps and Inaccurate or incomplete data on - Leverage Cube software for macro,
Modeling user behavior and infrastructure meso, and micro demand modeling.
Challenges performance limits evidence-based
decision-making. Car-centric metrics - Establish protocols for data
result in misaligned infrastructure validation and cross-checking and
investments. impact measurement with DOTr,
NEDA, DPWH, DOH, and DILG.

-​ Establish simple and rapid

community-based
monitoring/assessment tools
that can be implemented
even by those in the
barangay level

Financial and Active transport projects face - Conduct robust cost-benefit

Economic Viability funding challenges due to analyses incorporating health, public
perceptions of low return on safety, travel times, environmental,
investment and competition with and social benefits.
motorized transport projects.
- Utilize PPPs and crowdfunding
models for financing end-of-trip
facilities.

- Promote low-cost tactical urbanism

interventions to demonstrate
viability.

Institutional LGUs often lack technical expertise, - Create clear roles and
Capacity and and weak inter-agency collaboration responsibilities among DOTr,
Coordination hinders the effective implementation DPWH, DILG, DOH, and LGUs.
of active transport policies.
- Deliver regular training on active
transport planning and policy
implementation.

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Critical Issue Details Recommendations

- Establish inter-agency working
groups for collaborative planning.

Public Perception Active transport is often seen as a - Launch national campaigns to

and Cultural Shifts “temporary pandemic intervention” promote walking and cycling.
rather than a sustainable mode of
transportation. - Include active transport topics in
school curricula to instill a culture of
sustainable mobility.

- Highlight successful or ongoing

innovations/projects like Iloilo City’s
bike network and Maginhawa
SPARK Project to inspire adoption
across the country.

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3.6. Task Sequencing

Table 3.8 Task Sequencing

Tasks DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
A High-Level
Methodology
Development
B Participatory
Action Research
C Inception Report
Formulation
D Ensuring Ample
Communications
and Visibility
E Baseline Data
Collection
F Institutional
Framework and
Arrangements
Development
G Active Transport
Demand
Modeling
Framework and
Application
H Active Transport
Network
Planning
Guidelines
I Active Transport
Network
Infrastructure
Standards
J Economic and
Financial
Appraisal and
Evaluation
Guidelines and
Application
K ATSMP
Implementation
Competency
Guidebook

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Tasks DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
Preparation
L Active Transport
Project
Prioritization
Tool, Framework,
and Pipeline
Development
M Boosting
Institutional
Knowhow
N Prepare the Final
ATSMP
Implementation
Plan and Report
Note: Months shaded in light gray reflect the review and approval period.

The study shall be completed within 12 months commencing from date of receipt of the Notice to
Proceed (NTP). All deliverables and reports shall be subject to comments from the client within
seven (7) working days from receipt from the project team. The project team shall then revert
with revisions to the deliverables and reports within seven (7) working days from receipt of
comments from the client. This process shall repeat no more than twice with acceptance or
rejection of the deliverable or report by the client within 28 working days from first receipt of the
deliverable or report.

Once the deliverables of each task are deemed in order and complete, a Certificate of Acceptance
(COA) and Notice to Proceed (NTP) to the next task shall be issued to the Project Team. Issuance
of these documents shall not affect the continuity of the project.

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CHAPTER FOUR: The Project Sites

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4.1.​ About the City of Caloocan

4.1.1. Geophysical Profile
Land Area

The City of Caloocan spans a total land area of 5,333.40 hectares, making up approximately 9.1%
of the NCR. The city is politically divided into three (3) legislative districts and 188 barangays,
with its geographical boundaries split into two (2) distinct areas: South Caloocan and North
Caloocan. South Caloocan covers an area of 1,362.50 hectares and is bounded on the
north-northwest by the cities of Valenzuela, Malabon, and Navotas, on the east by Quezon City,
and on the south by the City of Manila. North Caloocan, with an area of 3,970.90 hectares, is
bounded on the north-northwest by the cities of San Jose del Monte, Marilao, and Meycauayan in
the Province of Bulacan, on the south-southeast by Quezon City, and on the southwest by the
City of Valenzuela. The northern boundary of North Caloocan marks the northernmost limit of
the NCR.

Topography

South Caloocan is a coastal plain in Dagat-Dagatan Area, with 70.6% of its land having level to
nearly level soil with a 0-3% slope and 23.1% having gently sloping to undulating slopes. The rest
has rolling, moderately steep to very steep terrains. North Caloocan has gently sloping to
undulating and rolling topography, with 39.6% of its land having 3-8% slope and 31.7% having
8-18% slope. The city's lowest point is in South Caloocan at 0.993 masl, while the highest point is
in North Caloocan at 137 meters.

Climate

Caloocan, like the rest of Metro Manila, experiences a Type 1 Philippine climate with two (2)
distinct seasons. The dry season, influenced by the northeast monsoon, occurs from
November-April, while the wet season, driven by the southwest monsoon, lasts from
May-October. During the transition between these monsoons, southeast trade winds prevail from
February-May.

Hazards

Based on the Local Climate Change Action Plan (LCCAP) of the city from 2017-2025, the city is
vulnerable to several geological hazards such as flooding, rain-induced landslide, sea-level rise,
and land subsidence. Flooding in the city is largely caused by river overflow, high rainfall, and
insufficient channel capacity. In higher elevations, flooding accidents are brought about by
erosion and landslides.

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4.1.2. Social Profile

Education

As of SY 2020-2021, there are 53 public pre-schools and 152 private pre-schools in the City of
Caloocan. As for elementary education, there are 53 public and 158 private schools. The city also
recorded a total of 141 secondary schools, 36 of which are public and 105 are private. For schools
offering senior high school, there are 20 public schools and 25 private schools. For tertiary
education, there are a total of 24 institutions, 21 of which are private colleges, two (2) private
universities, and one (1) government university. These are divided into seven (7) school districts.
South Caloocan has three (3) districts namely, Aromar, Pobracaran and Tanque Districts while
North Caloocan has four (4) school: Caloocan North I, Caloocan North II, Caloocan North III,
and Caloocan North IV.

Health and Sanitation

In 2021, the city has three (3) government-owned hospitals, 52 medical clinics, 44 birthing
homes/lying-in, and 22 diagnostic clinics, making up 121 public health facilities. Additionally,
there are 10 private hospitals, 68 lying-ins/birthing homes, 118 medical clinics, and 68 diagnostic
clinics, totaling 264 private health facilities. Aside from these facilities, the city also has 44 health
centers distributed in various barangays with District 1 having 29 health centers and District 2
having 15 health centers.

Protective Safety Services

As of 2021, the city has 851 policemen with a 1:1,972 police to population ratio, which is lower
than the ideal police to population ratio of 1:5,000, requiring 2,506 additional policemen. In the
same year, there were a total of 207 firemen, supported by 198 uniformed officers and nine (9)
non-uniformed staff. With a foreman to population ratio of 1:8,107, the city needs 632 firemen to
reach the ideal ratio of 1:2,000.

Housing

As of the 2020 Census, Caloocan recorded 404,252 households, averaging 4.1 persons per
household. In 2015, the city had 367,878 occupied housing units, with 104 households per 100
units and an average of 4.5 persons per unit. Additionally, 13.42% of occupied units were either
owned or rent-free, with or without the lot owner's consent. With a 1.48% annual household
growth rate from 2010-2015, Caloocan requires an estimated 10,000 new housing units each year
to meet the standard of one household per housing unit.

Social Welfare Services

The City of Caloocan has several social welfare programs and services catered to the
disadvantaged and vulnerable sector of the population. This sector of the population includes
senior citizens, PWDs, children, and youth. The City Social Welfare Department provides the said
beneficiaries with the following programs and activities with the purpose to uplift their living

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conditions and enable them to become self-reliant, improve their quality of life, and become
active citizens.

●​ Social Pension Program ●​ Kapit-bahay Aralan

●​ Elderly Filipino Week ●​ People’s Day Services (Medical,
●​ Walk for Life Transportation, Burial Assistance,
●​ Socio-Cultural Program and Disaster Management)
●​ Early Childhood Care ●​ Center-Based Programs
Development

4.1.3. Economic Profile

Commerce and Trade

Considering the city’s strategic location as the gateway towards Northern Luzon, commerce and
trade have been a constant contributor to the economic development of Caloocan. In 2021, a total
of 15,811 business establishments were recorded with 8,447 establishments under the services
sector, 6,741 belong to the trading/merchandising sector, and the remaining 561 establishments are
from the manufacturing sector.

Industry

The city has various industries manufacturing metal/steel, paper, food, furniture, garments,
rubber, and leather goods, to name a few. In 2020, the city generated a total of PhP 40,014.34
million gross sales for manufactured goods and availed services. The city also has the Victoria
Wave Special Economic Zone and Industrial Complex, which is located in Barangay 186, Tala,
North Caloocan. It is Metro Manila's only economic zone of its sort, with 17 enterprises operating
in light to medium scale industries that are accessible to major sea ports, airports, and business
centers.

Tourism

The tourism industry in Caloocan is devoted to preserving its rich cultural and historical heritage.
The city also boasts various resorts, parks, restaurants, and festivals that may attract more tourists..
Currently, some of the tourist areas and activities that may attract visitors in the city are:

●​ Gat Andres Bonifacio Monument ●​ Buena Park Sports Complex

●​ Thai to Taoist Pagoda ●​ Pajotan Sto. Nino Festival
●​ Caloocan City Nature Park ●​ Bonifacio Dance Festiv

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4.1.4. Infrastructure and Utilities Profile

Transportation

The City has a total road length of 1,058.31 kilometers. This includes 64.14 kilometers of national
roads, 246.53 kilometers of city roads, and 761.91 kilometers of private/subdivision roads. About
73.68% of the total road length is made of concrete and the remaining 33% is made of asphalt.

In terms of modes of transportation, cars, motorcycles, and tricycles have the largest volume of
vehicles recorded. Buses are mostly used on major highways for longer distances while utility
vehicles, jeepneys, and tricycles are used to carry commuters for shorter distances. The LRT also
serves the city with two (2) stations located in 5th Avenue and A. Bonifacio Monument.

Active Transportation

In pursuance of the DILG Memorandum Circular No. 2020-100, the City of Caloocan has
established nine (9) cycle routes while the remaining recommended and installed cycle lanes are
still ongoing evaluation. Currently, existing bike lanes are found in roads of EDSA/C-4, Samson,
8th Street (G. de Jesus), 9th Street, Camarin-Susano, Camarin-Kiko, Saranay, Saranay extension,
and the Congressional roads.

Power

Manila Electric Company (MERALCO) is the main provider of electricity in Caloocan. In 2021, a
total of 338,782 connections were recorded with 9.10% going to residential consumers, 5.61% to
commercial consumers, and 0.24% for industrial consumers.

Water

Maynilad Water Services Incorporated (MWSI) currently handles water distribution in the city,
with the exception of some regions in North Caloocan where deep wells are the primary source of
water supplied by the Caloocan City Waterworks System. In 2020, MWSI provided 270,936
waterline connections in the city, with 89.60% going to residential consumers, 7.63% to
semi-business clients, 2.19% to commercial consumers, and 0.58% to industrial consumers.

Information and Communications Technology

Communication facilities such as telecommunications and postal services are found in the city. As
of 2020, a total of 194 cell sites are installed, 132 of which are by Globe Telecommunications, Inc.,
34 by Smart Communication, Inc., and the remaining 28 cell sites belong to DITO Telecommunity
Corp. As for postal services, the Central Post Office is located at Samson Road. In 2020, a total of
1.091 million recorded and non-recorded mails were transacted for both domestic and
international mails.

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4.1.5. Institutional Profile

Manpower Complement

As of December 2021, the city government has a total workforce of 2,107 composed of 1,667
permanent employees, 300 casual employees, 117 co-terminus employees, 16 elective employees,
and seven (7) temporary employees.

Fiscal Management

In 2023, the City Government of Caloocan entailed a total of PhP 8.585 billion from revenue.
Meanwhile, in the same year, it recorded a total of PhP 7.483 billion of operating expenses leaving
the city PhP 1.058 billion of surplus.

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4.2 About the City of Las Piñas

4.2.1. Geophysical Profile
Land Area

Las Piñas is a coastal HUC in the NCR. The city has a land area of 3,269 hectares and it is
subdivided into 20 barangays. It is bounded on the northeast by Parañaque, on the southeast by
Muntinlupa, on the west by Bacoo, on the southwest by Dasmariñas, and on the northwest by
Manila Bay.

Topography

The city features a generally flat to gently rolling topography, with elevations ranging from sea
level along its coastal areas to slightly higher terrain inland, where slopes range from 0-3%,
reflecting its predominantly level to gently sloping landscape.

Climate
Like the rest of Metro Manila, the city has Type I-like climate characteristics. It experiences two
(2) distinct seasons: a wet season from June-November and a dry season from December-May.
The city has consistently warm temperatures throughout the year with high humidity due to its
coastal location near Manila Bay.

Hazards

The City of Las Piñas is vulnerable to natural hazards such as flooding, particularly during the
rainy season, due to its low-lying terrain, proximity to Manila Bay, and the presence of waterways
like the Las Piñas–Zapote River. Additionally, the city is at risk of storm surges, typhoons, and
occasional seismic activity, given its location within the Pacific Ring of Fire and exposure to
tropical cyclones.

4.2.2. Social Profile

Education

Las Piñas is home to 14 colleges, 21 private high schools, 18 public high schools, and 22
elementary schools, all established to cater to the increasing number of enrollees annually.
Currently, the city also operates 77 day care centers with feeding programs across its 20 barangays.

Health and Sanitation

Las Piñas is home to several health facilities, including the Las Piñas General Hospital and Las
Piñas District Hospital, which provides comprehensive medical services, as well as numerous
barangay health centers that offer primary healthcare to residents. The city also implements
health programs focused on maternal and child health, vaccination, sanitation, and disaster
response to ensure accessible healthcare for all.

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Protective Safety Services

The city is served by the Las Piñas City Police Station, which is responsible for maintaining law
and order. The city also has a dedicated fire station, ensuring fire protection and emergency
response services, and actively promotes fire safety awareness.

Housing

Based on the 2020 Census, Las Piñas had a household population of 604,283 residing in 156,899
households, with an average household size of 3.9 members. This reflects the city's dense urban
character and the typical family size within its residential communities

Social Welfare Services

The city provides a range of social welfare services through its local Social Welfare and
Development Office, which focuses on programs for children, senior citizens, persons with
disabilities, and families in need. These services include financial assistance, health and nutrition
programs, as well as initiatives for disaster relief and rehabilitation to support the well-being of its
residents.

4.2.3. Economic Profile

Agriculture

The city’s agricultural sector has undergone significant changes since the 1985 land use plan, with
most land converted into residential, commercial, and industrial developments. Small-scale urban
agriculture still exists in backyard areas. However, 104 hectares of saltbeds and fishponds have
been maintained, mostly in low-lying areas along Coastal Road and the Las Piñas River, although
these operations have diminished in recent years due to land conversion and inactivity. The
coconut industry remains important, with locals turning discarded coconut husks into coir nets
for flood prevention and erosion control, providing environmental benefits and income for
residents.

Tourism

The tourism industry of Las Piñas is centered around its rich cultural heritage, with attractions
such as the historic St. Joseph Parish Church and the Las Piñas–Zapote Bridge. It is enhanced by a
designated Tourist Development Area covering approximately 10 hectares along P. Diego Cera
Avenue where all buildings fronting the avenue are required to adhere to Prehistorical Colonial
architectural design from the early 19th century. Additionally, the city promotes eco-tourism and
recreational activities, including parks, malls, and hotels.

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4.2.4. Infrastructure and Utilities Profile

Transportation

Las Piñas is part of the LRT Line 1 South Extension Project, offering services through the Las
Piñas and Zapote stations. The city's road network is centered on the Alabang–Zapote Road and is
supplemented by major routes like the Manila-Cavite Expressway, Daang Hari, and
Muntinlupa-Cavite Expressway, although it faces severe traffic congestion, especially on
Alabang-Zapote Road, exacerbated by public transport like buses and jeepneys.

Power

Power distribution in Las Piñas is managed by the MERALCO, which supplies electricity to the
city through an extensive network of substations and power lines.

Water

Water distribution in Las Piñas is primarily managed by the Manila Water Company, which
supplies potable water to households and businesses through an extensive network of pipelines.

Information and Communications Technology

Las Piñas has a growing Information and Communications Technology (ICT) infrastructure,
supported by high-speed internet providers and mobile networks, which cater to both residential
and business needs. The city promotes digital services, including e-governance initiatives such as
the City of Las Piñas Local Government System, to enhance accessibility and streamline public
services for its residents.

4.2.5. Institutional Profile

Manpower Complement

As of 2023, the city government has a total workforce of 3,069 personnel comprising 1,427 regular
casual employees, 936 job order employees, 435 permanent employees, 214 contractual/casual
employees, 41 consultants, 15 elective officials, and one (1) co-terminus personnel.

Fiscal Management

In 2023, the City Government of Las Piñas entailed a total of PhP 4.210 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 3.164 billion of operating expenses leaving
the city PhP 1.055 billion of surplus.

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4.3. About the City of Makati

4.3.1. Geophysical Profile

Land Area

The City of Makati has a total land area of 1,817 hectares which constitutes 4.3% of Metro Manila.
It is subdivided into 33 barangays and is bounded on the north by the Pasig River, on the
northwest by the City of Manila, on the east by the Municipality of Pateros, on the southeast by
the City of Taguig, and on the south and southwest by the City of Pasay.

Topography

The city has a predominantly flat to slightly undulating topography, ideal for its development as
the country's financial and commercial hub. The CBD and most urban areas are on flat terrain,
while some northern and eastern parts exhibit minor undulations. Bordered by the Pasig River on
the north, the city features low-lying areas near the riverbanks that are prone to flooding during
heavy rains or typhoons, though flood management systems have been implemented to mitigate
these risks. Makati’s urban density, characterized by high-rise buildings and extensive
infrastructure, further defines its modern landscape.

Climate

Makati has a tropical monsoon climate, which is characterized by distinct wet and dry seasons.
The climate features high temperatures and humidity throughout the year, with a dry season from
January-May and a wet season from June-December.

Hazards

The City of Makati is exposed to hydrometeorological and geological hazards. The main
hydrometeorological hazards in the city are flooding, groundshaking, and earthquakes. Flooding
affects the city mainly because of its topographic features and proximity to the Pasig River.

4.3.2. Social Profile

Education

Makati has 28 public elementary schools and 10 secondary institutions. For tertiary education,
there are various public and private schools offering tertiary education.

Health and Sanitation

In 2011, Makati Health District had a total of 567 health personnel, composed of physicians,
dentists, nurses, midwives, sanitary inspectors, medical technologist, nutritionist, barangay health
workers and barangay nutrition scholars.

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As of 2011, the City’s public health facilities include two (2) public hospitals (including the Acute
Care Center), 27 public health centers/social hygiene clinics and four (4) public lying-in clinics.
Private health facilities, on the other hand, include three (3) hospitals, 173 medical clinics and 82
dental clinics.

Protective Safety Services

Makati has a total of nine (9) police precincts scattered in different locations within the city, a
police headquarters (main) and a traffic management group, with a total of 489 personnel, 57
vehicles and 33 motorcycles, which were all assessed to be currently in good condition. The city
also has one (1) city jail with a cell area of 0.12 hectares. Moreover, fire protection facilities and
equipment include a fire station (main) and 10 sub-stations with 119 fire protection personnel, 11
fire trucks and one (1) ambulance.

Housing

Based on the 2015 Census, Makati had a total of 154,095 number of households recorded.
However, there are still a total of 5,971 housing backlogs in the city.

Table 4.1 Housing Backlogs of the City of Makati, 2015

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 5,665
Unacceptable Housing Units 182
Makeshift/Salvage/Improvised HU 124
Total Backlog 5,971
Source: Philippine Statistics Authority, 2015

Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. The beneficiaries are served under the following
programs:

●​ PhilHealth ng Masa Program

●​ Day Care Services
●​ Senior Citizen’s Benefit Cards

4.3.3. Economic Profile

Commerce and Trade

Makati is the country’s premier business district. It has the largest concentration of commercial
activities in the Philippines, and is the country’s primary link to international finance and the
global economy. In 2011, activities in Makati were recorded with 58,920 registered business
establishments.

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Tourism

Makati boasts numerous hotels, historical and cultural sites, shopping centers, art galleries,
restaurants and bars serving local and international gourmet, and sports/recreational facilities. Its
accessibility to the NAIA is another advantage.

The city has 58 hotels, six (6) of which are 5-star hotels (Hotel Intercontinental. Mandarin
Oriental, Dusit Thani, Makati Shangri-la Hotel, Peninsula Hotel, and New World Hotel). There
are also high-class tourist inns and apartelles in the City such as St. Illian’s Inn Makati, El Cielito
Tourist Inn, Sq. Resources, Ascott, Amorsolo Mansion Apartment and Suites, and Fraser Place
Service Residences. There are also premier malls located in the city such as Greenbelt Malls,
Glorietta Malls, SM, Rustan’s, among others.

The City is also home to 50 foreign embassies, 43 consulates, and 17 international organizations.

●​ Ayala Museum ●​ Guadalupe Ruins

●​ Museo ng Makati
●​ Libingan ng Bayani
●​ Sts. Peter and Paul Parish Church
4.3.4. Infrastructure and Utilities Profile
Transportation

All roads in Makati have been concreted since 2004 and meet established standards on structural
design. As of 2010, there were 634.53 kilometers of concrete roads. Based on 2011 data from the
Makati Department of Engineering and Public Works, there are 38 bridges of which 22 are found
in District I and the other 16 are in District II. There are also six (6) national flyovers traversing
Makati carrying thousands of vehicles daily.

Active Transportation

As of 2023, Makati has four (4) kilometers of protected bike lanes along the main roads of its
CBD. To enhance cyclist safety, additional infrastructure like bollards and signage has been
installed. The Makati Parking Authority actively enforces regulations to keep motor vehicles out
of the bike lanes.

The local government and private sector actively engage with commuter and biking groups, such
as the cyclist coalition "Make it Safer Makati," to address concerns and collaborate on solutions to
enhance the public commuting experience. Notably, the government, the coalition, and Ayala
Land have established a technical working group to promote safety and equitable road access on
Ayala Avenue for pedestrians, commuters, cyclists, and motorists.

In addition to its biking infrastructure, Makati is enhancing traffic systems to safeguard

commuters. Ayala Avenue features a 12-meter-wide carriageway in each direction, divided into
four lanes, accommodating 600,000 daily bus and jeepney passengers, motorcycle riders, private
vehicle users, and 2,600 cyclists. To ensure the safety of bus and jeepney commuters, a 1.5-meter
protected lane has been established along the avenue.

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Power

Electric power supply connections in all barangays of the city are provided by the MERALCO,
just like the rest of the cities in Metro Manila.

Water

Manila Water Company and Maynilad provide water service in the city through several primary
distribution mains. Raw water, however, comes from the Angat-Ipo-La Mesa water system, an
external source that begins in Norzagaray, Bulacan and supplies the whole of Metro Manila. Water
supplied by the Manila Water company is treated at the Balara Treatment Plant while Maynilad
treats its water at the La Mesa Dam.

Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the city. Philippine Long
Distance Telephone (PLDT) and Globe Telecom are the major providers of land-based telephone
services in the City. Smart Communications, Globe Telecom, and Sun Cellular are the major
mobile phone service providers operating in Makati. There are five (5) FM radio stations, three (3)
AM radio stations; two (2) cable operators and two (2) satellite television providers in Metro
Manila servicing the city. There are also two (2) television stations and six (6) publishing houses
based in Makati.

4.3.5. Institutional Profile

Manpower Complement

The city government has a total workforce of 9,919 comprised of 3,522 permanent employees, 14
contractual employees, 1,747 job order employees, and 4,6363 casual employees.

Fiscal Management

In 2023, the City Government of Makati entailed a total of PhP 21.2 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 20.173 billion in operating expenses.

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4.4 About the City of Malabon

4.4.1. Geophysical Profile
Land Area

The City of Malabon encompasses a total land area of 1,571 hectares, representing 2.53% of the
National Capital Region's total land area. It is an integral part of the Caloocan, Malabon, Navotas,
and Valenzuela (CAMANAVA) sub-region of Metro Manila.

Malabon shares its borders with Caloocan on the south and east, Navotas on the west, and
Valenzuela on the north. To the northwest, it adjoins the Municipality of Obando in the Province
of Bulacan. The city is further divided into 21 barangays, each contributing to its diverse local
community.

Topography

Malabon features a predominantly flat and low-lying landscape, making it highly susceptible to
flooding. Positioned at or near sea level, much of its area is connected with the extensive network
of rivers and creeks that traverse Metro Manila. Among these waterways, the Malabon River plays
a crucial role in defining the city’s geographical and environmental characteristics. The city’s
elevation ranges from an average of about 17 meters to a maximum of 249 masl.

Climate

The city’s average annual temperature is 30.2ºC (86.36ºF), which is slightly warmer by 2.98%
compared to the national average for the Philippines. Malabon receives an average of 72.84
millimeters (2.87 inches) of precipitation annually, with rainfall occurring approximately 123.92
days per year, accounting for 33.95% of the time.

Hazards

Malabon is among the most densely populated cities in the country and its flat, low-lying terrain
makes it highly vulnerable to frequent flooding. Floods commonly occur during high tides, heavy
rainfall, or when rivers and dams overflow. The interconnected rivers of the CAMANAVA area,
including the Tullahan River, significantly contribute to these flooding issues. In recent years,
flooding in the city has worsened, becoming more frequent and severe, with water levels often
reaching several feet. Communities near the riverbanks are the most affected. The Tullahan River
has become narrower and shallower, reducing its capacity to hold water. With heavier and more
frequent rains, flooding now extends further into the densely populated and low-lying areas of the
city.

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4.4.2. Social Profile

Education

Malabon is home to a total of 82 primary and secondary schools, comprising 42 public and 40
private institutions. For higher education, the city has four (4) prominent tertiary institutions:
Arellano University-Malabon, De La Salle-Araneta University, City of Malabon University, and
the College of Saint Amatiel.

Health and Sanitation

Malabon provides a range of healthcare facilities to ensure medical care and services for its
constituents. Key facilities include the Malabon Hospital and Medical Center, Catmon Super
Health Center, Malabon City Hospital, and numerous Barangay Health Centers and clinics.

In August 2024, the local government launched the "Health Services on Wheels" initiative, a
significant component of the Walang Tulugan, Serbisyo Caravan. This program aims to bring
essential government services closer to the city's barangays, including medical missions offering
medical and dental consultations, dental extractions, prenatal and postnatal care, leptospirosis
prophylaxis, distribution of medicines, anti-dengue spray applications, and health education.
Additionally, the initiative encompasses community clean-up drives in schools and roads, relief
distribution, mobile kitchen services, and legal assistance, making services more accessible and
responsive to residents' needs.

Protective Safety Services

Malabon’s public safety infrastructure includes a comprehensive police network consisting of one
(1) central headquarter, nine (9) community precincts, and eight (8) Philippine National Police
(PNP) satellite stations strategically located across the city. In addition, fire protection services are
provided through one (1) central fire station supported by three (3) substations, ensuring efficient
and timely emergency response.

Housing

Malabon has been proactive in addressing housing needs through various initiatives aimed at
providing safe and decent homes for its constituents.

In 2023, an In-City Resettlement Project named St. Gregory Homes was constructed in Barangay
Panhulo which is comprises of 23 five-story buildings, each containing 60 units, totaling
approximately 1,380 housing units. The project is designed to accommodate informal settler
families (ISFs) residing along waterways, offering them safer living conditions without relocating
them far from their original communities

Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. The City Social Welfare and Development

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Department oversees Malabon’s social welfare initiatives, focusing on improving the quality of life
for its residents through a range of programs.

A notable program of the LGU is the "Malabon Ahon Blue Card," introduced to streamline the
delivery of social and financial assistance. This multi-purpose government-issued ID enables
residents to access benefits such as medical, financial, and burial assistance. The registration
process is designed to be inclusive, allowing every household to participate.

4.4.3. Economic Profile

Commerce and Trade

Commercial fishing and fish trading form the backbone of Malabon’s economy, driving a range of
supporting industries such as shipbuilding, ship repair, ship chandler services, fishing equipment
trade, fishnet weaving, and fish processing. Additionally, the city engages in other economic
activities, including metal and woodwork, soap production, and food processing, further
diversifying its industrial landscape.

In addition to its fishing-based economy, the city has a growing industrial sector that includes
sugar refining, patis (fish sauce) production, candle manufacturing, cigar-making, and the
extraction of ilang-ilang flower essence for perfume exports.

Tourism

Malabon is a city rich in history and culture, positioning it as one of Metro Manila's most vibrant
places for emerging destinations and unique attractions. Notable attractions include heritage sites
including the newly renovated 400-year old San Bartolome Church, Heritage Houses such as the
Raymundo House and Ibaviosa House, Asilo de Huerfanos, the Paez House, Nepomuceno House,
and many more.

Malabon is renowned for its Pancit Malabon, as well as other local delicacies like puto sulot,
sapin-sapin, bibingka, broas, and camachile. The city’s most celebrated event is the
“Pagoda-Caracol,” a vibrant fluvial procession accompanied by street dancing, held annually on
December 8 to honor the Feast of the Immaculate Conception.

4.4.4. Infrastructure and Utilities Profile

Transportation

The city has been proactive in encouraging sustainable and active transportation to improve
mobility and ease traffic congestion. In September 2023, the city held its inaugural Mobility Week,
which included a parade where students and advocates displayed mock "box cars" to emphasize
the space inefficiency of private vehicles in contrast to public transport and active mobility
options such as cycles. This event highlighted the city's dedication to promoting alternative modes
of transportation.

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Additionally, the DOTr is working on developing a connected network of bike lanes throughout
Metro Manila, including Malabon. This initiative seeks to establish a comprehensive bike lane
system that encourages active transport and supports a greener, healthier future.

Power

Malabon is supplied with electricity by the MERALCO.

Water

The city is primarily served by Maynilad Water Services, Inc., which provides piped-in water
supply that meets the Philippine National Standards for Drinking Water.

Information and Communications Technology

Malabon has been actively enhancing its ICT infrastructure to improve public services and
promote digital literacy among its residents. In 2019, the city launched the Malabon Digital
Infrastructure Project, a public-private partnership focused on creating a digital infrastructure
facility. This facility was planned to be handed over to the City Government of Malabon as a
turnkey project, supporting the city's digital transformation.

4.4.5. Institutional Profile

Manpower Complement

As of 2022, the city government has a total workforce of 2,823 composed of 757 permanent
employees, and 221 casual employees (DILG Full Disclosure Policy Portal).

Fiscal Management

In 2022, the City Government of Malabon entailed a total of PhP 2.464 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 2.181 billion of operating expenses leaving
the city PhP 216.16 million in surplus.

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4.5 About the City of Mandaluyong

4.5.1. Geophysical Profile
Land Area

Mandaluyong is the 6th smallest city in the Philippines with a total land area of 1,126 hectares.
The city is composed of 27 barangays, divided into two (2) political districts. The four (4) largest
barangays are Wack-Wack which comprises 1/4 of the city’s total land area, followed by Barangay
Addition Hills with 120.36 hectares, third and fourth in the list are barangays Highway Hills and
Plainview with 116.12 hectares and 108.88 hectares, respectively

Topography

Mandaluyong’s terrain is partially flat on its southwest portion and mostly rolling with gentle
slopes in the rest of the area.

Climate

Mandaluyong City experiences the same climatic conditions prevailing over the whole of Metro
Manila, which are being monitored by Station 430 of the PAGASA located at Science Garden in
Quezon City.

Hazards

Typhoons during the wet season greatly affect the city and the rest of Metro Manila. Heavy rains,
even of short duration, result in flooding in some areas of Mandaluyong.

4.5.2. Social Profile

Education

As of 2018, there are 19 public elementary schools and 12 public secondary schools serving formal
education needs of local constituents. Public and private schools are currently implementing the
K-12 curriculum since 2016. Private schools offer tertiary education in the city. Most popular
among these are the Don Bosco Technical College, Jose Rizal University, and the International
Baptist College. Moreover, all public schools in the city support the Alternative Learning System,
formerly known as non-formal education.

Health and Sanitation

As of April 2018, there are 27 public health centers, three (3) Lying-in Clinics, one (1) Social
Hygiene Clinic with drop-in center and treatment hub serving the city, one (1) Dialysis Center,
and one (1) Adolescent Hub. 20 barangays have their own health centers, with Addition Hills
having four (4) health centers to serve more number of residents especially in the Welfareville
Area. Barangays Barangka Ibaba and Barangka Itaas, Old Zaniga and New Zaniga, and Bagong

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Silang and Daang Bakal each share a health center while Barangay Wack-Wack, with high income
class residents, is capable enough to avail of private health services.

Each health center is manned with public health personnel such as doctors, midwives, nurses and
dentists. A total of 31 doctors, 45 nurses, 54 dentists, 57 midwives, 105 BHWs (Barangay Health
Workers) and 41 BNSs (Barangay Nutrition Scholars) serve the whole populace.

Protective Safety Services

The city has a PNP main station housed in a four-storey building within the city hall compound
together with the Bureau of Fire Protection and the Bureau of Jail Management and Penology.
This is augmented by five (5) police precincts scattered in strategic locations within the city. As of
January 2018, these stations are manned by a total of 669 personnel. The city is also protected
from fire and conflagration by a central fire station and four fire substations manned as of April
2018 by a total of 115 personnel, male (111) and female (36) combined, giving off a ratio of 1
fireman for every 2,249 individuals

All 27 barangays of Mandaluyong City have 550 organized and trained barangay tanods with the
aid of organized civilian volunteers, and 291 Lupong Tagapamayapa members who exercise
administrative supervision over the conciliation panels as constituted in accordance with Section
399 of the 1991 LGC (R.A.7160).

Housing

Based on the 2015 Census, Mandaluyong had a total of 100,356 number of households recorded.
However, there are still a total of 7,213 housing backlogs in the city.

Table 4.6 Housing Backlogs

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 7,037
Unacceptable Housing Units 57
Makeshift/Salvage/Improvised HU 119
Total Backlog 7,213
Source: Philippine Statistics Authority, 2015

Social Welfare Services

The City Social Welfare and Development (CSWD) Department which provides comprehensive
social services, and is staffed with 63 technical personnel and implementers including nine (9)
registered Social Workers, augmented by 50 Volunteer Workers for the Supervised Neighborhood
Play Program. A total of 60-day care centers accredited by the CSWD located in 26 barangays in
the city are established to serve the constituents through the Day Care Service Program.

The CSWD also manages three (3) institutions for children, namely

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●​ Bahay Pag-asa Youth Development

Center for Boys
●​ Bahay Tuluyan for Girls
●​ Integrated Day Care Center for
children and the Elderly

4.5.3. Economic Profile

Commerce and Industry

Mandaluyong has its own share of commercial strips and a CBD. The former, mostly banks and
financing institutions, offices and service establishments stretch along public transport routes
thereby serving both local consumers and passers-by from the neighboring localities. Major
commercial strips of the city include the stretch of Boni Avenue, Shaw Boulevard, Libertad-Sierra
Madre area, Kalentong, San Francisco, part of Martinez, Sgt. Bumatay towards Barangka Drive
and Pinatubo towards EDSA.

The city’s CBD on the eastern portion of the city is concentrated in the EDSA-Shaw-Pasig
Boundary – Pasig River Quadrangle. North of the CBD is a high-density commercial area
comprising establishments such as the SM Megamall, Shangri-La, Podium, and the San Miguel
Corporation headquarters.

The traditional neighborhood center, on the other hand, is replaced by groceries and convenience
stores, wet and dry markets, sari-sari stores, medical and dental clinics, amusement places and
other personal services dominating almost all internal roads in the city.

Tourism

The tourism industry in Mandaluyong is yet to reach its maximum potential. It offers tourism rich
in cultural heritage and landscape. Currently, some of the tourist areas and activities that may
attract visitors in the city are

●​ Tatlong Bayani Monument ●​ Shrine of Divine Mercy

●​ Archbishop Palace ●​ Liberation Marker​
●​ Wack-Wack Golf and Country ●​ St. Francis Church
Club

4.5.4. Infrastructure and Utilities Profile

Transportation

At present, the city is served with a total of 80.933 kilometers of concrete and asphalt paved roads
(excluding subdivision roads). A total of 39 bridges are constructed in the city. In terms of modes
of transportation, the most popular is the jeepney. Public utility jeepneys have 12 terminals in the
city and circulate the city plying inter-city routes reaching the cities of Manila, San Juan, Makati,
Pasig, and the Rizal Province. On the other hand, commuters traveling the length of EDSA

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commonly use the MRT. However, the bus is still preferred by some due to its more direct access
to both origin and destination in the vicinity of EDSA and as well as the fact that buses are
available on a 24-hour basis while the rail transit operates within a scheduled routine from 5:00
AM to 9:30 PM daily.

In addition, the presence of the Pasig River stretching along the south border of the city provides
an alternative route and mode of transport for cargo freight of industries along the river.
Commuters opting for a more direct and faster route to and from the cities of Makati and Manila
cross the river on a small boat either pulled by ropes or powered by a motor.

Power

Power services in the city are provided by the MERALCO through six (6) 115 KV
sub-transmission systems: the Mandaluyong substation and SM-Shangrila Substation, both
located within the city; and the Pandacan, Rockwell, Sta. Ana and Meralco Substations.

Water

Generally, the city is supplied by the Manila Water Company Inc.

Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the city. Two AM radio stations
are actually based in the city, but radio lovers enjoy a variety of choices for FM and AM stations
based in the neighboring cities and municipalities. The two (2) broadcast media networks are 94.7
DWLL on FM and 1098 KHZ DWAD on AM frequencies.

4.5.5. Institutional Profile

Manpower Complement

As of 2023, the city government has a total workforce of 5,727 comprised of 827 permanent
employees, 1,089 contractual, 2,105 job order, and 1,683 casual employees.

Fiscal Management

In 2022, the City Government of Mandaluyong entailed a total of PhP 6.785 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 6.339 billion of operating expenses.

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4.6 About the City of Manila

4.6.1. Geophysical Profile
Land Area

The City of Manila has a total land area of 4,234 hectares which constitutes 6.65% of Metro
Manila. It is subdivided into 897 barangays and is bounded by seven (7) cities, namely: Navotas
and Caloocan on the north, Quezon City on the northeast, San Juan and Mandaluyong on the
east, Makati on the southeast, and Pasay on the south.

Topography

Nearly the entire city of Manila rests on centuries of prehistoric alluvial deposits formed by the
Pasig River, as well as on land reclaimed from Manila Bay. Over the years, human intervention has
significantly altered the city's landscape, particularly through extensive land reclamation along the
waterfronts since the American colonial period. Additionally, some of Manila's natural
topographical variations have been leveled to accommodate urban development.

Climate

Manila experiences a Type I climate, characterized by two (2) distinct seasons: a dry season from
November-April and a wet season from May-October. During the dry season, Manila experiences
lower rainfall, while the wet season brings higher precipitation levels. This climate pattern
influences the city's weather conditions, with the dry season typically featuring warmer
temperatures and the wet season bringing cooler temperatures accompanied by increased rainfall.

Hazards

The City of Manila faces several hazards, including flooding due to its low-lying topography,
proximity to Manila Bay, and the Pasig River, with poor drainage systems exacerbating the risk.
The city is also vulnerable to storm surges, especially during typhoons, which can cause coastal
flooding. Earthquakes pose a threat due to nearby fault lines, and typhoons regularly bring strong
winds, heavy rainfall, and damage. Air pollution from vehicles and industrial activities is a
significant health hazard, while the urban heat island effect leads to heat waves, further affecting
public health. Additionally, coastal erosion threatens waterfront infrastructure, making
comprehensive urban planning and disaster preparedness essential for mitigation.

4.6.2. Social Profile

Education

District I in the Tondo I area has 17 schools, comprising 12 elementary and five (5) secondary
schools. District II, located in Tondo II, has 20 schools, with 14 elementary and six (6) secondary
schools. District III, covering the areas of Binondo, Quiapo, San Nicolas, and Sta. Cruz is home to
16 schools, including 11 elementary and five (5) secondary schools. In District IV, located in

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Sampaloc, there are 19 schools, consisting of 14 elementary and five (5) secondary schools. District
V, which includes Ermita, Malate, Paco, and San Andres, has 14 schools, with nine (9) elementary
and five (5) secondary schools. Lastly, District VI, encompassing San Miguel, Pandacan, Sta. Ana,
and Sta. Mesa has 17 schools, made up of 11 elementary and six (6) secondary schools.

Higher Education Institutions (HEIs) in Manila are characterized by their diversity and
dynamism. Public HEIs include state universities supported by the national government, such as
the University of the Philippines and the Philippine Normal University, as well as city-funded
universities like the Universidad de Manila and the Pamantasan ng Lungsod ng Maynila.
Meanwhile, private HEIs are divided into sectarian institutions, such as De La Salle University
and St. Paul University Manila, and non-sectarian institutions, including Emilio Aguinaldo
College and Lyceum of the Philippines University.

Health and Sanitation

Health facilities in the City of Manila include six (6) hospitals, and 59 health centers.

Protective Safety Services

The Manila Police Department is organized into 11 police stations and several district support
units. The City of Manila is served by multiple fire stations across its six districts, managed by the
Bureau of Fire Protection (BFP). District I (Tondo I) includes the Tondo Fire Station, San Nicolas
Fire Station, and Gagalangin Fire Station, while District II (Tondo II) is supported by additional
fire stations catering to the area. District III, covering Binondo, Quiapo, San Nicolas, and Sta.
Cruz, has stations like the Binondo Fire Station and Sta. Cruz Fire Station. District IV (Sampaloc)
is served by the Sampaloc Fire Station. District V, encompassing Ermita, Malate, Paco, and San
Andres, includes the Ermita Fire Station, Malate Fire Station, and Paco Fire Station. Lastly,
District VI, which covers San Miguel, Pandacan, Sta. Ana, and Sta. Mesa, features the Pandacan
Fire Station and Sta. Ana Fire Station.

Housing

Based on the 2015 Census, Manila had a total of 435,154 number of households recorded.
However, there are still a total of 29,490 housing backlogs in the city.

Table 4.2 Housing Backlogs in the City of Manila

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 25,167
Unacceptable Housing Units 2,179
Makeshift/Salvage/Improvised HU 2,144
Total Backlog 29,490
Source: Philippine Statistics Authority, 2015

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Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. The beneficiaries are served under the following
programs:

●​ Livelihood programs ●​ Listahanan

●​ Social Welfare Assistance ●​ Unconditional cash transfer
●​ Pantawid Pamilyang Pilipino
Program
●​ Supplementary Feeding Program
4.6.3. Economic Profile
Manila thrives as a hub of diverse economic activities, including business and trade,
transportation, electronics, business process outsourcing (BPO), tourism, and various
service-oriented sectors. The Manila Harbour, the nation’s primary seaport, is a bustling center for
import and export operations, capable of accommodating hundreds of ships simultaneously. To
cater to the needs of tourists, residents, and migrants, the city continues to see the construction of
new hotels, condominiums, and malls. Additionally, industries such as gaming and entertainment
are emerging as significant contributors to the local economy. Manila's economic growth aligns
with the national trend, driven by its pivotal role in the BPO industry and the steady inflow of
remittances from overseas Filipino workers, which help the country endure global economic
challenges.

Tourism

Manila is a vibrant tourist destination known for its rich history, cultural heritage, and iconic
landmarks. The city also offers a dynamic urban experience with its bustling markets, world-class
shopping malls, and diverse culinary scene, attracting both local and international visitors.
Currently, some of the tourist areas and activities that may attract visitors in the city are:

●​ Rizal Park ●​ San Agustin Church

●​ Intramuros ●​ Fort Santiago
●​ National Museum of Fine Arts ●​ Manila Baywalk
●​ Paco Park
4.6.4. Infrastructure and Utilities Profile
Power

Electric power supply connections in all barangays of the city are provided by the MERALCO.

Water

Generally, the city is supplied by the Manila Water Company Inc.

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4.6.5. Institutional Profile

Manpower Complement

As of 2023, the city government has a total workforce of 17,410 comprised of 8,156 permanent
employees, 52 casual, 7,232 job order, and 1,968 contractual employees.

Fiscal Management

In 2023, the City Government of Manila entailed a total of PhP 21.289 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 17.462 billion in operating expenses.

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4.7 About the City of Marikina

4.7.1. Geophysical Profile
Land Area

The City of Marikina has a total land area of 2,314.37 hectares which constitutes 3.42% of Metro
Manila. It is subdivided into 16 barangays and it is bounded on the East by the Sierra Madre
mountains and Antipolo City; on the West by the hills of Quezon City; on the North by San
Mateo of Rizal; and on the South by the City of Pasig and the Municipality of Cainta.

Topography

Marikina is primarily a valley nestled amid mountain ranges and rolling hills, its topography is
generally characterized as flat terrain, with only a mildly sloping portion. The mildly sloping area
is particularly visible in the eastern section of the city.

Climate

The city experiences only one (1) type of climate which is characterized by two (2) pronounced
seasons: the dry season and the wet season. The dry season usually starts in November and ends
in April. The wet season, on the other hand, begins in May and ends in October. It reaches its
peak during the months of June-September.

Hazards

The City of Marikina is exposed to hydrometeorological and geological hazards. The main
hydrometeorological hazards in the city are flooding, typhoons, and groundshaking. Flooding
affects the city mainly because of its topographic features, water catchment or catch river basin
structure.

4.7.2. Social Profile

Education

The City of Marikina has 17 public elementary schools, 14 public secondary schools while there
are 94 private schools offering primary level education, 53 private schools with elementary level
education, and 29 private schools with secondary level education. In terms of tertiary level
education, there are two (2) public colleges and universities in the City: Marikina Polytechnic
College and Pamantasan ng Lungsod ng Marikina, and seven (7) private colleges. The city also has
three (3) vocational schools.

Health and Sanitation

Marikina is divided into two (2) districts, District I has nine (9) barangays while District II has
seven (7). All barangays in both districts are equipped with functional health centers. It is
noteworthy to mention that all 17 health centers are Sentrong Sigla Level II certified and

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Philhealth accredited. In 2014, the city recorded one (1) public hospital – Amang Rodriguez
Memorial Medical Center and 11 private hospitals. As of 2022, the city had 234 health workforce.

Protective Safety Services

Police services in Marikina are under the jurisdiction of the Eastern Police District of the PNP.
The city has 8 police sub-stations and a central headquarter with a personnel of 563 law enforcers.
The local PNP has its command center at the lower ground of the Justice Building. In 2022, there
were 128 fire station personnel in six (6) fire stations.

Housing

Based on the 2015 Census, Marikina had a total of 98,238 number of households recorded.
However, there are still a total of 3,136 housing backlogs in the city.

Table 4.3 Housing Backlogs in the City of Marikina

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 2,933
Unacceptable Housing Units 37
Makeshift/Salvage/Improvised HU 166
Total Backlog 3,136
Source: Philippine Statistics Authority, 2015

Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. The beneficiaries are served under the following
programs:

●​ Family and Community Welfare ●​ Women’s Welfare

Program ●​ Disabled and Elderly
●​ Child and Youth Protection ●​ Emergency Assistance

4.7.3. Economic Profile

Industry Sector

Marikina is host to some of the biggest industries in the country today. Prominent industries
include Fortune Tobacco Corp. – cigarette manufacturing, DELFI Marketing, Inc. DELFI
Marketing, Inc., Nestle Phils.. – confectioners, Bay Incorporated Coats Manila - Garment / Textile,
Armscor Corp. – fire arms and ammunition, etc. As of 2014, there were 50 industries registered in
the city.

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Commerce and Trade

Commerce and trade is also one of the major livelihood activities in Marikina with 18,984
registered business establishments in 2023.

Tourism

Marikina has its own share of attractions to offer. Sports and recreational facilities are available to
its residents and those from nearby towns and cities. Historical landmarks and churches,
antiquated houses and galleries view to the attention of history and culture buffs. It has also major
commercial centers, man-made parks, large structures and buildings.. Currently, some of the
tourist areas and activities that may attract visitors in the city are

●​ Sentrong Pangkultura ng Marikina ●​ Marikina Hotel

●​ Teatro Marikina ●​ Jesus Dela Peña Chapel
●​ Marikina Shoe Museum ●​ Marikina Riverbanks Center
●​ Our Lady of the Abandoned ●​ Marikina City's Largest Pair of
Parish Church Shoes in the World

4.7.4. Infrastructure and Utilities Profile

Transportation

The City has 12 entry and exit points leading to neighboring cities and municipalities wherein
every entry and exit, a distinctive marker which symbolizes Marikeños’ Competitiveness and
Discipline is displayed. As of 2022, the city has 334.15 kilometers of concreted roads. Eight
bridges are also located in the city, all in good condition.

Moreover, the city is generally served by buses, jeepneys, UV/FX shuttles and tricycles, with
designated terminals at strategic points. Jeepneys and UV/FX shuttles are the most common
public transportation modes for long distance travel within the city and adjacent cities and
municipalities. Tricycles are commonly used for short-distance travel within the city. As of 2023,
there were 7,826 registered public transportation units in the city. The existence of LRT-Line 2
which has its terminal station at Marikina-Pasig boundary provides Marikina residents convenient
and economical access to areas covered by its route.

Active Transportation

A groundbreaking ceremony was held in Marikina for the expansion of active transport
infrastructure and the opening of end-of-trip cycling facilities, which include essential amenities
like bike storage and changing areas for bikers heading to work or other appointments.

The event marked the opening of a new facility featuring changing rooms with toilets and
showers, secure cycle racks, and a bike repair shop. It also includes a special area for PWDs.
Additionally, the DOTr and Marikina collaboration began work on an eight-kilometer bike lane
that will link to the city's existing network of bike lanes. Marikina, known for its bike-friendly
environment, has been constructing designated bike lanes since 1995.

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Power

MERALCO is the franchise power distributor of Marikina’s electric power supply /needs. As of
2013 residential uses account for 91.69% of total Meralco connections in the city, commercial uses
account for 8.11%, industrial uses for 0.16 and street light uses for 0.04%.

Water

The city’s water supply is provided by the Manila Water Company. Domestic use accounts for
94% of the total water consumption in the city and commercial use accounts for 1% and the
remaining 5% are Industrial.

Information and Communications Technology

The city identified a preliminary Site Development Plans for the proposed “CyberBayan IT Park”.
The project (“CyberBayan IT Park”) comprised of 11 towers generally situated in the vicinity of
Sumulong Hi-way, Bo. Sto. Niño, Marikina City. It will be an ideal location for offices, global
BPO/Call center, Information Technology Companies, Facilities-Providers and Financial
Backroom Operation (FBO) companies. Furthermore, the Marikina Central Post Office of the
Philippine Postal Corporation under the Department of Transportation and communication is the
agency responsible in handling the postal services in the city. At present they have 39 personnel.

4.7.5. Institutional Profile

Manpower Complement

The city government has a total workforce of 3,019 composed of 20 elective officials, 712
permanent employees, 1,210 casual employees, 289 consultants, and 788 project-based/job orders/
contract of service.

Fiscal Management

In 2023, the City Government of Marikina entailed a total of PhP 3.498 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 3.452 billion in operating expenses.

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4.8 About the City of Muntinlupa

4.8.1. Geophysical Profile
Land Area

Muntinlupa City spans a total land area of 4,384.576 hectares, strategically positioning it as a vital
area in the southern part of the NCR. It is situated approximately 22 kilometers south of Metro
Manila, making it highly accessible from neighboring provinces like Laguna, Batangas, Cavite, and
Quezon. It shares borders with Parañaque on the northwest, Las Piñas on the west, Cavite on the
southwest, and Laguna on the south, while its eastern boundary lies along the shores of Laguna de
Bay.

Topography

Muntinlupa’s topography is characterized by its terrain, ranging from flat lowlands to gently
rolling hills. The city is bordered by the Laguna de Bay to the east, which significantly influences
its landscape and hydrology. It has an average elevation at 22 masl.

Climate

The average annual temperature is 29.42°C (84.96°F), slightly higher than the national average.
The city gets around 70.95 millimeters (2.79 inches) of rain over 120 rainy days, covering about a
third of the year.

Hazards

The primary hazards that pose risks to the city are flooding, earthquakes, and typhoons. Due to
its proximity to Laguna de Bay and the presence of multiple river systems, Muntinlupa is
susceptible to flooding, especially during the rainy season and typhoons. Low-lying areas are
particularly vulnerable. In addition, the city is situated within the seismically active region of the
Philippines, therefore making it at risk of earthquakes.

4.8.2. Social Profile

Education

The city offers numerous schools, both public and private. For primary and secondary schools,
there are 20 public elementary schools, and eight (8) public high schools. For tertiary education,
there are 15 accredited and recognized institutions by the Commission on Higher Education
(CHED).

Health and Sanitation

Muntinlupa currently operates 15 health centers and one (1) health station across its nine (9)
barangays. It is strategically located based on population density to ensure accessible healthcare
services for all residents. The city also offers various hospitals and clinics such as Ospital ng

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Munitinlupa, Alabang Medical Center, Asian Hospital and Medical Center, Muntinlupa Doctor’s
Clinic, Hillside General Hospital, and many more.

Protective Safety Services

Muntinlupa has one (1) central police station. Seven other sub-stations are also evident across the
barangays of the city. The BFP actively engages in community outreach, conducting fire safety
awareness campaigns and regular fire truck visibility activities to educate residents on fire
prevention measures.

Housing

Muntinlupa’s housing includes a mix of high-end areas like Ayala Alabang Village and affordable
housing projects such as Katarungan Village. The city also has relocation programs for families
displaced by development projects. Initiatives like the Community Mortgage Program (CMP) help
low-income communities own land, and a recent citywide registration aims to identify residents
who need housing.

Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. Programs include financial assistance, disaster relief,
livelihood training, and support for seniors, PWDs, and marginalized sectors. The Department of
Social Welfare and Development (DSWD) National Capital Region and the City Government of
Muntinlupa signed a partnership on October 16, 2024 to implement the Sustainable Livelihood
Program (SLP). The initiative aims to empower vulnerable residents through skills training,
capacity-building, and livelihood support, enhancing their socio-economic well-being.

4.8.3. Economic Profile

Muntinlupa City is home to prominent retail centers like Alabang Town Center and Festival Mall,
which are major commercial establishments. These malls feature local and international brands,
making significant contributions to the retail and service sectors. Furthermore, the city showcases
several business parks and office spaces in the Alabang Business District, drawing multinational
corporations, financial institutions, and IT companies.

Tourism

Muntilupa offers various tourism establishments blending heritage landmarks such as the Museo
ng Muntinupa, Osawa Shrine, Memorial Hill, and Jamboree Lake, with modern leisure spots such
as the Festival Mall, Alabang Town Center, and Newport Mall and Resorts World Manila.

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4.8.4. Infrastructure and Utilities Profile

Transportation

The city is actively enhancing its active transport infrastructure to promote sustainable mobility
and improve residents' quality of life. Some of its initiatives include an active transport bike
system and a safe pathways program. In 2023, the city received PhP 86.1 million from the DOTr
to implement the project which aims to create a more pedestrian friendly environment. The city
also plans to introduce free bus services to improve public transport accessibility and has
implemented electric-powered public transport systems like the "360 Eco-loop" in Filinvest City.

Power

The main power supply provider of the city is MERALCO.

Water

Maynilad Water Services manages the city's water supply, overseeing distribution in Muntinlupa
and other areas in the West Zone of Metro Manila.

Information and Communications Technology

The city is equipped with various communication facilities, including cellular mobile telephone
services , internet connectivity, postal services, and both broadcast and print media, ensuring
seamless communication for residents and businesses alike.

Muntinlupa City has made significant strides in enhancing its ICT infrastructure to support its
growing population and businesses. The city is also home to government-driven initiatives such
as the Malabon Digital Infrastructure Project, which aims to improve digital services and facilitate
the city's digital transformation.

4.8.5. Institutional Profile

Manpower Complement

As of the Second Quarter of 2024, the city government has a total workforce of 6,134 composed of
825 permanent employees, 3,324 casual employees, and 1,985 Job Order/Contract of Service.

Fiscal Management

In 2022, the City Government of Muntinlupa entailed a total of PhP 6.728 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 5.426 billion of operating expenses leaving
the city PhP 1.301 billion of surplus.

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4.9 About the City of Navotas

4.9.1. Geophysical Profile
Land Area

The City of Navotas covers a total area of 1,069 hectares, which includes the reclaimed land now
utilized by the Philippine Fisheries Development Authority. The city is divided into two (2)
districts and consists of 14 barangays, with 12 of them strategically positioned along its coastal
areas..

Topography

Navotas is a predominantly flat and narrow coastal area, highly urbanized, with a total shoreline of
12.5 kilometers along Manila Bay. The city has a gentle slope, ranging from 0-3%, and sits at an
elevation of two (2) masl.

Climate

The meteorological conditions at the PAGASA synoptic station in the Port Area are representative
of the climate in Navotas. This station provides climatological data for the area, which follows a
Type I climate. Navotas experiences two (2) distinct seasons: a dry season from November-April
and a wet season from May-October, with the heaviest rainfall occurring between June and
September. The dry season is further divided into two (2) periods; the cool dry season, from
December-February, and the hot dry season, from March-May.

Hazards

Navotas is prone to frequent flooding, particularly during high tides, typhoons, and heavy
monsoon rains, with areas near Manila Bay, the fishponds, and along the waterways being most
affected. Nearly 90% of the city is at risk of flooding, especially in extreme cases when water levels
rise by up to two meters. However, this situation has improved due to the implementation of
various mitigation programs that continue to tackle the flooding issue to this day.

4.9.2. Social Profile

Education

The city has 15 public elementary schools, with nine (9) located in District one (1) and six (6) in
District 2. The city is home to five (5) public secondary schools. Additionally, there are 29 private
schools offering education at the preschool, elementary, secondary, and tertiary levels. The city
also hosts two (2) colleges and a manpower training center that provides a variety of courses,
including automotive and cosmetology programs.

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Health and Sanitation

Navotas currently has 11 health centers spread across 9 barangays, along with an emergency and
lying-in clinic located in Barangay San Jose. Five (5) of these health centers are accredited as
Sentrong Sigla, including the Tanza, Tangos, San Roque, NBBN, and Kaunlaran Village Health
Centers.

In alignment with the Department of Health's Kalusugang Pangkalahatan initiative, all health
centers are accredited under the Primary Care Benefit (PCB) package by the Philippine Health
Insurance Corporation (PHIC) and are also recognized by the Directly Observed Treatment Short
Course (DOTS) for tuberculosis treatment. These public health facilities offer basic preventive
services as well as medical, minor surgical, and acute curative care. The city's public health
programs focus on family planning, maternal and child care, nutrition, elderly care, adolescent
health, managing infectious diseases (especially tuberculosis), and addressing lifestyle-related
health risks.

Protective Safety Services

In 2015, the police force in the city was composed of 292 police personnel. Meanwhile, in support
of the city's protective services, there are 63 fire protection forces, of which 60 are non-officers and
three (3) are officers. The Navotas Central Fire Station is the largest in terms of area and facilities.
The city also has three serviceable (3) fire sub-stations located in Barangays Tangos, Tanza, and
Dagat-dagatan.

Housing

Navotas has been taking proactive steps to tackle its housing issues through multiple initiatives
designed to enhance the living conditions of its residents. In November 2024, the National
Housing Authority (NHA) and local leaders held a groundbreaking ceremony for the Navotaas
Homes 5 Phase 2 project in Barangay Tanza 1.

Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens.

4.9.3. Economic Profile

As a coastal city with a 12.5-kilometer shoreline along Manila Bay and nearly 9,300 hectares of
municipal waters, Navotas heavily relies on fishing as the primary source of livelihood for its
residents. The coastal waters of Navotas are home to a variety of fish species, including tunsoy,
asohos, bicao, malakapas, sapsap, and salinas, as well as other marine products like shrimp
(hipon) and alamang, which contribute significantly to the local economy and the community's
way of life.

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Commerce and Trade

Around 70% of the city's population relies on fishing and related industries, including fish trading,
fish net mending, and the production of fish paste (bagoong) and fish sauce (patis).

Navotas is home to business establishments involved in commerce and trade, accounting for
nearly half of the city's total business establishments. These enterprises include sari-sari stores,
general merchandise outlets, food and beverage vendors, pharmaceutical product sellers,
import/export businesses, storage facilities, and hardware/construction supply stores. The majority
of commercial establishments in the city are sari-sari stores, followed by those selling
pharmaceutical products, and general merchandise.

Tourism

Navotas City, often referred to as the "Fishing Capital of the Philippines," offers a unique blend of
maritime heritage and urban attractions. Currently, some of the tourist areas, activities, and
festivals that may attract visitors in the city are:

●​ Fish Port Complex ●​ San Jose Church

●​ San Bartolome Church ●​ Navotas City Amphitheatre
●​ Pangistadaan Festival

4.9.4. Infrastructure and Utilities Profile

Transportation

Navotas is connected to the rest of Metro Manila via major highways, roads, and bridges,
facilitating the flow of goods, services, and social interactions across the region. Modes of
transportation in the city include Public Utility Jeepneys having six (6) routes, Public Utility Bus,
Tricycles, Pedicabs, and Ferries.

Navotas has launched various initiatives to encourage active transportation and improve mobility
for its residents. The city's CLUP for 2016-2025 highlights the need to enhance the riverine and
coastal transport networks, aligning them with current and planned land-based circulation
systems to boost accessibility and connectivity. Some of its initiatives include the project, called
Navento, will link Navotas to Monumento in Caloocan and connect with Line 1 of the Manila
Metro, improving public transportation options and reducing dependence on private vehicles.
This is a recent project this 2024 wherein SYSTRA Philippines signed a contract to develop two
BRT lines in Navotas, aiming to create the first modern BRT system in the Philippines.

Power

MERALCO supplies power to Navotas, as it holds the franchise for the entire Metro Manila area.

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Water

Maynilad Water Services, Inc. (MWSI) supplies water to Navotas City, serving as the distribution
concessionaire for the northern part of Metro Manila under the Metropolitan Water and Sewerage
System. The water is sourced from the La Mesa Dam, where it undergoes filtration and treatment
before being distributed across the entire franchise area. Most barangays in Navotas are connected
to MWSI's distribution lines, with Barangay North Bay Boulevard South being the largest
consumer, using 10,154 cubic meters of water per day.

Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the city.

4.9.5. Institutional Profile

Manpower Complement

As of December 2022, the city government has a total workforce of 2,685 composed of 438
permanent employees, 81 Co-terminous, nine (9) casual, and 2,685 Job Order/Contract of Service.

Fiscal Management

In 2022, the City Government of Navotas entailed a total of PhP 2.095 billion from income.
Meanwhile, in the same year, it recorded a total of PhP1.974 billion of operating expenses leaving
the city PhP 121.167 million of surplus.

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4.10 About the City of Parañaque

4.1.01. Geophysical Profile
Land Area

Parañaque has a total land area of 4,657 hectares which constitutes 7.5% of Metro Manila. It is
subdivided into 16 barangays and is bounded by City of Pasay on the north, City of Taguig on the
east, Manila Bay on the west, and by the City of Las Piñas on the south.

Topography

Elevation ranges between -4 meters to 42 meters with an average of 11 meters. Slope ranges from
less than 3% up to 9% slope. The southwestern portion are mostly gently sloping terrain and
higher elevation providing better spaces for commercial and industrial location while the
northeastern portion are low lying areas adjacent to the sea that fits parks and open spaces

Climate
The city has Type I-like climate characteristics under the Modified Coronas Classification. It has
two (2) pronounced seasons, dry from November-April and rainy for the rest of the year. Peak
rainfall is typically around July and August, reaching a maximum of 300mm while tropical
cyclones are more frequent by year’s end.

Hazards

West Marikina Valley Fault, being in a seismologically-active region, exists in Parañaque making it
susceptible to geological hazards such as liquefaction, ground shaking, and tsunami. It also has
susceptibility to hydrometeorological hazards such as flooding from monsoonal rain and tropical
cyclones. There are also climate hazards facing the city such as El Niño conditions and drought.

4.10.2. Social Profile

Education

One hundred and twenty-four daycare centers are scattered in 16 barangays of Parañaque with 129
daycare workers. A total of 87 institutions (21 public, 66 private) are offered in Parañaque City for
elementary education. The city has 10 public high schools and 33 private high schools. According
to CHED, there are 17 tertiary institutions in the city, with two (2) being state and local
universities and 17 being private schools.

Health and Sanitation

According to the 2024 Department of Health list of health facilities, the City of Parañaque has five
(5) primary care facilities (1 public and 4 private), two (2) private dental clinics, 35 private
diagnostic centers.

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The city health manpower complement was 22 Medical Officers, 23 Dentists, 16 Medical
Technologists, 70 Nurses, 5 Nutritionist-Dietician, 32 Nursing Attendants, 48 midwives, 30
Sanitary Inspectors, 183 Barangay Health Workers and Administrative Support Staff with a total
of 323 permanent, casual and job order personnel.

Protective Safety Services

The police force in the city is at 526 officers (449 male, 77 female), not including aides and
volunteers. There are seven (7) police stations with police vehicles and motorcycles to support
police operations. Firefighting services are equipped with fire engines.

Housing

The City of Parañaque consists of about 343 urban mission areas, including 16 Areas for Priority
Development (APD) and 12 areas participating in the Community Mortgage Program (CMP).
The city is home to 25,073 informal settler families and covers an estimated 45.131 hectares of
land. Informal settlers in risk zones number around 3,320 families, 3,763 on government
properties, 2,460 in APD areas, and 15,428 on private holdings. The majority of informal settler
buildings are composed of lightweight materials, with only a few consisting of concrete and
semi-concrete. The monthly income of these families is less than the minimum wage.

Social Welfare Services

Social welfare services are dedicated to human development. Many beneficiaries are indigents,
distressed or displaced groups, and socially vulnerable groups (such as women, children, and
senior citizens). A range of programs are made available for social welfare

●​ Community Welfare Program

○​ Child welfare
○​ Youth Welfare
○​ Family Welfare
○​ Women Welfare
○​ Disabled Welfare
●​ Special Services and Capacity Development, Skills Training Program
○​ Financial Assistance to College Students
○​ TESDA Skills Training
○​ Burial Assistance

4.10.3. Economic Profile

Commerce, Trade, and Services

Key economic contributors in the wholesale, retail trade and other services sector is the core of
the city’s economic activities at 3.4% contribution to growth, with a remarkable growth rate of
22.8%. The transportation and storage sector has contributed 1.6% to growth, with a growth rate
of 20.0%. In addition, the financial and insurance sector contributed 1.2% to growth, with a growth
rate of 17.3%.

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Tourism

Tourism in Parañaque has emerged as a vibrant tourist destination in 2024. The City offers a mix
of entertainment, shopping and cultural activities that can accommodate both local and
international visitors. Some of the top commercial tourism destinations are:

●​ City of Dreams Manila

●​ Solaire Resort
●​ Okada Manila
●​ Ayala Malls by the Bay
●​ Baclaran Market

Furthermore, the city also has interesting cultural and historical sites that tourists can enjoy and
visit. Some of the sites include:

●​ Baclaran Church
●​ The Cathedral Parish of St Andrew
●​ Las Piñas-Parañaque Wetland Park

The city also hosts local festivals such as:

●​ Sunduan Festival
●​ Feast of Our Lady of Perpetual Help
●​ Parañaque City Fiesta

4.10.4. Infrastructure and Utilities Profile

Transportation

Parañaque has an extensive network of roads, with approximately 1,200 kilometers of roads
serving the area. The road-to-land ratio is estimated to be around 15 kilometers per 100 hectares.
Major arterial roads, such as the Coastal Road and the South Luzon Expressway, facilitate
connectivity to other parts of Metro Manila and nearby provinces. Ongoing infrastructure projects
aim to improve road networks and alleviate traffic congestion. The city offers a variety of public
transportation options, including jeepneys, UV Express vans, taxis, buses, trains, and tricycles. The
city is well-served by several bus routes that connect to key destinations within Metro Manila.
Also, the Ninoy Aquino International Airport is 898 meters away from the City, using the Sucat
Road.

Active Transportation

Parañaque aims to create 100 kilometers of bike lanes by 2030. As of 2024, nearly 40% of this aim
had been accomplished, with 40 kilometers of bike lanes installed. The original bike lane network
covers major thoroughfares such Coastal Road, access roads parallel to the South Luzon
Expressway, major access points, and strategic urban districts.

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Power

Power is solely distributed by the MERALCO in the National Capital Region, covering the city’s
energy concerns. Energy for the region is largely from the Malampaya gas field while there is
201.9 megawatts of dependable capacity generated by six (6) power plant facilities within the
National Capital Region. There are eight (8) MERALCO substations in the city based on a 2012
report.

Water

Water is distributed by the Manila Water Company, Inc. providing a Level III water system. The
city’s households, businesses, and other major establishments are supplied under MWCI’s three
(3) Manila Water Business Areas.

Information and Communications Technology

Telephone services are provided by PLDT, Digitel, and Multi-Link Communications System.
Globe, Smart, and Sun Cellular are the mobile service providers in the city. Postal and courier
services are also available through the Philippine Postal Corporation, DHL, LBC, and JRS Express.

4.10.5. Institutional Profile

Manpower Complement

For the year 2020, the City has a total workforce of 6,731 personnel consisting of 20 elective
officials, 1,399 permanent employees, 3,099 casual employees, 60 contractual and 2,153 job order
personnel.

Fiscal Management

In 2020, the city was able to collect PhP 8.19 billion in locally-sourced revenues, majority from real
property taxes and business taxes. In addition, the appropriations of the City for the General
Fund and Special Education Fund totaled P12,761,476,728. Obligations charged against these
appropriations amounted to P9,598,439,416.

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4.11 About the City of Pasay

4.11.1. Geophysical Profile
Land Area

Pasay has a total land area of about 1,850 hectares, making it one of the smaller cities in Metro
Manila. It is bounded by Manila on the north, Makati on the east, Parañaque on the south, and
Manila Bay on the west. The city is divided into 201 barangays.

Topography

Pasay’s elevation ranges from sea level to approximately 10 masl. The city is mostly level, with a
few places that are slightly elevated. The proximity to Manila Bay affects the local geography,
making particular regions prone to flooding.

Climate
The city has a Type I-like climate. It has two (2) pronounced seasons, dry from November-April
and rainy for the rest of the year. Peak rainfall is typically around July and August, reaching a
maximum of 300mm while tropical cyclones are more frequent by year’s end.

Hazards

West Marikina Valley Fault, being in a seismologically-active region, exists in Pasay making it
susceptible to geological hazards such as liquefaction, ground shaking, and tsunami. It also has
susceptibility to hydrometeorological hazards such as flooding from monsoonal rain and tropical
cyclones. There are also climate hazards facing the city such as El Niño conditions and drought.

4.11.2. Social Profile

Education

Pasay City operates 45 public and private elementary schools, 12 public high schools, and 18
private high schools. The city also houses various higher education institutions, such as the
Polytechnic University of the Philippines and the Pasay City Science High School.

Table 4.4 Educational Institutions in the City of Pasay

ucational Institutions Public Private Total

No. of K – Grade 6 Schools 19 39 58

No. of Grade 7 – Grade 10 Schools 8 21 29

No. of Senior High Schools 8 19 27

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ucational Institutions Public Private Total

No. of Colleges 0 10 10

No. of University 1 1 2

Total 36 90 126

Health and Sanitation

According to the 2024 Department of Health report, Pasay has six (6) public hospitals, three (3)
private hospitals, and numerous clinics and health centers. The city employs a total of 300 health
personnel, including doctors, nurses, and midwives, to cater to the health needs of its residents.

Table 4.5 Health Facilities in the City of Pasay

Health Facilities Public Private Total
No. of Hospital 2 2 4
No. of Health Centers 14 - 14
No. of Lying-In 1 3 4

No. of Private Clinic - 14 14

No. of Dental Clinics 15 9 23

Total 31 28 59

Protective Safety Services

The Pasay City Police Department has roughly 500 policemen and is supplemented by community
volunteers. The city has five police stations and patrol cars to keep the public secure. Fire services
are provided by the Bureau of Fire Protection, which operates several fire stations throughout the
city.

Housing

Pasay City contains a variety of residential zones, including informal settlements. There are
around 15,000 informal settler families, with many living in flood-prone locations. The local
administration is aggressively working on housing programs to help these families migrate to safer
neighborhoods.

Social Welfare Services

Social welfare services are dedicated to human development. Many beneficiaries are indigents,
distressed or displaced groups, and socially vulnerable groups (such as women, children, and
senior citizens). A range of programs are made available for social welfare:

●​ Community Development Programs

●​ Child and Youth Welfare Services
●​ Senior Citizen Assistance Programs

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●​ Livelihood and Skills Training Programs

●​ Financial Assistance for Education

4.11.3. Economic Profile

Commerce, Trade, and Services

Pasay City is a commercial hub that makes a substantial contribution to Metro Manila's economy.
The city is home to various retail malls, hotels, and entertainment complexes, including the SM
Mall of Asia, one of the Philippines' largest malls. The service sector, notably retail and hospitality,
is critical to the city's economic development.

Tourism

Pasay City is a vibrant tourist destination, attracting both local and international visitors. Key
attractions include:

●​ SM Mall of Asia
●​ Cultural Center of the Philippines
●​ Star City Amusement Park
●​ Manila Baywalk

The city also hosts various events and festivals, such as the Pasay City Fiesta and the Feast of the
Black Nazarene, which draw large crowds.

4.11.4. Infrastructure and Utilities Profile

Transportation

Pasay City's location within Metro Manila makes it a transportation hub, with excellent road and
public transit connections. Major highways and the Metro Manila Skyway and South Luzon
Expressway provide access to both the city and surrounding regions. The city's public
transportation network includes three train lines (LRT-1, MRT-3, and Philippine National Railway
South Line), as well as numerous buses, jeepneys, vans, tricycles, and pedicabs. Notably, Pasay is
home to three of the four Ninoy Aquino International Airport terminals (Domestic, Centennial 2,
and Terminal 3) and offers ferry services to Bataan, Corregidor, and Cavite City from terminals
near the Folk Arts Theater and SM Mall of Asia. This exceptional accessibility contributes
significantly to Pasay City's competitiveness.

Power

MERALCO provides energy to Pasay City as part of its larger service area, which includes Metro
Manila and the neighboring areas. Power comes from both the National Power Corporation and
independent power sources. In 2012, the city used approximately 979 million kWh of power, with

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commercial customers accounting for the great majority (77%), followed by residential (18%),
industrial (5%), and street lighting (less than 1%). While virtually all (95%) of Pasay families have
access to electricity, some informal settlements are still unconnected due to documentation
concerns. MERALCO regularly maintains its infrastructure to ensure a consistent power supply.

Water

Maynilad Water Services, Inc., the Metropolitan Water and Sewerage System's (MWSS)
concessionaire for western Metro Manila, provides the main water supply to Pasay City through a
piped system. Maynilad serves all 201 of the city’s barangays.

Drainage and Sewerage

Pasay is crossed by various creeks, notably the Estero Tripa de Gallina and Maricaban Creek,
which merge at a lagoon near Aurora Boulevard and then run into the Parañaque River and
eventually Manila Bay. These canals are essential for drainage, particularly during severe rains.
However, silt building and blockages frequently cause surface water collection and floods in
low-lying locations, particularly those located along creek banks.

Information and Communications Technology

Telephone services are provided by PLDT, Digitel, and Multi-Link Communications System.
Globe, Smart, and Sun Cellular are the mobile service providers in the city. Postal and courier
services are also available through the Philippine Postal Corporation, DHL, LBC, and JRS Express.

4.11.5. Institutional Profile

Manpower Complement

In 2020, the city government’s manpower complement totaled to 4,459 consisted of 16 elective
officials, 1,644 regular employees, 2,602 casual employees, and 197 coterminus employees.

Fiscal Management

The city has recorded a total assets of PhP 18.83 billion in 2023. In the same year, the city
generated over PhP 9.06 billion of revenue and about PhP 7.80 billion of expenditure.

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4.12 About the City of Pasig

4.12.1. Geophysical Profile
Land Area

The City of Pasig has a land area of 3,539.80 hectares, representing about 5% of Metro Manila, and
comprises 30 barangays. The city is bounded by Marikina City and Quezon City On the north,
Mandaluyong City On the west, the Municipality of Cainta on the east, and by Makati, Taguig,
and Pateros on the south

Topography

The topography of Pasig is generally flat, with elevation is around 0-40 masl. The high points are
located in the western portion of the city along the ridge formed by the active fault line.

Climate

Pasig is generally a Type III under the Modified Coronas Classification. This climate type does not
have a pronounced maximum rain period and has a short dry season only, either from
December-February or from March-May.

Hazards

Pasig is traversed by the active West Valley fault, specifically in Barangays Ugong, Oranbo, and
Bagong Ilog. Seismological hazards include ground rupture, ground shaking, liquefaction, and
earthquake-induced landslides. The low-lying elevation and numerous streams such as the Pasig
River, the Marikina River, and the man-made Manggahan Floodway contribute to flooding hazard
in the city. Heavy rainfall is usually from monsoons and tropical cyclones which affect the city
annually.

4.12.2. Social Profile

Education

As of 2020, Pasig has 69 kindergarten schools, 70 elementary schools, 43 junior high schools, and
25 senior high schools. Of this total, 70 schools offer pre-school up to elementary levels while 76
schools offer pre-school up to secondary levels. The city also has 15 special education schools.
Table 4.6 below shows the breakdown of public and private institutions in Pasig:

Table 4.6 City of Pasig Educational Institutions, 2020

Level Offered Public Institutions Private Institutions Total

Kindergarten/ 28 41 69
Preschool only

Elementary 28 42 70

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Level Offered Public Institutions Private Institutions Total

Junior High School 14 29 43

Senior High School 11 14 25

Preschool and 28 42 70
Elementary

Preschool, Elementary, 53 23 76
and Secondary level

Special Education 12 3 15

Total 174 194 368

Source: City of Pasig Planning and Development Office, 2020

Health and Sanitation

The city has 16 hospitals (3 public, 13 private), 43 health centers, six (6) super health centers, and
1 puericulture center. There are 72 doctors serving the city resulting in a 1:11,115 doctor to
population ratio. Additionally, there are 35 dentists, 225 public health nurses, 108 registered
midwives, 44 medical technologists, 15 nutritionists, 316 barangay health workers and 35 barangay
nutrition scholars.

Protective Safety Services

In 2020, the city has one (1) police station and eight (8) sub-stations. Police forces are at 544 with
a police-to-population ratio at 1:1,606 -below the standard of 1:1,000. Fire protection services are in
the form of one (1) central fire station and nine (9) substations. There are a total of 166 fire
personnel resulting in a firefighter-to-population ratio of 1:4,902.

Housing

Based on the 2020 Census, the household population of the city is 801,439 which equates to
212,895 households with an average of 3.8 members per household. Total housing backlog in 2010
was at 22,251 housing units where 16,356 units are in acceptable condition and 5,320 are
double-up households.

In 2020 there were 6,392 informal settler households, accounting for 3.55% of all households in
the city.

Social Welfare Services

Social welfare services provided by Pasig to major sectors of concern include PWDs, senior
citizens, disadvantaged families, children & youth, and solo parents. A few examples of services
provided in the city are:

●​ Pasig City Scholarship Program ●​ Barangay Computer Literacy

Program

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●​ Special Children Educational ●​ Drug Abuse Treatment and

Institute Rehabilitation Program
●​ Social Welfare Assistance Center ●​ Bahay Kalinga ng Pasigueña
(for medical, hospital, burial ●​ Bahay Aruga
assistance)

4.12.3. Economic Profile

Commerce and services

Economic activity in Pasig is primarily driven by the tertiary sector. Service business
establishments account for 42.2% of registered businesses and commercial establishments account
for 38.3% of registered business for a total of 81.1%

Tourism

Data from 2019 show that the city captured a mere 8% of foreign and 0.5% of domestic travelers of
the NCR. There are 11 Department of Tourism (DOT)-accredited hotels out of the 31 registered in
the city. In 2021 the city government created a Tourist Information Desk in the interest of growing
the tourism sector, in parallel with promotion of local events, and cultural & historical landmarks.

4.12.4. Infrastructure and Utilities Profile

Transportation

The city’s road network is about 353.42 kilometers in total length. There are road-, rail-, and
river-based transportation options available to the city. Road-based transportation includes buses,
jeepneys, UV Express, taxis, and tricycles. Current railway infrastructure is limited to the
periphery of the city with MRT-3 along EDSA and LRT-2 along Marcos Highway. However, there
are railway projects underway that will traverse the interior of Pasig, these being the Metro Manila
Subway and MRT-4. The Pasig River Ferry Service also has a station in the city, providing
connections as far as Intramuros in Manila.

The city also implemented a fareless bus service on June 16, 2016, mostly catering to trips
generated by the Ortigas Central Business District. The bus service underwent changes in its
operations at the onset of the pandemic in 2020.

Active Transportation

There are 19.58 kilometers of protected bike lanes out of the overall 54.25 kilometers in the city.
Bike racks have also been installed in 70 locations in the city.

Ordinance no. 13, series of 2011 was enacted for the promotion of cycling as a healthy and
environmentally-beneficial transportation mode in the city. Designation of bike lanes under this
ordinance relies on the Bike Map Guide developed by the MMDA. It also provided guidelines for

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wearing of helmets and other safety-related features for cyclists as well as penalties of violations
such as blocking the bike lane and failure of establishments to provide cycle parking racks.

Power

Power is solely distributed by the MERALCO in the National Capital Region, covering the City of
Pasig’s energy concerns. Energy for the region is largely from the Malampaya gas field while there
is 201.9 megawatts of dependable capacity generated by six (6) power plant facilities within the
National Capital Region. There are eight (8) MERALCO substations in the city based on a 2012
report.

Water

Water is distributed by the Manila Water Company, Inc. providing a Level III water system. The
city’s households, businesses, and other major establishments are supplied under MWCI’s three
(3) Manila Water Business Areas.

Information and Communications Technology

Telephone services are provided by PLDT, Digitel, and Multi-Link Communications System.
Globe, Smart, and Sun Cellular are the mobile service providers in the city. Postal and courier
services are also available through the Philippine Postal Corporation, DHL, LBC, and JRS Express.

4.12.5. Institutional Profile

Manpower Complement

By the end of 2020, the City Government of Pasig had 9,908 personnel in total of varying
employment statuses which includes elective, permanent, coterminous, temporary, and casual

Fiscal Management

The city has incurred a net operating income between the years 2016-2020. In that period, the
highest net operating income was at PhP 6.96 million in 2019 and the lowest was at PhP3.74
million in 2020 for an annual average of Ph P5.84 million.

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4.13 About Quezon City

4.13.1. Geophysical Profile
Land Area

Quezon City has a total land area of 16,112.58 hectares which constitutes about 25% of the
National Capital Region. It is subdivided into 142 barangays and is bounded by Caloocan City and
San Jose del Monte City in the north, the Municipality of San Mateo and the City of Marikina in
the east, City of Pasig, Mandaluyong City, San Juan City and the City of Manila in the south, and
by Valenzuela City, Caloocan City, and again the City of Manila in the west.

Topography

Slope ranges between from less than 3% up to 15% slope. Small disparate areas in the city with
steep slopes are potential sites for parks and green space development. Elevation ranges between
3.5 meters to 281 meters. The southwestern portion is mostly low-lying terrain while areas in the
northeast are higher in elevation.

Climate

Quezon City experiences a Type I climate under the Modified Coronas Classification. There are
two distinct seasons, a dry season from December to April and a wet season for the rest of the
year.

Hazards

Quezon City is traversed by the active West Marikina Valley Fault, and naturally faces the risk of
ground shaking, liquefaction hazard, and earthquake-induced landslides. It also has susceptibility
to hydrometeorological hazards such as flooding from monsoonal rain and tropical cyclones.
There are also climate hazards facing the city such as El Niño conditions and drought. Prolonged
dry spells can threaten water supply to the city and other areas served by the La Mesa dam, such
was the case in 2019.

4.13.2. Social Profile

Education

There are 153 public schools and 638 private schools present in the city offering in part or for all
levels from elementary to senior high school. There are 109 tertiary level institutions present,
including several prominent universities. Additionally, Quezon City has 19 libraries across its six
districts.

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Health and Sanitation

Health facilities in Quezon City include one (1) district hospital, eight (8) hospitals, 37 medical
clinics, and 15 dental clinics.

There are 71 hospitals (17 public and 54 private), 66 health centers, 10 sub-health stations, one (1)
city employees clinic, two (2) upgraded Public Health laboratories, one (1) Quality Assurance
Laboratory Center, and 2,652 other health and wellness facilities which include maternity clinics,
optical clinics, dental clinics, dental laboratories, dermatology clinics, skin care clinics, diagnostic
centers, dialysis centers/clinics, veterinary clinics, surgical clinics, psychiatric rehabilitation
centers, among others.

Protective Safety Services

The police force in the city is at 5,139 police personnel with an almost ideal police-to-population
ratio at 1:591 in the year 2018. There are also 2,148 Barangay Protection Security Officers (BPSOs)
to augment protective services. There are 12 police stations, 27 Police Community Precincts and
one Barangay Police Community Precinct in all 142 barangays.

There are 571 firefighter personnel resulting in a firemen-to-population ratio of 1:5,278 which does
not meet the ideal ratio of 1:2,000. This service is augmented by 35 civilian personnel, and 47 city
fire aides. There are 26 fire-substations in the city.

Housing

There are an estimated 707,133 households in Quezon City for the year 2018. It is calculated that
123,024 housing units are needed by 2023, and this does not include 9,828 units for structural
improvements, and 145,181 informal settler families needing tenurial or infrastructural
improvements.

Table 4.7 Quezon City Housing Backlogs, 2018

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 27,197
Unacceptable Housing Units 1,110
Homeless 707
Displaced Units 43,368
Newly-formed households 50,642
Total Backlog 123,024
Source: Philippine Statistics Authority, 2015

Social Welfare Services

Social welfare services are dedicated to human development. Many beneficiaries are indigents,
distressed or displaced groups, and socially vulnerable groups (such as women, children, and
senior citizens). A range of programs are made available for social welfare:

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●​ Community Welfare Program ●​ Vocational and Skills Training

○​ Child welfare Program
○​ Youth Welfare ●​ Supplemental Feeding and Day
○​ Family Welfare Care Services
○​ Women Welfare ●​ Children in Need of Special
○​ Disabled Welfare Protection
○​ Elderly Welfare
●​ Welfare and Relief Program
●​ Residential and Rehabilitation
Program
4.13.3. Economic Profile
Industry and Service

Quezon City’s economic activities are led by the services sector which accounts for 91% of
registered businesses. There are 17,423 registered businesses in wholesail/retail activities, bannered
by the presence of several shopping malls in the city. Real estate activities number at 9,143
registered establishments, followed by financial and insurance activties at 8,553 registered
establishments. Majority of businesses are small to medium-scale engaged in finished product
distribution and basic service provision.

The remaining 8.99% are for the industrial sector and a presumably negligible agricultural sector
activities. The number of industrial business establishments is at 6,508, and the observed trend is
relocation of industrial activities outside the city.

Tourism

The city captures a limited share of the tourism market. The Department of Tourism has
accredited 13 establishments, but Quezon City has 42 registered hotels offering mostly standard
and economy room classification. There are a further five (5) resorts, 79 apartelles, four (4) inns
and three (3) pension houses.

Internal regional traffic is expected to be largely driven by commercial activities with shopping
malls, conferences, and festivals and other religious events.

4.13.4. Infrastructure and Utilities Profile

Transportation

The city has approximately 2,324.40 kilometers of roads, and has a road-to-land ratio of 17.01
kilometers per 100 hectares. Several major arterial and circumferential roads of Metro Manila go
through Quezon City, new highway projects are also expected to be added in the future.

Various public transportation modes and their respective stations and terminals are present within
the city, these include jeepneys, UV Express, taxis, buses, and tricycles. Two (2) railway lines also
traverse the city, LRT-2 from east to west, and MRT-3 from north to south. Just as with highways,
new railway lines are also expected to be added within the next few years.

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Starting in 2020, Quezon City has since maintained the free public transportation “Q City Bus”
service. The bus network is mainly centered on Quezon City hall and connects to seven (7)
different points: Cubao, Litex/IBP Road, General Luis, Mindanao Avenue, Gilmore, Ortigas
Avenue Extensions, and Muñoz. An eighth route connects Welcome Rotunda to the LRT-2
Katipunan station along Aurora Avenue.

Active Transportation

Quezon City has set a target of 350 kilometers of bike lanes by 2030. As of 2024, 60% of the target
has been achieved with a total 210.52 kilometers of bike lanes installed. The network first began
with Commonwealth Avenue, Quezon Avenue, East Avenue, and North Avenue.

Meanwhile, the the city government has enacted city ordinances to promote active transport in
the city.

●​ Ordinance 2988, series of 2020 was enacted for promoting safe cycling and active
transportation as an alternative transportation mode in the city. The ordinance
placed the newly-created Bicycle and Active Transport Section under the Department
of Public Order and Safety.
●​ Ordinance 2942, series of 2020 outlined required use of cyclists to use helmets and
penalties for violations.
●​ Ordinance 2551, series of 2016 declared the last Sunday of May as Quezon City Bike
Day.
●​ Ordinance 2369, series of 2014 requires provision for cycle parking spaces in major
business establishments within the city.

In 2024, Maginhawa Avenue is the site of tactical urbanism where pedestrian and cycling spaces
are highlighted to encourage active transportation in the area lined with restaurants and other
commercial services.

Quezon City has also begun on December 8, 2024 a car-free initiative along Tomas Morato
Avenue, limiting access to the road every Sunday between 5 a.m to 10 a.m. to promote pedestrian
and cycle activities.

Power

Power in the National Capital Region is solely distributed by the MERALCO, thus covering
Quezon City’s energy concerns. Energy for the region is largely from the Malampaya gas field
while there is 201.9 megawatts of dependable capacity generated by six (6) power plant facilities
within the National Capital Region.

Water

The water supply of Quezon City is by the Metropolitan Waterworks and Sewerage System
(MWSS) which is then distributed through two (2) private concessionaires: Maynilad Water
Services, Inc. (MWSI) for the city’s western section and the Manila Water Company, Inc. (MWCI)
for the eastern section. As of 2018, there are 498,727 water service connections in the city with
MWSI handling 64.31% of connections and MWCI for the remaining 35.69%.

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Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the city. As of 2018, there are 11
telephone companies and mobile service providers in Quezon City. Furthermore, the National
Telecommunication Commission has authorized 61 internet service providers with registered
company addresses in Quezon City.

4.13.5. Institutional Profile

Manpower Complement

16,326 personnel of elective, permanent, temporary, and co-terminus, contractual, and consultant
types and of employment status as of December 2018

Fiscal Management

Total revenue for Quezon City in 2018 was at PhP20.2 billion, majority or 64.76% coming from tax
collections. Operating costs in the same year amounted to PhP12.1 billion.

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4.14 About the City of San Juan

4.14.1. Geophysical Profile
Land Area

The City of San Juan has a total land area of 595 hectares which accounts for 0.96% of NCR,
making it the smallest city in Metro Manila. It is composed of 21 barangays, which is further
divided into two (2) districts. The city is bounded on the north by Quezon City, on the west by
the City of Manila, and bounded on the south and east by the City of Mandaluyong.

Topography

San Juan's topography is characterized by elevations ranging from 2 to 43 meters above sea level,
with most areas lying between 15 to 25 meters ASL. Higher elevations are found in Barangay
Greenhills and portions of Little Baguio, Sta. Lucia, and Addition Hills, while the terrain is mostly
level to gently sloping.

Climate

San Juan experiences a Type I climate under the Modified Climate Corona Classification, similar
to other areas in western Luzon, Mindoro, Negros, and Palawan. This climate features two distinct
seasons: a dry season spanning from November-April and a wet season covering the remainder of
the year.

Hazards

Based on the city’s natural topography and location near rivers and creeks, certain barangays are
prone to flooding. Barangays in topographically low-lying areas or near a major river system have
moderate to high sensitivity to flooding. With regards to landslides, the city’s susceptibility
remains relatively low, affecting only 9.69% of the city’s total land area. The city is also exposed to
earthquake hazards such as groundshaking and liquefaction due to its proximity to seismic fault
zones like the West Valley Fault.

4.14.2. Social Profile

Education

As of 2021, San Juan has a total of 13 public schools, comprising nine (9) elementary schools and
four (4) secondary schools—-San Juan National High School, San Juan Science High School, San
Juan City Academic Senior High School, and San Juan City TVL Senior High School. The city is
also home to 26 private schools, with five (5) offering elementary education only, two (2)
providing secondary education, two (2) catering exclusively to senior high school students, and
one (1) combining elementary and junior high programs. Moreover, 11 private schools in San Juan

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offer complete, multi-level educational programs. As for tertiary education, there is one (1) public
university and one (1) private college namely, Polytechnic University of the Philippines and
Dominican College. Additionally, San Juan Skills and Livelihood Training Center is the only
vocational school in the city.

Health and Sanitation

The city has one (1) public hospital and two (2) private hospitals. It hosts ten (10) main rural
health units and eight (8) barangay health stations. The city's health and medical needs are met
by 1,315 doctors, 512 nurses, 27 midwives, eight sanitary inspectors, and 35 other healthcare
workers and assistants. Additionally, there were 17 Barangay Nutrition Scholars as of March 2019.

Protective Safety Services

The City PNP Station is located in Barangay Corazon de Jesus and it is supported by seven (7)
sub stations, a Special Reaction Unit Office, and a Traffic Office. As of 2020, the city has a total of
261 police personnel leading to a police to population ratio of 1:469, which is well within the ideal
ratio. In terms of fire protection, the city’s fire station is equipped with two (2) fire trucks and two
(2) mini pumpers. San Juan’s fire force is composed of 103 personnel with a fire personnel to
population ratio of 1:1,188, attaining the ideal ratio.

Housing

As of the 2015 Census, San Juan has 26,768 housing units, with 28,623 households, averaging four
(4) people per household. The majority of households (57%) live in multi-unit residential
buildings, followed by 30.8% in single houses and 11.5% in duplex units. Approximately 43.9% of
households are renters, while 36.7% are homeowners, and most housing units are made with
strong materials, with nearly all having solid roofs and walls.

Social Welfare Services

The San Juan City Social Welfare and Development Office offers the following services to its
beneficiaries: San Juan Health Card, Solo Parent Application, Pre-Marriage Seminar, Social Case
Study Report, Child Custody, Foster Care and Adoption, and Counseling. In 2020, the city has
passed a total of 13 resolutions and ordinance for social welfare, eight (8) of which are general
social welfare resolutions and ordinances, one (1) is for PWDs, 11 for children and youth, four (4)
for women and children, two (2) for solo parents, and five (5) for senior citizens. Additionally, the
city has 17 daycare centers and a residential care for children in conflict with the law (CICL),
known as the San Juan City Bahay Pag-asa.

4.14.3. Economic Profile

Commerce and Trade

San Juan's commerce and trade sector is supported by over 132 hectares allocated for commercial
use, with most establishments located near densely populated residential areas and along major

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roads. The Greenhills Commercial Center, the city's largest and most popular commercial hub, is
situated in the eastern part, while smaller enterprises are found in the western and southern areas.
Mixed-use developments, including office spaces, BPOs, retail outlets, and restaurants, are
concentrated in several barangays, with the highest number of businesses in wholesale and retail
trade, which accounted for 2,643 establishments as of 2019.

Industry

Most of the city’s industries are found along the San Juan River. Industrial establishments have
slightly increased from 102 in 2018 to 111 in 2019. A similar trend in the collected revenue was
observed with an increase from PhP 28 million to PhP 29 million over the same period. According
to the BPLO, the local revenue collected from industrial establishments in 2019 amounted to PhP
884.7 million.

Tourism

The City of San Juan offers a variety of tourist attractions and activities including commercial
attractions, markets, hotels, cultural sites, festivals, parks and recreational spaces. To further reach
its maximum potential in tourism, the city aims to prioritize the maintenance and protection of
its historical landmarks, as well as increase its accredited tourism and tourism-related
establishments. Currently, some of the tourist areas and activities that may attract visitors in the
city are:

●​ Wattah! Wattah! Festival ●​ Plaza Mayor / Monument to Jose

●​ Dambana ng Pinaglabanan Rizal
●​ Museo ng Katipunan ●​ El Povorin / Alamcen de Polvora

4.14.4. Infrastructure and Utilities Profile

Transportation

San Juan has 319 roads spanning a total of 97.68 kilometers, including eight (8) national roads
(12.33 kilometers), 38 private roads (19.66 kilometers), and 273 barangay roads (65.69 kilometers).
Over half of the roads (53.45%) are concrete, while 44.96% are asphalt, and 1.57% are a mix of
both materials. The city is served by 10 concrete bridges and various transportation options, such
as buses, jeepneys, taxis, tricycles, and the LRT Line 2, with the J. Ruiz Station as its only station.

Power

MERALCO is the main provider of electricity in San Juan. In 2019, 98.79% of households are
served with electricity. The city also plans to explore renewable energy, especially solar energy as
the primary and alternative power source in the city hall.

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Water

The water supply in the city is managed and distributed by the Manila Water Company, Inc.
(MWCI). In 2011, the city had a total of 7,370 water service connections with 86.72% for domestic
connections, 9.54% for commercial connections, 3.49% for semi-business connections, and 0.26%
for industrial connections.

Information and Communications Technology

The city’s ICT sector is supported by major telephone service providers PLDT and Globe, with
cable services offered by Sky Cable. As of 2012, the city had 54 recorded cell sites. Moreover,
residents have access to a variety of internet providers, including Converge, Globe, Sky, PLDT,
and Smart.

4.14.5. Institutional Profile

Manpower Complement

As of 2023, the city government has a total workforce of 1,874 personnel comprised of 927
permanent personnel, 606 job order, 275 contractual, 22 co-terminues, 14 contract of service, 13
elective officials, nine (9) temporary, six (6) casuals, and two (2) appointive personnel.

Fiscal Management

In 2023, the City Government of San Juan entailed a total of PhP 2.694 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 2.528 billion of operating expenses leaving
the city PhP 41 million of surplus.

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4.15 About the City of Taguig

4.15.1. Geophysical Profile
Land Area

The City of Taguig has a total land area of 4,728.69 hectares and subdivided into 38 barangays.
These barangays are grouped together into two (2) congressional districts while 10 barangays are
Enlisted Men’s Barrio, also known as Embo Barangays. It is bounded on the north by the
Municipality of Pateros and the City of Pasig, on the east by the Municipality of Taytay and the
Laguna Lake, on the south by the Laguna Lake and the City of Muntinlupa, and on the west by
the cities of Parañaque, Makati, Pasay, and all of Metropolitan Manila.

Topography

Taguig's topography is divided into two (2) distinct areas: a gently rolling western section and an
eastern alluvial plain that stretches into Laguna de Bay where approximately 65% of the city's land
is flat. The elevation varies from 0-10 masl in the coastal plains and rises to between 20-70 meters
in the hilly areas.

Climate

Taguig experiences a Type 1 climate, marked by distinct rainy (May-October) and dry
(January-April) seasons. The city receives an average annual rainfall of 1,149.2 mm with around
113 rainy days, most of which occur from May-October, peaking in July with up to 20 rainy days.
Tropical cyclones influence the city 2-3 times per year, contributing to the region's weather
variability.

Hazards

The City of Taguig is exposed to hydrometeorological and geological hazards. The main
hydrometeorological hazards in the city are flooding, earthquake, liquefaction, and
groundshaking. Taguig is prone to flooding due to its low-lying terrain and proximity to Laguna
de Bay.

4.15.2. Social Profile

Education

Taguig's public educational system offers a wide range of options, from public elementary and
high schools to specialized science and tertiary institutions, ensuring accessible quality education
for its residents. The city boasts 21 public elementary schools, 11 public high schools, five (5)
integrated and specialized schools, and three (3) science high schools, with all barangays hosting
free public education facilities. Additionally, Taguig is home to seven (7) public tertiary

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institutions, including the Polytechnic University of the Philippines-Taguig, Taguig City

University, and the University of the Philippines-BGC.

Health and Sanitation

Taguig City hosts numerous hospitals, clinics, and health centers to meet the diverse medical
needs of its residents. Major hospitals, such as St. Luke's Medical Center Global City,
Taguig-Pateros District Hospital, and Taguig Doctor's Hospital, provide advanced medical care
alongside an array of specialized clinics and maternity facilities. Additionally, 31 barangay health
centers, including Super Health Centers in Ligid-Tipas, North Signal, and Central Bicutan, ensure
accessible primary care and preventive services throughout the city.

Protective Safety Services

Taguig's law enforcement is supported by a central police station and 12 strategically located
sub-stations, such as those in Fort Bonifacio, Western Bicutan, and Signal Village. The city is also
equipped with multiple fire stations, including the BFP NCR Taguig City Central Fire Station and
sub-stations in Tipas, Tuktukan, and Bagumbayan, providing rapid response to emergencies.

Housing

Based on the 2020 Census, Taguig recorded a total of 882,622 household population, 246,873
number of households, and a 3.6 average household size. The city is continuously undertaking
innovative housing solutions to address their needs. Socialized housing projects such as the Family
Townhomes, a Galing Pook Awardee, and the iconic Fort Bonifacio Tenement highlight the city's
commitment to affordable housing.

Social Welfare Services

The city offers a wide range of social welfare services to support various groups within the
community. These include birthday cash gifts for senior citizens and persons with disabilities,
along with programs like job fairs, livelihood support, and sports activities for both seniors and
PWDs. The city also provides essential services for the youth, solo parents, and individuals in
crisis, offering programs such as educational support, skills training, medical assistance, and
rehabilitation services for drug users and abused women and children.

4.15.3. Economic Profile

Agriculture and Fisheries

Taguig's agricultural and fisheries sector thrives through innovative programs and community
initiatives led by the City Agricultural Office. Urban farms, including the Taguig City Integrated
Urban Farm and school and community gardens, showcase modern techniques like hydroponics
and aquaponics. The city also supports farmers and fisherfolk through programs such as seminars,
resource distribution, fish cage provisions, and lake seeding, ensuring food security and

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sustainable livelihoods. Additionally, Taguig’s melon farms and the annual Melon Festival
highlight its agricultural heritage and commitment to nurturing local produce.

Industry

Taguig boasts several industrial zones strategically located across the city, with key areas in
barangays Ibayo-Tipas, Palingon, Calzada, Napindan, Western Bicutan, and Tanyag. Among these
is the Food Terminal Inc. (FTI) in Western Bicutan, a government-owned agro-industrial complex
dedicated to ensuring Metro Manila’s access to affordable agricultural goods. Another notable hub
is the Mañalac Industrial Estate in Bagumbayan, which serves as a prominent industrial center in
southern Taguig.

Commerce and Trade

Taguig offers a wide array of shopping destinations catering to diverse markets. High-end malls
like Bonifacio High Street, SM Aura, and Venice Grand Canal Mall attract upscale shoppers, while
establishments like Market! Market! and Vista Mall serve middle-class consumers. To support
local businesses, the city is expanding with public markets, trade centers, and MSME hubs in
various barangays, fostering economic growth and providing opportunities for entrepreneurs.

Tourism

The city boasts a vibrant tourism industry, highlighted by historical landmarks such as the Plaza
Quezon, Minor Basilica and Archdiocesan Shrine Parish of St. Anne, and the Manila American
Cemetery and Memorial. Visitors can enjoy unique cultural experiences through local food like
Tipas Hopia and Pastil, alongside festivals such as the Melon Festival and the International Street
Art and Mural Festival. The city's parks, including TLC Park and Taguig Eco Park, provide
recreational spaces, while sports enthusiasts can watch the Taguig Sports League. Other famous
landmarks include:

●​ Napindan Lighthouse ●​ Libingan ng mga Bayani

●​ The Mind Museum ●​ Blue Mosque
●​ The Philippine Veterans Museum ●​ Plaza Quezon
●​ Bantayog ng Bayani ng Ikalawang ●​ Bantayog ng mga Bayani ng Tipas
Digmaang Pandaigdig ●​ Bonifacio Global City (BGC)
●​ Simboryo

4.15.4. Infrastructure and Utilities Profile

Transportation

The main mode of transportation in the city features jeepneys, buses, and tricycles, with major
roads like C-5, C-6, and Kalayaan Avenue running through the city. The city also benefits from

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future developments like the North-South Commuter Railway and the Metro Manila Subway,
alongside a ferry terminal serving the Pasig River.

Active Transportation

Additionally, Taguig promotes cycling through its extensive 60-kilometer network of bike lanes,
supported by the "Bike Friendly Ordinance" to enhance safe and sustainable mobility. The Taguig
Mobility Office oversees this network, aiming to enhance the city's cycling infrastructure and
encourage a greener, more accessible active transport system.

Power

MERALCO is the primary electricity provider in Taguig, serving as the sole distributor of
electrical power across Metro Manila.

Water

Manila Water is responsible for supplying potable water and managing the sewerage system in
Taguig, ensuring safe and reliable water access and wastewater treatment for the city's residents.

Information and Communications Technology

PLDT, Inc., Digital Telecommunication Phils, Inc., Smart Communication, Inc., and Globe
Telecom, Inc. provide Taguig with new telephone lines and internet connectivity. Telecom centers,
fiber optics communication networks, and satellite links are provided to meet the communication
requirements of Taguig.

4.15.5. Institutional Profile

Manpower Complement

As of 2023, the city government has a total workforce of 14,406 composed of 425 permanent, 1,156
contractual, 3,808 job order/contract of service, and 9,017 casual employees (Commission on
Audit, 2023).

Fiscal Management

In 2023, the City Government of Taguig had a total revenue of PhP 17.303 billion. Meanwhile, in
the same year, it recorded a total of PhP 14.681 billion of operating expenses leaving the city PhP
1.804 billion of surplus.

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4.16​ About the City of Valenzuela

4.16.1. Geophysical Profile
Land Area

Valenzuela City has a total land area of 4,459.4 hectares which represents about 7% of the
National Capital Region’s overall land area. The city consists of 33 barangays and it is bounded by
Meycauayan City in the north, Quezon City and Caloocan City in the east, Malabon City and
Caloocan City in the south, and Obando Municipality in the west.

Topography

The city has level to gently undulating terrain with slopes ranging from 0-12% with an average
elevation of 2.00 masl. The highest elevation point in the city is around 38 masl.

Climate

The city experiences a Type I climate under the Modified Coronas Classification. There are two
distinct seasons, a dry season from November-April and a wet season for the rest of the year.

Hazards

Valenzuela City faces a range of hydrometeorological and geological hazards. The city can
experience flooding brought about by strong consistent rains. Tropical cyclones also pose severe
wind and storm surge hazards. Geological hazards in the city include ground shaking,
liquefaction, and tsunami.

4.16.2. Social Profile

Education

Valenzuela City has 189 day care centers, 121 elementary or primary schools, 62 secondary
schools, 12 tertiary institutions, and a further 13 technical schools. A table showing the share of
public and private institutions at each category is provided below:

Table 4.8 Educational Facilities in the City of Valenzuela

Educational Facility Public Private Total

Day Care Center 189 0 189

Primary 40 81 121

Secondary 25 37 62

Tertiary 2 10 12

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Educational Facility Public Private Total

Technical 1 12 13

Health and Sanitation

Health facilities in Valenzuela City include eight (8) hospitals, 45 health centers and additional
nine (9) satellite stations, 11 lying-in clinics, 38 laboratories/microscopies, one (1) Quality
Assurance Center, 11 animal bite clinics, two (2) Public-Private Mix DOTS Units, five (5) physical
therapy clinics, seven (7) specialty clinics, one (1) social hygiene clinic, and two (2) employees’
clinics. There are 464 employees under the city Health Office including 94 physicians, 164 nurses,
and 119 midwives of various appointment statuses. The respective health personnel to population
ratio is at 1:7,791, 1:4,466, and 1:6,154.

Protective Safety Services

In 2023 there were 524 police personnel across nine (9) substations in the city, and the
police-to-population ratio is at 1:1,533. Total fire fighting personnel is 156 and a total of 19 fire
trucks across 16 fire stations.

Housing

There are 153,041 households and 147,161 occupied housing units in Valenzuela City based on the
2015 Census. From the same census, there are 32,942 informal settler families in the city, with an
additional 8,807 units of estimated housing backlog at the end of 2014. The local shelter plan from
2016 provides a figure of 43,145 housing units needed by the year 2028.

Social Welfare Services

Social welfare services are dedicated for human development especially for the indigent and
vulnerable sectoral groups such as women, children, and senior citizens. The beneficiaries are
served under the following programs:

●​ Government internship program ●​ Pamaskong Handog to Senior

●​ PWD issuance of ID and booklet Citizens
●​ Pag-Asa Youth Association of the ●​ Grant of assistive devices to
Philippines Intervention Program persons with disabilities
●​ Emergency welfare program ●​ VC Cares
●​ Aftercare services for Operation ●​ Day Care enrolment
Tokhang ●​ PhilHealth assistance
●​ Assistance rendered to Oplan
Tokhang Surrenderees

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4.16.3. Economic Profile

Agriculture

Rice production is concentrated in two (2) barangays of Valenzuela City with a total area of 2.7
hectares and producing 9.575 metric tons. There are also inland fishing activities in five (5)
barangays.

In a 2023 report, a slaughterhouse handled a total of 122,560 pork heads in one year. Public
markets handled 650,560 chicken heads for the same period.

Industry, Commerce, and Trade

Valenzuela City is a major industrial area in the National Capital Region, with 2,130
manufacturing establishments registered in 2015. Commerce and trade are also significant
contributors to the economic activities in Valenzuela City with 13,399 registered business
establishments in the same year. As of 2023, the total number of registered business
establishments from all activity types is 25,350.

Tourism

There are several historical landmarks, as well as tangible and intangible cultural heritage in the
City of Valenzuela. Apart from numerous local festivities, some points of interest include:

●​ Arkong Bato Boundary Arc ●​ 17th Century Bell Tower of San Diego de
●​ Our Lady of Fatima National Shrine Alcala
●​ Residence of Katipunan Revolutionary Dr. ●​ Japanese Memorial Cemetery
Pio Valenzuela ●​ Col. Harry C. Egbert Memorial Canon
●​ Museo Valenzuela ●​ Wetland areas
●​ San Roque Church

4.16.4. Infrastructure and Utilities Profile

Transportation

The total length of roads in Valenzuela City is 326.47 kilometers. Transportation in the city
includes tricycles, pedicabs, taxis, jeepneys and buses. There are two railway depots under
construction as part of the North-South Commuter Rail and Metro Manila Subway projects.

Active transportation

Valenzuela City is part of the 313-kilometer cycle lane network in Metro Manila which includes
MacArthur Highway. This network was enabled through R.A. no. 11494 or the Bayanihan to
Recover as One Act of 2020 with infrastructure put in place in 2021 by the DPWH in
collaboration with the DOTr.

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The city also enacted Ordinance no. 969, series of 2021 that outlines bike lane use, and interaction
with traffic. It also concerns the use of helmets and proper minimum features a cycle and
e-mobility vehicles should have.

Power

MERALCO is the power distributor in Valenzuela City. A solar farm that generates 8.6 megawatts
of electricity is also present in the city and the energy produced is purchased by MERALCO.

Water

The water distribution is by the Manila Water Services, Inc., covering 60% of the city’s households.
Valenzuela City has a Tubig Patrol program using water tankers to cover underserved areas.

Information and Communications Technology

Communication and information services in the city include postal, internet, land-based and
mobile phones, broadcast and television.

4.16.5. Institutional Profile

Manpower Complement

Based on the 2023 ecological profile, the city has 2,002 casual employees, 4,725 contractual
employees, and 143 consultants. Including other occupational engagement, city hall manpower is
at 7,953 persons.

Fiscal Management

In 2023, Valenzuela City recorded a total income of PhP 5,882,402,098, slightly lower than the
previous year but part of a steady income growth trend over the past 20 years.

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4.17 About the Municipality of Pateros

4.17.1. Geophysical Profile
Land Area

The Municipality of Pateros covers a total land area of 1,040 hectares. It is composed of ten (10)
barangays which is further divided into two (2) districts. It is bounded by the highly urbanized
cities of Pasig to its north, and Taguig to its east, west, and south.

Topography

Pateros is a predominantly flat area, with an elevation of approximately 2.0 masl, and its highest
point reaching about 4.0 meters. This near-sea-level elevation has led to frequent flooding
throughout much of the municipality.

Climate

In Pateros, summers are brief, hot, and cloudy, while winters are short, warm, wet, and partly
cloudy. The climate feels oppressive throughout the year. Throughout the year, temperatures
typically range from 73°F to 94°F, with temperatures rarely dropping below 69°F or rising above
97°F.

Hazards

Pateros is prone to several major hazards, including frequent flooding due to its low-lying
topography, especially during heavy rainfall and tropical cyclones, which also bring strong winds
and rains that exacerbate the flooding risk (ResearchGate, 2015; Againstlachesism, 2018).
Moreover, fires, particularly in densely populated areas, pose a significant threat, though less
frequent (Againstlachesism, 2018). The municipality is also at risk of earthquakes, which could
lead to structural damage (PHIVOLCS, 2024), and liquefaction in certain areas during seismic
events, where saturated soil loses strength and causes buildings to sink (UNGM, 2024). To
mitigate these hazards, Pateros has invested in disaster preparedness measures, such as a dedicated
DRRM building and flood risk assessments.

4.17.2. Social Profile

Education

Pateros has a total of 16 elementary schools and seven (7) secondary schools in SY 2020-2021. Its
total Classroom-Student Ratio for both private and public elementary schools is 1:32. While for
the secondary schools, its total ratio is 1:42. For higher education, the municipality is home to one
CHED-accredited institution, the Pateros Technological College.

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Health and Sanitation

As of 2021, the Municipality of Pateros has five barangay health stations. According to records,
this provides one (1) barangay health station for every 13,848 residents. The total number of
Selected Health Personnel decreased by 3.57 percent, from 56 in the previous year to 54. This
means there was one Selected Health Personnel for every 1,282 residents in the municipality.

Protective Safety Services

The Pateros Municipal Police Station, located on E. Ragas St. is responsible for law enforcement
and crime prevention within the area. For fire emergencies, the Pateros Municipal Fire Station,
situated on Magnolia Street, provides firefighting and rescue services. Both agencies are integral
components of the Southern Police District, which oversees law enforcement operations in the southern
part of Metro Manila.

Housing

The municipality has been involved in the 4Ps and has been a part of the Shelter Development for
Informal Settler Families project. This focuses on improving the living conditions of informal
settler families through community organizing and development programs.

Social Welfare Services

The Municipal Social Welfare and Development Office is the primary agency responsible for
delivering these services, including programs for children, women, senior citizens, and persons
with disabilities. Apart from local initiatives, the Department of Social Welfare and Development
(DSWD) offers assistance through various programs focused on poverty reduction and social
progress. One such program is the Pantawid Pamilyang Pilipino Program (4Ps), a conditional cash
transfer initiative aimed at improving the health and education of low-income families.

4.17.3. Economic Profile

Pateros has historically been known for its balut and duck-raising industry, but this sector
declined in the 1970s and 1980s due to water pollution in its river. Despite this, vendors still sell
balut and supply neighboring cities and provinces in CALABARZON. The local government
continues to support the growth of the balut industry. At the same time, Pateros is shifting from
its agricultural roots to a more varied economy, concentrating on services, manufacturing, and
trade, while strengthening its economic development and competitiveness.

Tourism

The tourism industry in Pateros is yet to reach its maximum potential. It offers different tourist
attractions. Currently, some of the tourist areas and activities that may attract visitors in the
municipality are:

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●​ Manggahan & Dulong Bayan ●​ Alfombra Slippers Manufacturing

Shrine/Monument
●​ San Roque Parish Church
●​ Balutan
4.17.4. Infrastructure and Utilities Profile
Transportation

Transportation in Pateros is served by various modes, including jeepneys, buses, and the Metro
Rail Transit (MRT). Jeepneys are the main form of local public transport, connecting
neighborhoods within Pateros and nearby areas, while buses provide links to other parts of Metro
Manila, including routes like the EDSA/Pioneer - Pateros route. The nearest MRT station, Buendia
MRT, is approximately 21 minutes away, offering further access to the metro Moreover, river
ferries operating on the Pasig River provide an alternative transport option, with travel times
between Manila and Pateros taking about 1 hour and 13 minutes. Local transportation is further
supported by tricycles managed by the Alley 2 Tricycle Operators and Drivers Association. These
options ensure convenient and accessible travel within and beyond Pateros.

In terms of active transport initiatives, the municipality focuses on enhancing pedestrian and
cyclist infrastructure. Pateros is part of broader efforts to build an interconnected bike lane
network. The Local Climate Transport Project, co-implemented by UNDP Philippines and the
(DOTr, aims to create an enabling environment for sustainable transport in various cities,
including Pateros. This initiative emphasizes the importance of a comprehensive and integrated
bike lane network, involving collaboration among national government agencies, local
government units, and civil society.

Power

MERALCO is the main electric and power supply provider of Pateros.

Water

The water supply in the municipality is served by Manila Water, the primary water utility provider
for the East Zone of Metro Manila.

Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the municipality.

4.17.5. Institutional Profile

Manpower Complement

As of the Third Quarter of 2024, the municipal government has a total workforce of 768
composed of 158 permanent employees, 559 Job Order/Contract of Service, and 51 casual
employees.

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Fiscal Management

In 2021, the Municipality of Pateros entailed a total of PhP 309 million from income. Meanwhile,
in the same year, it recorded a total of PhP 278 million of operating expenses leaving the
municipality PhP 23 million of surplus.

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4.18​ About the City of Puerto Princesa

4.18.1. Geophysical Profile

Land Area

The City of Puerto Princesa has a total land area of 253,982 hectares which represents roughly
17% of the Province of Palawan. The city has 66 barangays and is bounded by the municipalities of
Roxas and San Vicente on the north, and the Municipality of Aborlan on the south. The eastern
coast of the city faces the Sulu Sea while the western coast faces the West Philippine Sea.

Topography

Puerto Princesa has varied terrain, featuring flat lands and high mountains. More than 50% of the
city’s total land area has flat to gentle slopes while 15% have moderate slope.

There are several peaks above 1,000 meters in elevation in the city and the highest point in the
city is Cleopatra’s Needle which is 1,605 masl.

Climate

The city’s climate falls under two (2) classifications, Type I and Type III of the Modified Coronas
Classification. The western coast features Type I characteristics where it has two (2) distinct
seasons, a dry season from November-April and a wet season from May-October. The eastern
coast has less pronounced seasonal distinctions with no maximum period of rainfall for most of
the year and a period of about three (3) months being dry, from December-February or
March-May.

Hazards

The tectonic setting of Palawan is an area with minimal seismic and volcanic activity. Geological
hazards are limited to landslides, and tsunamis and ground shaking generated by distant faults
and trenches. The city faces meteorological hazards such as flooding, storm surge, and
rain-induced landslides as a result of strong rainfall, typically from monsoons and tropical
cyclones. Droughts or prolonged dry periods by the El Niño phenomenon can considerably
impact the city’s agricultural and water resources.

4.18.2. Social Profile

Education

Puerta Princesa City has 75 elementary schools, 20 secondary schools, three (3) universities, three
(3) colleges, seven (7) trade/vocational schools.

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Health and Sanitation

Health facilities are limited in the city, with three (3) major hospitals located in the urban area.
These hospitals are Ospital ng Palawan, MMG-Cooperative Hospital, and Palawan Adventist
Hospital. Seven (7) satellite clinics are located in rural areas.

Protective Safety Services

There are 379 policemen assigned to the city. There is one (1) police station and (2) substations.
The firefighting force is composed of 35 active firemen equipped with three (3) fire trucks.

Housing

The latest available estimates on housing backlog in Puerto Princesa City give a figure of 5,218
housing unit backlog, Majority of the backlog are from displaced households located in
hazard-susceptible areas.

Table 4.9 Housing Backlogs in the City of Puerto Princesa

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 821
Displaced Households 4,358
Homeless 39
Total Backlog 5,218

Social Welfare Services

Social Services in Puerto Princesa are aimed at uplifting individuals, families and communities
from poverty by providing appropriate interventions and opportunities that enable recipients to
be self-reliant. Services are also provided to support disabled, distressed, or persons at risk. The
city has offices dedicated to the following social sectors and concerns:

●​ Community Welfare and ●​ Child and Youth Welfare

Development Development Division
●​ Emergencies

4.18.3. Economic Profile

Agriculture

Permanent crops (fruit trees, plantation crops, agro-forest) are planted across 10,001.64 hectares
while a further 2,132.21 hectares are planted with seasonal crops such as rice, corn, vegetables, and
root crops. Other major products include mango, cashew, coconut and their by-products, livestock
and poultry products.

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Seafood includes fresh, dried, and marinated fish, octopus, cuttlefish, fingerlings, and seaweed
with annual fish catch at around 16,965.90 metric tons. Supporting fishing activities is a fish port
complex that can handle as many as 30 fishing boats at a time. It has supporting facilities such as
ice stalls, ice plant, warehouse and storage areas, as well as spaces for commercial activities.

Industry, Commerce, and Trade

There were 8,597 registered businesses in 2015. There are manufacturing enterprises in the city,
and these are registered under bakeries, hollow block production, furniture, handicraft, food
processing, metal works and rice mills. Construction activities are increasing in the city and there
were 78 registered construction firms in 2015. Energy production and gas-related activities are also
present, despite Puerto Princesa being a net energy consumer.

Many registered businesses are engaged in the tertiary sector as Puerto Princesa is the provincial
center of trade, commerce, communication, education and public administration.

Tourism

The city is a site of flourishing tourism activities with 2.2 million tourist arrivals recorded between
2013-2015, mostly by domestic travellers. The city is blessed with a beautiful and biodiverse
natural setting, from beaches to mountains. Visitors may be able to dive and explore the waters
around Puerto Princesa, go island hopping, cruise along rivers, explore the mountains, partake in
cultural activities or view historical sites. A few sites of interest are listed below:

●​ Puerto Princesa Subterranean ●​ Cathedral of our Lady of Immaculate

River National Park and World Conception
Heritage Site ●​Plaza Cuartel
●​ Hiking Trails ●​City Festival
●​ Sabang Falls ●​Karagatan Festival
●​ Mangrove Forests
●​ Mendoza Park
●​ Palawan Museum

4.18.4. Infrastructure and Utilities Profile

Transportation

The city’s road network has 861.31 kilometers of road, with city roads accounting for about 30% of
the total or 260.727 kilometers. About half of the roads are paved (concrete and asphalt) with
49.61% having a gravel or earth surface.

Transportation in the city is mostly by tricycle of which there are about 4,000 units. Jeepney,
buses, multicab, and taxis are also present. Vans for hire are also available as its services are aimed
at tourists.

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Seaborne travel is in the form of small bancas for leisure up to sea-crossing passenger ferries and
cargo vessels. There is one (1) national port in the city, seven (7) barangay wharfs, three (3)
military ports, and four (4) private industrial ports. A cruise port is under development to further
expand tourism and commercial activities in the city.

The city also has within its territory the Puerto Princesa International Airport which can handle
large and wide-bodied passenger aircraft. The airport is projected to be able to handle up to two
(2) million passengers annually after upgrades are implemented. Major airlines that mount flights
to Puerto Princesa are Philippine Airlines (38 weekly flights), Cebu Pacific (125 weekly flights),
and AirAsia (28 weekly flights).

​ Active Transportation

The City of Puerto Princesa has set out to be a bike-travel friendly city with the passage of an
ordinance (SDO No. 64-2020). Major roads are earmarked to have a 1.5 meter bike lane. However,
many roads in the city are narrow with only two (2) lanes and so these cycle lanes cannot be for
exclusive use. Residents, particularly students and government workers are some of the target
groups for local cycling promotion.

This initiative is also tied to the city as a tourism destination and is intended to benefit personal
health and the environment, and present an economical option. A tourism service is a 2-3 hour
long itinerary ranging between 25-30 kilometers long. The route includes the airport, popular
beaches, the Immaculate Conception cathedral, and major commercial areas.

Power

Power is sourced from the National Power Corporation which has contracted Palawan Power
Generation Inc. and DMCI Power Corporation. Delta P Inc. is an independent power producer
that also supplies the city. Distribution of power is handled by the Palawan Electric Cooperative
which covers all barangays of the city and handles 73% of Puerto Princesa’s households. Issues in
the power utility infrastructure has resulted in power interruptions and fluctuations which
negatively impact services and activities in the city.

Water

Water supply is handled by the Puerto Princesa City Water District (PPCWD). PPCWD is a
self-sustaining government-owned and controlled corporation which also has authority to manage
the 3,000 hectare Irawan Watershed. PPCWD supplies Level III Water System to 37,813
connections and covers 41 out of the 66 barangays of Puerto Princesa. The water district sources
its water from both ground and surface water which includes the Irawan and Bonton Rivers, along
with 37 deep wells, three (3) infiltration wells, six (6) surface water, and 12 reservoir tanks.

Level I water systems are tapped by 4,772 households, representing 10.2% of the city’s total
households while another 10.4% or 4,863 households rely on Level II water systems.

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Information and Communications Technology

Fixed-line communication services are provided by PLDT. Cellular or mobile services are
primarily provided by Globe Telecom and Smart Communications. Globe Telecom, and PLDT
with its subsidiary Smart Communications offer fiberoptic internet in the city.

4.18.5. Institutional Profile

Manpower Complement

The city government had 903 employees in 2015. 807 were permanent employees while 96 were
non-permanent employees.

Fiscal Management

The City of Puerto Princesa in 2012 had a total income of PhP1.76 billion and steadily increased to
PhP2.23 billion in 2015. More recent figures from 2023 show the city was able to collect PhP 313.36
million in real property taxes, PhP 480.28 million in business taxes, PhP 160.47 million in fees and
charges, and PhP 158.09 million from the city's economic enterprises. The city’s appropriations
budget for 2023 amounted to PhP 4.66 billion.

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4.19 ​ About the City of Iloilo

4.19.1. Geophysical Profile
Land Area

The City of Iloilo has a total land area of 7,834 hectares which constitutes 1.65% of the Province of
Iloilo. It is subdivided into 180 barangays and is bounded by Pavia on the north, Leganes on the
northeast, Oton on the west, and by the Iloilo Strait on the south and the east.

Topography

The majority of the city is relatively flat terrain with around 83.87% of the area having less than
3% slope. Elevation of the city shows that it is low-lying, with 90% at 2.64 masl with no major
peaks.

Climate
The city has Type I-like climate characteristics under the Modified Coronas Classification. It has
two (2) pronounced seasons, dry from November-April and rainy for the rest of the year. Peak
rainfall is typically around July and August, reaching a maximum of 300mm while tropical
cyclones are more frequent by year’s end.

Hazards

The city faces hydrometeorological, climatological, and geological hazards. The flat and low-lying
terrain of the city naturally makes it susceptible to flooding and storm surge during the rainy
season. Under El Niño conditions, the city faces water shortages from drought. The city is also in a
seismologically-active region, making it susceptible to geological hazards such as liquefaction,
ground shaking, and tsunami.

4.19.2. Social Profile

Education

Elementary education is offered at 151 institutions (54 public, 97 private), junior secondary
education at 73 institutions, and senior secondary education at 72 institutions (16 public, 56
private). CHED lists 29 tertiary institutions in the city at the end of 2023.

Health and Sanitation

The City of Iloilo in 2020 had 10 hospitals (2 public, 8 private), nine (9) district health centers,
two (2) lying-in clinics, one (1) social hygiene clinic, 74 barangay health stations, one (1)
puericulture center, 297 private medical clinics, 89 dental clinics (80 public, 9 private), and 45
private diagnostics centers. The city has 382 physicians and 1,382 nurses.

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Protective Safety Services

The police force in the city is at 888 officers, not including aides and volunteers. There are six (6)
police stations, 43 police vehicles and 75 motorcycles to support police operations. Firefighting
services are equipped with 30 fire engines.

Housing

There are 91,487 housing units in the city based on the 2015 census, 81.77% of which are single
detached type. 44.07% of households had the tenurial status of own or owner-like possession of
house and lot. Of note are tenurial status of own house on rent-free lot without owner’s consent
(6.64%), and rent-free house and lot without owner’s consent (0.28%)

Social Welfare Services

Social welfare services are provided for human development especially for the vulnerable social
groups such as indigents and for specific sectoral concerns of women, children, and senior
citizens. The beneficiaries are served under the following programs:

●​ Assistance for Sports Organizers ●​ Processing of Financial Assistance

in Availing In-kind or Financial for Medicine and Laboratory
Support Expenses for PWD
●​ Processing of Approved Assistance ●​ Processing of Educational
for Sports Organizer in Availing Assistance for PWD
In-kind or Financial Support ●​ Medical, dental consultation
●​ Socialized Housing Program ●​ Maternity and reproductive health
●​ Iloilo City Youth Organization center
Registration Program ●​ Newborn care
●​ Provision of Financial Assistance ●​ Protective services for victims,
to Individual in Crisis Situation persons at risk, in conflict with the
●​ Issuance of ID and Purchase law
Booklets for Senior Citizens and ●​ Family and community welfare
PWD

4.19.3. Economic Profile

Agriculture

Agriculture does not constitute a significant portion of the city’s economic activities, accounting
for only 0.48%. Crop production occupies 446.861 hectares, fishing grounds at 339.7 hectares , and
livestock and poultry production at 0.91 hectare. The presence of logistical facilities and an
extensive road network allows the city to prioritize non-agricultural activities, focusing on being a
logistics and transshipment hub for regional food sufficiency. Agricultural activities are expected
to slowly be reduced and are preferred to be delegated to other municipalities.

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Commerce, Trade, and Services

The service sector is the core of the city’s economic activities at 93.27% with the industrial sector
accounting for the remaining 6.25%. There were 9,171 registered business establishments in 2017
with wholesale and retail trading firms comprising 64.96% of the total.

Tourism

The city is a major tourism destination in the Philippines. Tourist arrivals in 2018 was at 1.2
million tourists and accounted for 25.76% of arrivals for the Western Visayas Region. There are a
range of tourist sites and cultural activities when visiting the city, and the city has become a
choice for meetings, incentives, conventions, and exhibitions. There are 50 hotels, 30 tourist inns,
14 mabuhay accommodations, and three (3) resorts. Of interest are the 18 museums, (4) exhibit
areas, and three (3) art galleries in the city. Other events and places of interest include:

●​ Dinagyang Festival ●​ Museo de Iloilo

●​ Chinese Festival ●​ Isla de Gigantes
●​ Paraw Regatta ●​ Iloilo River Esplanade
●​ Jaro Cathedral

4.19.4. Infrastructure and Utilities Profile

Transportation

The City of Iloilo has a total of 325.234 kilometers of road, 97.55% of which are concrete or
asphalt-surfaced. Busy road corridors are Sen. Benigno S. Aquino Jr. Avenue, Iloilo-Capiz Road,
and Circumferential (C-1) Road. There are 7,371 allowed units for public transportation which
includes the following modes: passenger vans, jeepneys, tricycles, taxis, and pedicabs/trisikad.

The Iloilo International Airport is outside the city, about 14 kilometers away and is directly linked
by Sen. Benigno S. Aquino Jr. Avenue. There are also three (3) major ports located within Iloilo
City: Fort San Pedro Port, Iloilo River Wharf, and the International Commercial Port Complex.

Active Transportation

Active transportation infrastructure was implemented in the city even before restrictive mobility
measures were enacted as a pandemic response in 2020-2021. In 2010, a riverside flood prevention
and beautification project known as the Iloilo River Esplanade was started and it included linear
parks and pedestrian links. The city also has 46 kilometers of bike lanes, with portions being
separate and protected lanes. These bike lanes were also started prior to 2020 and have since
undergone extensions.

Power

Power generation for the city is provided by the Panay Power Corporation and the Panay Energy
Development Corporation, operating a 72-megawatt diesel fuel power plant and a 164-megawatt
coal-fired power plant, respectively.

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Power distribution is solely by the MORE Electric and Power Corporation which had been
granted the congressional franchise in 2020. There were 74,146 power consumers in 2021.

Water

Water distribution in the city is handled by the Metro Iloilo Water District (MIWD). A joint
venture with Metro Pacific Water was established on September 18, 1987, forming Metro Iloilo
Water as part of efforts in improving potable water supply in Iloilo City. MIWD covers up to 175
of the 180 barangays of the city, serving 24,248 active water connections. However, only 28.9% of
households, representing an estimated 132,430 persons, have piped water connections.

Information and Communications Technology

Fixed-line telecommunications are primarily provided by the PLDT and Globe Telecom. Wireless
telecommunications are also led by Globe, SMART Communications, and DITO Telecommunity.
Other forms of communications are 17 AM and FM radio stations, one (1) mailing center, and
eight (8) post offices/postal stations.

4.19.5. Institutional Profile

Manpower Complement

In 2017, the city government employed 1,707 persons. 97.89% or 1,671 were for permanent
positions, the rest being contractual, coterminous, and elective.

Fiscal Management

In 2023, the city was able to collect PhP 2.43 billion in locally-sourced revenues, majority from
real property taxes and business taxes. The procurement plan for goods and services in the same
year called for PhP 772.5 million.

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4.20​ About the City of Surigao

4.20.1. Geophysical Profile
Land Area

The City of Surigao has a total land area of 24,534 hectares which constitutes 8.91% of the
Province of Surigao del Norte. It is subdivided into 54 barangays (21 island barangays and 33
mainland). On the north, it is bordered by the municipalities of Dinagat and Basilisa, on the east
by the Philippine Sea and the Municipality of Cagdianao, on the south by the municipalities of
Sison and Tagana-an, and on the west by the Mindanao Sea and the Municipality of San
Francisco.

Topography

The city, situated in the northeastern part of Mindanao, exhibits a diverse topography that
encompasses coastal plains, undulating hills, and mountainous regions. The city's urban and
commercial centers are primarily located along the coastal plains adjacent to the Pacific Ocean,
providing access to maritime resources and facilitating trade. Inland areas of Surigao are
characterized by rolling hills and mountainous terrain, particularly in the southern and eastern
sectors, which are part of the region’s natural landscape. These elevated areas are predominantly
covered by forested ecosystems, contributing to the region's rich biodiversity. Additionally, the
presence of numerous rivers and streams throughout the city further enhances its environmental
significance. This varied topographical configuration plays a pivotal role in shaping the city's
agricultural practices, transportation infrastructure, and overall urban development.

Climate

Surigao City experiences a Type II climate which is characterized by no distinct dry season but
with a pronounced wet season. The city receives rainfall throughout the year, with the peak of
precipitation typically occurring from November-January.

Hazards

The city faces several natural hazards due to its geographical location. It is prone to flooding from
heavy rains and river overflow, particularly during the rainy season. Typhoons often bring strong
winds and storm surges, especially affecting coastal areas. The city is also vulnerable to
earthquakes due to nearby fault lines and landslides in mountainous areas. Additionally, coastal
erosion poses risks to waterfront communities. Effective disaster risk reduction and resilient
infrastructure are essential to mitigate these hazards.

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4.20.2. Social Profile

Education

The City of Surigao has 90 preparatory schools, 77 elementary schools – 12 are private and 65 are
public. For secondary institutions, there are about 22 public schools and seven (7) private schools.
For tertiary education, there are seven (7) institutions – one (1) is public and six (6) are private.
The city also has two (2) public and five (5) private Technical Education and Skills Development
Authority (TESDA)-Accredited schools and training centers.

Health and Sanitation

Health facilities in the city include one (1) Level 2 Government hospital, one (1) Level 2 private
hospital, and three (3) Level 1 private hospitals. There are also 54 barangay health stations, and
four (4) district health centers with birthing facilities.

Protective Safety Services

The city Police Station is located along P. S. C. (Panglao Street) in Barangay Luna. It serves as the
primary law enforcement agency for the city, tasked with maintaining peace and order,
responding to emergencies, and ensuring public safety. The City Fire Station had a personnel
strength of 76. Meanwhile, the city has one (1) jail facility located at Barangay Silop.

Housing

Based on the 2015 Census, the city had a total of 35,784 recorded households. However, there are
still a total of 3,763 housing backlogs in the city.

Table 4.10 Housing Backlogs in the City of Surigao

Housing Backlogs Characteristics Number of Housing Backlogs

Doubled-Up Households 1,212
Unacceptable Housing Units 2,321
Makeshift/Salvage/Improvised HU 230
Total Backlog 3,763
Source: Philippine Statistics Authority, 2015

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Social Welfare Services

Social welfare services are dedicated for human development especially for the minority groups
such as women, children, and senior citizens. The beneficiaries are served under some of the
following programs:

●​ Sustainable Livelihood Program ●​ Pantawid Pamilyang Pilipino

●​ Day Care Service Program or 4Ps
●​ Emergency Assistance on
Assistance to Individuals in Crisis
Situations (AICS)

4.20.3. Economic Profile

Agriculture and Industry

The city’s economy is supported by key industries such as mining and mineral processing, jewelry
manufacturing, and agri-fishery. The city is known for its rich mineral resources, with mining
operations extracting gold, nickel, and other valuable minerals. These resources are processed
locally, providing employment and contributing to the city's growth. In addition, the City of
Surigao has a growing jewelry manufacturing sector, with local artisans crafting high-quality
jewelry, often using the region's minerals. The agri-fishery industry, including agriculture and
fishing, is also a major contributor, with crops like rice, corn, and coconuts, along with abundant
marine resources, sustaining both local consumption and exports.

Commerce and Trade

Commerce and trade is also one of the major livelihood activities in the city with 578 registered
business establishments.

Tourism

The city’s tourism industry is an emerging sector that highlights the region’s natural beauty, rich
cultural heritage, and adventure-filled activities. Currently, some of the tourist areas and activities
that may attract visitors in the city are:

●​ Silop Multi-Caves ●​ Sagisi Island

●​ Mabua Pebble Beach ●​ Lake Mainit
●​ Day-Asan Floating Villages

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4.20.4. Infrastructure and Utilities Profile

Transportation

Transport facilities in Surigao include a total aggregate length of 373.699 kilometers of concrete
and gravel roads accessible to all types of vehicles. Moreover, in the sea transportation
infrastructure support, the city has two (2) major ports of entry: the Surigao City Base Port
located at Barangay Taft as the primary port and Lipata Ferry Terminal for the overland transport
transfer services at Barangay Lipata, this city, and one airport – Surigao City Airport.

Power

Power supply in the city is provided by the National Power Corporation whose main power source
is the Iligan Power Grid, with a distance of more or less 500 kilometers from the city. It is
distributed locally by the Surigao del Norte Electric Cooperative (SURNECO). As of 2020, the
SURNECO energized the 53 barangays of the city.

Water

The Surigao Metropolitan Water District (SMWD) provides Surigao City mainland with Level III
Type of Water System that is presently serving 23 barangays, namely: Brgys. Taft, Washington, San
Juan, Sabang, Lipata, Punta Bilar, Ipil, Mabua, Rizal, Luna, Bonifacio, Quezon, Trinidad,
Togbongon, San Roque, Serna, Poctoy, Mat-i, Mabini, Canlanipa, Cagniog, Anomar and Sukailang

Information and Communications Technology

Communication facilities such as cellular mobile telephone services, internet connectivity, postal
services, broadcast communication and print media are found in the city. As of 2023, Surigao has
33 printing presses, 10 AM and FM stations, two (2) landline services, three (3) mobile phone
companies, and four (4) cable tv services.

4.20.5. Institutional Profile

Fiscal Management

In 2023, the City Government of Surigao entailed a total of PhP 1.246 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 1.149 billion of operating expenses leaving
the city PhP 64 million of surplus.

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4.21 About the City of Zamboanga

4.21.1. Geophysical Profile
Land Area

The City of Zamboanga has a total land area of 148,339.49 hectares which represents about 41.8%
of the Province of Zamboanga del Sur. The city has 98 barangays, 10 of which are island
barangays. The city is bounded by the Sulu South on the south and southwest, by the Moro Gulf
on the east, the Municipality of Tungawan on the north, the Municipality of Sirawai on the
northwest, and the Municipality of Sibuco on the west.

Topography

The city has a varying topography. Flat lands are confined to narrow strips along the coast while
most of the city area is rolling to very steep terrain. The highest point in the city is 1,346 masl.

Climate

The City of Zamboanga is under Type III and Type IV climate categories of the Modified Coronas
Classification; both types have no pronounced seasons. Type III can be characterized by no
pronounced maximum rain period with a short three- (3) month long dry period either from
December-February or from March-May. Type IV is characterized by consistent amounts of
rainfall throughout the year.

Hazards

The city faces flooding and rainfall-induced landslide hazards, typically from heavy rains induced
by other weather systems and less by tropical cyclones that rarely traverse the region.
Seismological hazards such as ground rupture, ground shaking, liquefaction, tsunami, and
earthquake-induced hazards also pose a threat to the city.

Droughts can also seriously impact the region amidst an increasing global average temperature
trend. With a lot of households dependent on rivers and wells, hotter temperatures may reduce
the water supplied from these sources.

4.21.2. Social Profile

Education

The city has 221 preschools (171 public, 50 private), 108 elementary schools (171 public, 37
private), 71 secondary schools (38 public, 33 private), and 18 tertiary institutions (3 public, 15
private).

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Health and Sanitation

The City of Zamboanga has 13 hospitals, 16 rural health units, 89 barangay health stations, two (2)
lying-in clinics. For medical personnel, there are 27 doctors, four (4) dentists, 41 nurses, 117
midwives, four (4) nutritionists, seven (7) medical technologists, two (2) pharmacists, and 460
barangay health workers.

Protective Safety Services

The police force in the city is composed of 1,308 police personnel. There are 220 firefighting
personnel across 15 fire substations.

Housing

Based on the 2010 Census, there are 175,050 households with a household population of 803,282.
The total housing backlogs in the city from this census is at 7,304 units.

Table 4.11 Housing Backlogs in the City of Zamboanga, 2010

Number of Housing
Housing Backlogs Characteristics (%)
Backlogs
Doubled-Up Households 5,508 75.41
Unacceptable Housing Units 1,526 20.89
Makeshift/Salvage/Improvised HU 270 3.70
Total Backlog 7,304 100
Source: Philippine Statistics Authority, 2010

Social Welfare Services

Social welfare services are intended for human development of those in disadvantaged sectors or
vulnerable situations. These include sectoral concerns of:

●​ Disadvantaged families ●​ PWDs

●​ Street Children ●​ Children (day care services)
●​ Out-of-school-youth ●​ Calamity victims
●​ Senior Citizens ●​ Unemployed (job placement)

4.21.3. Economic Profile

Agriculture

Agricultural output has been decreasing, from crop production to fish catch. Agricultural land has
also been observed to be underutilized with the presence of large tracts of idle land. Agricultural
land for rice crops halved from 9,128.40 hectares in 2011 to 4,330.60 hectares in 2015. Other
notable agricultural goods produced are mango, banana, corn, meat (poultry and livestock), and

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rubber . The scale of fish catch, despite a decreasing trend, is in the tens of thousands in metric
tons hauled in.

Services, Commerce, and Trade

The Service sector accounts for 93.01% out of the 11,623 registered businesses in the city, led by
the Wholesale and Retail Trade, Repair of Motor Vehicles, and Motorcycles & Personal and
Household Goods activity categories. Industrial businesses represent 6.30% of registered
businesses, numbering at 732 establishments.

Over 60,000 Twenty-foot Equivalent Units (TEUs) are imported through the port while about
half a million metric tons are unloaded in Zamboanga International Airport

Tourism

There is a range of tourist attractions to be explored in the city. Zamboanga has historical sites
from old Spanish fortifications and buildings to more recent seaside restaurants and recreational
facilities. There are also attractive beach areas along particular coastal stretches and on smaller
islands. The mountainous terrain also offers an opportunity to develop nature-based tourism
activities such as hiking. Points of interest include some of the following:

●​ Santa Cruz Islands Pink Beach ●​ Zamboanga Hermosa Festival

●​ Fort Pilar Shrine and Museum ●​ Yakan Weaving Village
●​ El Museo de Zamboanga ●​ Mangroves boat tour

4.21.4. Infrastructure and Utilities Profile

Transportation

There are 1,214 kilometers of road in the city along with 490 bridges. Of this total, 1,022.1
kilometers are city and barangay roads. Public transportation in the city includes tricycles,
jeepneys, UV services, minibuses, and buses.

The Port of Zamboanga is the major link to sea-based travel and it has four (4) shipyards. It is
visited by 31 shipping lines and has a full berth scenario, the port could accommodate five (5) big
vessels around 100-150 meters long and 16 vessels with 25-50 meters in length.

Air travel needs are serviced by the Zamboanga International Airport which is located within the
city. The primary airlines present are Philippine Airlines and Cebu Pacific with monthly
passenger numbers welcomed into the city ranging between 35,000-45,000 persons.

​ Power

Power is primarily provided by the National Power Corporation. Power distribution on the other
hand is largely by the Zamboanga City Electric Cooperative (ZAMCELCO) which covers 92
barangays, including 58 sitios for a total of 103,256 power connections in the city in 2015. Other

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power entities present in the city are Zamboanga del Sur II Electric Cooperative, Inc.
(ZAMSURECO II) and the Alliance for Mindanao Off-Grid Renewable Energy (AMORE), both
covering four (4) barangays. AMORE is an off-grid renewable energy system development
initiative involving the United States Agency for International Development (USAID).

Water

Zamboanga City Water District (ZCWD) is the main water distributor of the city, supplying 54
barangays (30 urban, 24 rural) with 55,760 water connections in 2015 and increasing to 129,438
connections by 2021. ZCWD sources 60% of its water supply from the Tumaga River. Other water
sources in the city include 21 production wells, two (2) surface sources, and six (6) spring sources,
as well as ZCWD’s water treatment plant.

Information and Communications Technology

Data from 2013 recorded 16 radio stations (7 AM stations, 9 FM stations), eight (8) television
stations, three (3) mobile phone service providers, and two (2) telephone service providers.
Additionally, Zamboanga City has postal and telegraph services.

4.21.5. Institutional Profile

Manpower Complement

The local government of the City of Zamboanga had a total of 3,205 employees in 2016. Of the
3,205 total employees, 1,566 were permanent, 20 were elective. Meanwhile, 1,216 employees were
under job order/ contract of service while the remaining 403 were under casual, contractual,
co-terminous, or temporary arrangements.

Fiscal Management

The City of Zamboanga was able to collect PhP 497.95 million in revenues. About PhP 441 million
of the total was generated by business taxes. In 2022, the city approved a PhP 5.6 billion budget,
excluding supplemental ordinances.

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4.22 About the City of Mati

4.22.1. Geophysical Profile
Land Area

The City of Mati is the capital of Davao Oriental that covers an area of approximately 58,883
hectares, accounting for about 10.36% of the province's total land area. The city is composed of 26
barangays and shares borders with Davao de Oro on the west, as well as Agusan del Sur and
Surigao del Sur on the north.

Topography

Mati is characterized by mountainous and hilly topography with a variety of slopes, including flat,
undulating, and steep. Its average elevation ranges from 47 masl to a maximum at approximately
1,684 masl.

Climate

Mati experiences a warm, humid, and mostly cloudy climate throughout the year. Temperatures
generally range between 76°F and 88°F, seldom dropping below 74°F or exceeding 91°F.

Hazards

The city is prone to several hazards such as flooding, tsunami, storm surge, earthquake, and also
red tide. Flooding is a recurrent issue, particularly during heavy rainfall or typhoons, with events
in areas like Barangays Matiao and Central in 2022, leading to evacuations of 31 families. The
city's coastal location along the Davao Gulf makes it vulnerable to tsunamis. Additionally,
earthquake risks are significant due to the region's tectonic activity. Meanwhile, red tide
outbreaks, particularly in Balite Bay, have caused paralytic shellfish poisoning, with warnings
issued to avoid consuming contaminated shellfish. The Mati City Disaster Risk Reduction and
Management Office leads efforts to mitigate these risks through comprehensive disaster
preparedness strategies.

4.22.2. Social Profile

Education

The city hosts various educational institutions from primary to tertiary education. It is home to
the main campus of Davao Oriental State University, and the Davao Oriental Regional Science
High School. There are also two (2) other colleges namely Mati Polytechnic College and Mati
Doctors College. In terms of basic education, the city comprises seven (7) private schools, 16
public high schools, and numerous public elementary schools, all supervised by the City Schools
Division of Mati.

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Health and Sanitation

Mati offers a range of health services through its public and private facilities, including the Davao
Oriental Provincial Medical Center which is the largest hospital providing tertiary care for the
province. Rural health units and barangay health stations deliver primary healthcare, maternal and
child services, immunizations, and disease prevention at the community level.

Protective Safety Services

Mati has facilities to ensure public safety and emergency preparedness, including the Mati City
Police Office, the Bureau of Fire Protection, and the City Disaster Risk Reduction and
Management Office. Local barangays also have safety outposts and health emergency teams to
address emergencies and keep the community safe.

Housing

Mati is working to meet its housing needs through public and private projects. Initiatives like the
Ciudad de Dahican by the NHA and a housing program for public employees by the Social
Housing Finance Corporation (SHFC) provide affordable options. Private developments, such as
the Cerati mixed-use community, add more residential choices. These efforts aim to offer
accessible housing for residents of all income levels.

Social Welfare Services

Mati offers a range of social welfare services to support its residents. The City Social Welfare and
Development Office is dedicated to empowering families and ensuring equal access to quality
opportunities. The office provides assistance to vulnerable groups, including senior citizens,
persons with disabilities, and indigent families. The DSWD collaborates with local authorities to
distribute aid to indigent residents, as seen in the distribution of various forms of assistance to
vulnerable sectors in the city.

4.22.3. Economic Profile

Agriculture

Mati is rich with coconut, banana, and abaca being the primary crops, with coconut leading the
industry. In addition to agriculture, the city has focused on strengthening its fisheries sector,
exemplified by the opening of the Mati City Fish Port complex in 2023. This initiative aims to
become a self-sustaining economic enterprise, with a target of generating PhP 5 million in revenue
over the next five years.

Commerce and Trade

The Mati City Fish Port, which was recently developed, aims to improve the fishing industry and
strengthen trade. Retail businesses and markets also serve the needs of locals and visitors. The

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local government is encouraging investment by creating a business-friendly environment, with

plans for better infrastructure and more development to attract businesses and enhance trade in
the city.

Tourism

The city is known for its picturesque beaches, such as Dahican Beach, which is popular for
surfing, and other scenic spots like the Sunflower Farm. Mati also offers eco-tourism opportunities
with destinations like the Sleeping Dinosaur Mountain, and cultural sites like the Baywalk and the
Mati City Museum.

4.22.4. Infrastructure and Utilities Profile

Transportation

Mati offers various transportation options for both intercity and local travel. Buses and
air-conditioned vans provide routes between Mati and Davao City, with travel times ranging from
3-5 hours. Within the city, tricycles and motorcycles are the main modes of transport for short
distances. More so, Mati is served by an airport - Mati Airport that currently accommodates
chartered flights, with plans for expansion. The city also has two (2) seaports for maritime travel,
contributing to its connectivity. For up-to-date schedules and fares, travelers are encouraged to
check with local providers.

In terms of active transport in the city, walking and cycling are common ways to get around
because the city is small and easy to navigate. There are areas, like local markets and important
districts, that are easy to walk through. Cycling is becoming more popular, especially for short
trips because of the city's compact layout and nice routes. Tricycles and motorcycles are also used
for getting around, providing flexible options for both locals and visitors. These transportation
methods are good for the environment and offer an affordable, eco-friendly way to travel daily.

Power

Power in the City of Mati is provided by the Davao Oriental Electric Cooperative, Inc. (DORECO,
Inc.), which sources its electricity from four providers: NPC-Psalm, Therma Marine, Inc., Therma
South, Inc., and Mt. Apo Geothermal Plant.

Water

The city’s water supply is managed by the Mati Water District which gets water from local
springs, wells, and surface sources. The water is treated before being delivered to homes and
businesses. While the supply is usually dependable, there may be occasional interruptions for
maintenance or other issues. The Mati Water District ensures that the water is safe and clean for
residents.

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Information and Communications Technology

The city has an improving ICT infrastructure, with internet and mobile services available to
residents and businesses. Providers like Globe, Smart, and DITO offer mobile and internet access,
supporting activities like education and business. While most areas have good connectivity, some
rural parts of the city may still face limited access due to infrastructure issues..

4.22.5. Institutional Profile

Manpower Complement

As of the Second Quarter of 2024, the city government has a total workforce of 1,186 composed of
517 permanent employees, and 669 casual employees (DILG Full Disclosure Policy Portal).

Fiscal Management

In 2022, the City Government of Mati entailed a total of PhP 1.515 billion from income.
Meanwhile, in the same year, it recorded a total of PhP 1.304 billion of operating expenses leaving
the city PhP 211 million of surplus.

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ANNEXE

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Annex A: Detailed Task-Based Methodology

Key Engagement
Current Innovations Project Partners/Service
Concepts from
Task Name or Related Global Implementation Providers/ Contractors and
Literature
and Local Initiatives Approach Engagement
Approach
Mode and route choice
behavior (Ton, 2019),
Mobility management
Personal and situational Universities (e.g., urban planning
Task A: strategies (Salleh et al., Collaborative workshops,
context in multimodal departments), Local government
HighLevel Methodology 2015), Sustainable mobility expert consultations, literature
travel (Biehl & agencies, regular meetings, and
Development scenarios (Le Boennec et al., review, stakeholder meetings.
Stathopoulos, 2020), workshops. Urban Living Labs.
2019)
Complete Streets
(Litman, 2013)
FGDs and Design Thinking
Workshops. Advisory Group with
NGOs, Community organizations,
Businesses, Local councils.
Engagement through community
Stakeholder engagement
Community outreach, outreach programs, regular
importance (Arnstein, Global participatory
participatory codesign meetings, and collaborative
Task B: 1969), Participatory planning initiatives, Local
workshops, feedback loops, workshops. Examples include
Participatory Action Research planning (Reed, 2008), community engagement
regular reporting, social media ICSC Mobility Awards, Bilang
Complete Streets programs
platforms and engagement Siklista, Safe and Sound Cities,
(Litman, 2013)
NCTS, Move as One, NCDA,
Chambers of Commerce, ICLEI,
ULAP, NCSC, PRSAP Advocates,
and other organizations as may be
recommended by DOTR

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Key Engagement
Current Innovations Project Partners/Service
Concepts from
Task Name or Related Global Implementation Providers/ Contractors and
Literature
and Local Initiatives Approach Engagement
Approach
Project management
principles (PMI, 2017),
Agile project management, Initial workshops, project Engagement through regular
Task C: Risk management
Local project initiation kick-off meetings, risk progress meetings, and
Inception Report Formulation frameworks (Hillson,
practices assessment sessions. collaborative planning sessions.
2003), Complete Streets
(Litman, 2013)
Communication Engagement through regular
Media campaigns, social
Task D: strategies (Shannon & coordination meetings, and
Digital engagement tools, media strategies, stakeholder
Ensuring Ample Weaver, 1949), Public strategic planning sessions.
Local public participation newsletters, digital
Communications and relations (Grunig & Examples include the promotion
platforms engagement tools. Knowledge
Visibility Hunt, 1984), Complete of local initiatives like Jane's Walks
hub website.
Streets (Litman, 2013) and Walking Tours for Tourism.
Academic institutions.
Data collection accuracy Engagement through collaborative
(Safi et al., 2016), Survey Field surveys, data analytics data collection, and regular data
Task E: Big data analytics, Local
methodologies (Groves et tools, training workshops for validation sessions. Initiatives like
Baseline Data Collection traffic survey initiatives. AI.
al., 2009), Complete data collectors. ICLEI Spark Project and UNDP
Streets (Litman, 2013) Low Carbon Transport Project can
be referenced.
Institutional capacity Legal reviews, stakeholder
Task F: (North, 1990), Regulatory consultations, policy Government agencies and
Institutional reforms, Local
Institutional Framework and frameworks (Scott, 2014), workshops, drafting sessions. academe. Engagement through
government initiatives
Arrangements Development Complete Streets Secondary/background policy review sessions, and regular
(Litman, 2013) information evaluation. coordination meetings.

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Key Engagement
Current Innovations Project Partners/Service
Concepts from
Task Name or Related Global Implementation Providers/ Contractors and
Literature
and Local Initiatives Approach Engagement
Approach
Demand modeling Multilevel modeling using
Task G: (Ortúzar & Willumsen, software applications (macro, Academic institutions.
Advanced modeling
Active Transport Demand 2011), Travel behavior meso, micro), training Engagement through collaborative
software, Local travel
Modeling Framework and analysis (Ben-Akiva & programs, expert modeling sessions, and regular
demand studies
Application Lerman, 1985), Complete consultations, scenario progress reviews.
Streets (Litman, 2013) analyses.
Smart city initiatives, Local
Urban planning
urban planning projects. Stakeholder workshops,
principles (Levy, 2016), Local government agencies.
Task H: International Road expert reviews, field
Transport network Engagement through planning
Active Transport Network Assessment Programme assessments, feedback
planning (Marshall, workshops, and regular review
Planning Guidelines (IRAP) CycleRAP and SR4S sessions, crash analysis
2018), Complete Streets meetings.
Star Ratings. Tactical framework.
(Litman, 2013)
Urbanism.
Infrastructure standards
Standards development
(ISO, Global infrastructure
Task I: workshops, quality assurance Engagement through standards
2017), Quality control standards, Local building
Active Transport Network programs, training sessions. development workshops, and
principles (Juran, 1999), codes. DPWH standards
Infrastructure Standards Tactical urbanism quality assurance sessions.
Complete Streets updating process.
interventions. Star Ratings.
(Litman, 2013)
Cost-benefit analysis
Financial modeling
Task J: (Boardman et al., 2018), Capacity building for DOTr and
Economic appraisal tools, spreadsheets, training
Economic and Financial Financial modeling LGUs on the developed economic
Local financial evaluation programs, stakeholder
Appraisal and Evaluation (Damodaran, 2001), and financial appriasal and
projects consultations, economic
Guidelines and Application Complete Streets evaluation guidelines
analyses.
(Litman, 2013)

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Key Engagement
Current Innovations Project Partners/Service
Concepts from
Task Name or Related Global Implementation Providers/ Contractors and
Literature
and Local Initiatives Approach Engagement
Approach
Competency frameworks
Task K: (Boyatzis, 1982), Capacity Guidebook drafting sessions, Government agencies.
Government training
ATSMP Implementation building (Grindle & capacity building workshops, Engagement through training
programs, Local capacity
Competency Guidebook Hilderbrand, 1995), training sessions, stakeholder workshops, and regular feedback
development initiatives
Preparation Complete Streets feedback. sessions.
(Litman, 2013)
Project prioritization Prioritization tools, Local
Task L: Criteria development Local government agencies,
(Dey, 2006), Multicriteria project evaluation methods.
Active Transport Project workshops, scoring system Academic institutions.
decision analysis (Belton Local Development
Prioritization Tool, creation, training sessions, Engagement through
& Stewart, 2002), Investment Programming
Framework, and Pipeline stakeholder feedback, prioritization workshops, and
Complete Streets (LDIP), CLUP, CDP
Development macro-enabled spreadsheets regular evaluation sessions.
(Litman, 2013) integration.
Knowledge transfer
Training Needs Assessment, Academic institutions, Local
(Argote & Ingram, 2000), Capacity development
Task M: Policy Capacity Survey, government agencies. Engagement
Institutional learning initiatives, Local training
Boosting Institutional Training workshops, seminars, through capacity building
(Levitt & March, 1988), programs. Technical and
Knowhow needs assessments, capacity workshops, and regular training
Complete Streets executive training programs.
building activities. sessions.
(Litman, 2013)
Strategic planning
Comprehensive report
Task N: (Bryson, 2018), Local government agencies,.
Strategic planning writing, stakeholder
Prepare the Final ATSMP Implementation Engagement through contracts,
frameworks, Local consultations, strategic
Implementation Plan and strategies (Pettigrew & strategic planning sessions, and
implementation plans reviews, implementation
Report Whipp, 1993), Complete regular review meetings.
workshops.
Streets (Litman, 2013)

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ANNEX B: Kick-Off Meeting - Minutes of the Meeting

(December 13, 2024)

Form MINUTES OF THE MEETING

Title

Date December 17, INTERNAL

2024 EXTERNAL

Client/ Company/ School/ Organization Contact Person

Department of Transportation Francis Troy Caiga

Project Name/ Activity Contact No.

DOTr Active Transport Strategic Master Plan 09958710937
(ATSMP)

Project Location/ Company Address Email

NCR, Puerto Princesa City, Iloilo City, Mati City, [Link]@[Link]
Surigao City, Zamboanga City

Project No.: Venue: ​ Time Started: ​ Time Finished: ​

G242041 Luzon Hall, 10th Floor, 2:00 PM 3:15 PM
Primex Tower

Attendance:

Ar. EnP. Felino Palafox Associates Usec. Jesus Department of

Palafox Ferdinand "Andy" Transportation
Ortega

Ma. Elizabeth Verzola Palafox Associates Asec. Leonel De Velez Department of

Transportation

Dr. Ernesto B. Abaya Palafox Associates Asec. James Andres Department of

Melad Transportation

Dr. Noriel Christopher Palafox Associates Eldon Dionisio Department of

Tiglao Transportation

Ar. EnP. Encarnacion Palafox Associates Justine Brylle Pajarin Department of

Raralio Transportation

Dr. Cresencio Palafox Associates Troy Cariga Department of

Montalbo Transportation

EnP. Ryan James Palafox Associates Billie Aranzanso Department of

Dizon Transportation

Ar. EnP. Miavell Palafox Associates Lemar Jimenez Department of

Carreon Transportation

Mr. John Angelo Palafox Associates Alexis Gabriel Doroteo Department of

Turano Transportation

Ar. Edcel Fajutag Palafox Associates Alvin John Paso Department of

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Transportation

Mr. Angelo Mari Palafox Associates Mc Lincoln Magsino Department of

Pascual Transportation

Agenda: Kick-Off Meeting for the Active Transport Strategic Master Plan

SUMMARY
Items Discussed Remarks/Due Date

Coverage and significance of the project

●​ The scale of including 22 cities has the Road Sector

interested in some cities where the DOTr have other projects
such as Mati with its tourism & a DOTr Airport project.
Zamboanga City council making a push for active transport.

○​ What it would take to develop active transportation in

smaller Philippine cities like Puerto Princesa and
Mati.

●​ Currently, there are no analytics relating to how bike lanes

should be designed in a Philippine context.

●​ This effort is data-based and scientific-based as this will use

traffic modellings which is unique from different DOTr Plans.

Potential roadblocks

●​ Raised the competing priorities between the DOTr Road

Sector with other government agencies such as DPWH and
MMDA.

On Task E: Encoding error from encoders.

Desire for detailed/disaggregated data, and proper data collection.

●​ A challenge in data collection is a deeper look into the users

and their profile. Data on gender and income were specifically
discussed. The Road Sector would like to be able to address
concerns and queries, usually from COA, and be able to
provide the right data:
○​ Gender visibility/distinction
○​ Income Demographic, Inclusivity, and Affordability of
the projects
■​ It was commented that the middle classes
and above are the more vocal income
groups, and have access to data tools;
■​ There is an underrepresentation of the
on-the-go working class who may have little
access to other tools, purchase of more
sophisticated equipment.

Task E

Question on the role of Palafox team on overcoming particular issues:

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Items Discussed Remarks/Due Date

⮚​ Engaging with other government agencies with

misaligned priorities with that of the DOTr (e.g.
DPWH on roads, MMDA on traffic).
o​ What is the authority or who has a prevailing
say on road infrastructure and other
elements, from DPWH and MMDA for
example.

o​ Extent to which other agencies will actually

comply with the results of the ATSMP and
commitment to active transportation.

o​ The need for other agencies to feel being ‘in’

on the project.

⮚​ Navigating local political dynamics, convincing LGUs

at different administrative levels and across party
lines on the acceptance of active transportation
infrastructure.
o​ Example: disagreement between provincial
and municipal/city levels.
o​ Opposition to projects from rival political
parties
⮚​ Communication of the study’s purpose
o​ Managing the messaging, beginning at data
collection.
o​ Ideas such as “share the road” and the
moving away from car speed prioritization
were brought up. Another is that
improvement of conditions for private car
users is not the main objective of the active
transportation study.

Other points on the content of the study:

⮚​ Issue of narrow road ways.
o​ What is the design of lanes in narrow roads,
the criteria for inclusion of narrow roads into
routes, how to proceed with putting active
transportation in a city that has a lot of
narrow streets
⮚​ Inclusion of and design considerations concerning
pedestrians and electromobility.
⮚​ From DOTr side, mention of wanting to get survey
results on actual willing walking distance.

Task J

●​ Importance of quantification
○​ The need to obtain numbers and figures on the
impact of promoting active transport on a street, for
example if the impact on store revenues in slower
places can be quantified. This kind of data may
hopefully be able to convince stakeholders in putting
active transportation infrastructure in particular areas.

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Items Discussed Remarks/Due Date

Task K
●​ The DOTr Road Sector commented that it wants to be able to
empower and delegate to LGUs the ability to plan-out and
implement active transportation suited to their locations.
○​ A concern is how such means of independent
planning and implementation be done by LGUs.
Having the ATSMP may be able to communicate
steps and considerations a locale may use to guide
their own active transportation planning.

Answers of DOTr to Palafox Team Querries

★​ DOTr agreed on the use of CCTV as part of data collection of

the Palafox Team
★​ The Project Team will send the methodology on sampling
methods in Metro Manila for review with DOTr which will then
be checked by the PSA
★​ DOTr will provide a sample of survey form that has been
reviewed and approved by PSA for reference of the Project
Team.
★​ A general endorsement letter by the DOTr to be given around
December 18, 2024

Prepared by: Noted by:

Angelo Mari Pascual (sgd.) EnP. Ryan James L. Dizon (sgd.)

Associate Director for Urban Planning
Urban Planning Palafox Associates
Palafox Associates

Acknowledged and Approved by:

Mr. Leonel De Velez

Assistant Secretary
Planning and Project Development
Department of Transportation

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Kick-Off Meeting for the Formulation of the Philippine Active Transport Strategic Master Plan
December 13, 2024
Department of Transportation
Luzon Room, 10th Floor, Primex Tower, Connecticut cor. EDSA, San Juan City

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Disclaimer
The Inception Report is dated 27 December 2024 and contains information and events up to that
date only and does not encompass any information or events occurring thereafter, which may
affect the validity of PALAFOX’s plans and recommendations in this Report.

PALAFOX developed this Report for the sole purpose of the Formulation of the Philippine Active
Transport Strategic Master Plan and not for any other use as instructed by the Department of
Transportation. Therefore, this Report and any part of it shall not be copied, reproduced,
circulated, downloaded, posted, presented, or transmitted in any form or by any means without
the prior approval of the Department of Transportation.

In the preparation of this Report, PALAFOX was required to put forward technical advice and
recommendations that may be impacted by unforeseeable events. All projections, data sets,
surveys, plans, designs, and recommendations included in this Report were made in good faith
based on the information provided to PALAFOX. Completion of the plans and recommendations
featured in this Report will depend on, among other things, the actions of others over which
PALAFOX has no responsibility or control.

This Report was prepared with integrity and utmost diligence by PALAFOX. All reasonable efforts
and inquiries were made to ensure the accuracy and completeness of the information herein.
PALAFOX will not be liable for any oversight or omissions, including in any information provided
by the Department of Transportation or other person or entity upon which PALAFOX relies,
provided that such oversight or omissions were not made carelessly or in bad faith.

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