Final Iloilo TTMP 2015march29

Traffic and Transport Management
for Philippine CDS Cities Project
Transport and Traffic Management Plan

for Iloilo City
March 2015
Traffic and Transport Management
for Philippine CDS Cities Project
TRANSPORT AND TRAFFIC MANAGEMENT PLAN

FOR ILOILO CITY
March 2015
ALMEC Corporation
CONTENTS
EXECUTIVE SUMMARY
MAIN TEXT
1 INTRODUCTION
1.1 Project Background ............................................................................................ 1-1
1.2 Project Objectives .............................................................................................. 1-1
1.3 Environmentally Sustainable Transport Planning Principles ............................. 1-2
1.4 Plan Formulation Framework ............................................................................. 1-3
2 ILOILO CITY BACKGROUND
2.1 Geography .......................................................................................................... 2-1
2.2 Demography ....................................................................................................... 2-1
2.3 Economy............................................................................................................. 2-3
2.4 Financial Profile .................................................................................................. 2-3
3 CURRENT TRANSPORT AND TRAFFIC SITUATION
3.1 Road Infrastructure............................................................................................. 3-1
3.2 Public Transport ............................................................................................... 3-14
3.3 Congestion ....................................................................................................... 3-17
3.4 Road Safety ...................................................................................................... 3-19
3.5 Transport Equity ............................................................................................... 3-20
3.6 Institutional Situation ........................................................................................ 3-20
4 TRANSPORT AND TRAFFIC MANAGEMENT STRATEGY and PLAN
4.1 Transport and Traffic Management Strategy ..................................................... 4-1
4.2 Current Initiatives ............................................................................................... 4-2
4.3 Proposed Projects .............................................................................................. 4-5
4.4 Project Prioritization ......................................................................................... 4-13
4.5 Project Compatibility Analysis .......................................................................... 4-15
5 IMPLEMENTATION PROGRAM
6 SOCIAL AND ENVIRONMENTAL IMPACT ASSESSMENT
7 MONITORING AND EVALUATION
7.1 Results-based M&E Framework ........................................................................ 7-1
7.2 Tasks and Activities to Monitor .......................................................................... 7-6
8 SUSTAINABILITY OF PROPOSED PROGRAM
8.1 Financial Sustainability ....................................................................................... 8-1
8.2 Institutional Sustainability .................................................................................... 8-6
9 CONCLUSION AND RECOMMENDATIONS
ii
ANNEXES
A: Guide on Assigning Locations of PUV Boarding and Alighting Stops
B: Draft On-street Parking Policy for the City of Iloilo
C: Creating TPTM Units in Pilot Cities: Draft Model Ordinance
D: Organizational Concept for a TPTM Unit
E: Outline of a Model Traffic Code
F: Draft Model Ordinance for City Adoption of the TTM Plans, Projects, and Policies
iii
LIST OF TABLES
Table 2.1 Population and Density by District (as of 1 May 2010) ............................................2-1
Table 2.2 Breakdown of Total Current Operating Income1 of Iloilo City, 2009–2012 .............2-4
Table 2.3 Share in Total Current Operating Income of Iloilo City, 2009–2012 ........................2-5
Table 2.4 Sources of Income of First-class Cities, 2010–2011 ................................................2-5
Table 2.5 Breakdown of Total Expenditures of Iloilo City, 2009–2012 ....................................2-6
Table 2.6 Share in Current Expenditures of Iloilo City, 2009–2012 .........................................2-7
Table 2.7 Expenditures of First-class Cities, 2010–2012 .........................................................2-7
Table 3.1 Road Network in Iloilo City by Administrative Classification and Surface Type ......3-2
Table 3.2 Road Condition/Inventory Form, Iloilo City ...............................................................3-6
Table 3.3 Total Numbers of Registered Tricycles and Trisikad, 2011 ...................................3-15
Table 3.4 Total Number of Authorized Intra-route PUJs in Iloilo City, 2011 ..........................3-16
Table 3.5 Public Transport Issues in Iloilo City ......................................................................3-17
Table 3.6 Road Traffic Issues in Iloilo City .............................................................................3-19
Table 3.7 Road Safety Issues in Iloilo City .............................................................................3-20
Table 4.1 Proposed Projects ....................................................................................................4-6
Table 4.2 Goal Achievement Matrix Criteria ...........................................................................4-13
Table 4.3 Goal Achievement Matrix .......................................................................................4-14
Table 4.4 Proposed Projects according to Importance ..........................................................4-14
Table 4.5 Project Compatibility Matrix ....................................................................................4-15
Table 5.1 Proposed Implementation Schedule of Identified Projects ......................................5-1
Table 5.2 Traffic Signalization Project ......................................................................................5-2
Table 5.3 On-street Parking Management System ..................................................................5-3
Table 5.4 Pedicab and Tricycle Regulation along Selected Corridors .....................................5-3
Table 5.5 Road Network Improvement Project ........................................................................5-4
Table 5.6 Public Transport Improvement Project: Terminals ...................................................5-5
Table 5.7 Public Transport Improvement Project: Loading/Unloading Improvements ............5-6
Table 5.8 Public Transport Improvement Project: Resettlement Area Service........................5-7
Table 5.9 Public Transport Improvement Project: BRT Feasibility Study ................................5-8
Table 5.10 Bikeway Network Expansion Project ........................................................................5-9
Table 5.11 Development of a Road Crash Database Management System ...........................5-10
Table 5.12 Strengthening of TMTRO .......................................................................................5-10
Table 5.13 Codification of Traffic Ordinances ..........................................................................5-10
Table 6.1 Potential Areas with Social and Environmental Impacts by Project.........................6-5
Table 7.1 Baseline and Target Indicators by Goal ...................................................................7-2
Table 7.2 Baseline and Target Indicators by Project ...............................................................7-3
Table 7.3 Key Inputs and Activities ..........................................................................................7-4
Table 7.4 Results-based Monitoring Elements.........................................................................7-4
Table 7.5 Monitoring Matrix for Proposed Projects ..................................................................7-6
Table 8.1 Financing Alternatives for LGU Projects ..................................................................8-2
Table 8.2 Revenue Stability and Reliability Indicators .............................................................8-2
Table 8.3 Net Operating Income from Current Operations ......................................................8-2
Table 8.4 Share of Locally Sourced Income to Regular Income ..............................................8-3
Table 8.5 MDFO Financing Windows .......................................................................................8-4
Table 8.6 ODA Facilities for LGUs ...........................................................................................8-5
Table 8.7 Debt-Service Indicators ............................................................................................8-6
Table 8.8 Available Programs to Ensure Institutional Sustainability ........................................8-8
Table 9.1 Proposed Implementation Schedule of Identified Projects ......................................9-2
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LIST OF FIGURES
Figure 1.1 Plan Formulation Framework ...................................................................................1-4

Figure 2.1 Location Map of Iloilo Province and Iloilo City..........................................................2-2
Figure 2.2 Total Income of Iloilo City, 2001–2012 .....................................................................2-3
Figure 2.3 Total Expenditures of Iloilo City, 2001–2012............................................................2-6
Figure 2.4 Surpluses in Financial Operations of Iloilo City, 2001–2012 ...................................2-8
Figure 3.1 Road Network Map ...................................................................................................3-1
Figure 3.2 Road Network in Iloilo City by Administrative Classification ....................................3-3
Figure 3.3 Road Network in Iloilo City by Surface Type ............................................................3-4
Figure 3.4 Road Network in Iloilo City by Number of Lanes......................................................3-5
Figure 3.5 Public Transport Terminals in Iloilo City .................................................................3-15
Figure 4.1 Road Plan for the Iloilo Metropolitan Area ...............................................................4-3
Figure 4.2 Bikeway along Benigno Aquino Avenue...................................................................4-3
Figure 4.3 Proposed Bikeway Network......................................................................................4-4
Figure 4.4 Recently Installed Traffic Signals .............................................................................4-5
Figure 4.5 Existing and Proposed Traffic Signals......................................................................4-5
Figure 4.6 Proposed Traffic Signals along Benigno Aquino Avenue ........................................4-6
Figure 4.7 Proposed Parking Management Measures ..............................................................4-7
Figure 4.8 Actual Loading and Unloading of Jeepneys .............................................................4-9
Figure 4.9 Proposed Public Transport Route ..........................................................................4-10
Figure 4.10 A Jeepney Concept Perceived to Meet PWD Needs .............................................4-11
Figure 4.11 Examples of Bus Rapid Transit Systems ...............................................................4-12
Figure 4.12 Proposed Bus Rapid Transit Line ...........................................................................4-12
Figure 7.1 Results-based Monitoring and Evaluation Framework ............................................7-5
v
ABBREVIATIONS
BLGF Bureau of Local Government Finance

BOT build-operate-transfer
BRT bus rapid transit
CA Cities Alliance
CCTV closed circuit television
CD capacity development
CDRRMO City Disaster Risk Reduction and Mitigation Office
CEO City Engineer’s Office
CMO City Mayor’s Office
CPDO City Planning and Development Office
CPT city project team
DENR Department of Environment and Natural Resources
DPWH Department of Public Works and Highways
EMB Environmental Management Bureau
GFI government financial institution
JICA Japan International Cooperation Agency
IRA internal revenue allotment
LCP League of Cities of the Philippines
LGU local government unit
LOS level of service
LTFRB Land Transportation Franchising and Regulatory Board
LTO Land Transportation Office
MDFO Municipal Development Fund Office
MIGEDC Metropolitan Iloilo–Guimaras Economic Development Council
MOOE maintenance and other operating expense
PFI private financial institution
PHP Philippine peso
PNP Philippine National Police
PT public transport
PUJ public utility jeepney
RDDRMO Regional Disaster Risk Reduction and Mitigation Office
RPT real property tax
SP Sangguniang Panlungsod (City Council)
SRE Statement of Receipts and Expenditures
SWOT strength-weakness-opportunity-threat
TMTRO Transport Management and Traffic Regulation Office
TTM transport and traffic management
TTMP Transport and Traffic Management Project
WB World Bank
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EXECUTIVE SUMMARY
TRAFFIC AND TRANSPORT MANAGEMENT FOR PHILIPPINE CDS CITIES PROJECT
Transport and Traffic Management Plan for Iloilo City
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
This project completed a proposed transport and traffic management plan for Iloilo City in
collaboration with the Iloilo City Project Team (Iloilo CPT) and in consultation with key
stakeholders.
The vision-mission of Iloilo City calls to expand and improve Iloilo City’s infrastructure, thereby
securing a dynamic, safe, and healthy environment conducive to learning, sports and eco-cultural
tourism. To meet this vision-mission, the TTM Project Team, together with the Iloilo CPT
members, set five transport goals, to wit:
(i) Improve road safety;
(ii) Improve public transport quality;
(iii) Reduce air pollution from transport;
(iv) Reduce traffic congestion; and
(v) Enhance transport equity.
An environmentally sustainable transport strategy to meet the above-mentioned five goals for
Iloilo City is to maintain its current low automobile use through enhancing accessibility by public
transport and non-motorized modes of transport. To implement this strategy, nine proposed
projects were formulated, screened, and prioritized to support ongoing initiatives. They included
a mix of transport infrastructure, traffic management, and institutional reform project types to
supplement current transport and traffic initiatives of the city government. Possible social and
environmental impacts of the projects were identified for future study. A monitoring and
evaluation framework was also drafted.
Financially, the city government should be able to fund most of the projects from its own income,
with the exception of two relatively expensive projects, i.e., traffic signalization and bikeway
expansion. A review of the financial instruments available to Iloilo City shows that the city would
be able to procure the necessary debt finance to fund these projects.
Institutionally, there are limitations because the city government has been constrained by
inadequate resources, institutional handicaps, a short-term orientation favoring traffic
enforcement operations, and limited capacity for longer-term transport planning and development.
A table of programs was proposed to enhance institutional capacity.
1 Introduction
The Philippines is among the rapidly urbanizing countries in the world with more than 60% of
its population living in urban areas. As engines of growth and being at the forefront of service
delivery, the task to manage urbanization falls squarely on cities. However, given the rapid
population growth and urbanization, there is a continuing need to develop the technical
capability of cities to respond to these challenges while sustaining economic growth.
The Cities Alliance (CA) and the World Bank (WB) have supported the implementation of the
City Development Strategies (CDS) in the Philippines and since 1998, the CDS Program has
assisted 62 cities in developing participatory long-term development strategies to address
sector concerns and promote local economic growth. Among the primary concerns noted in
said CDS program are transport planning and traffic management among cities.
In light of the above and to assist cities of various sizes in developing their respective
transport and traffic management plans, the Cities Alliance provided the League of Cities of
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EXECUTIVE SUMMARY
the Philippines (LCP) with a technical assistance (TA) grant, which was supervised by the
World Bank.
The objective of the TA grant, entitled “Transport and Traffic Management for Philippines
CDS Cities Project” (TTM Project, for short), is to enable selected cities to prepare and
implement sustainable transport and traffic management plans that support the development
of local economies.
The TTM Project supported the development of transport and traffic management plans of
five pilot cities. They are the cities of San Fernando (Pampanga), Puerto Princesa (Palawan),
Iloilo (Iloilo), Dipolog (Zamboanga del Norte), and General Santos (South Cotabato).
This report covers Iloilo City. The findings and recommendations in this report were
developed through collaboration with the Iloilo CPT. This document includes findings on
current transport and traffic issues in the city, its vision and strategy to address these issues,
lists and descriptions of proposed projects which support the strategy, and a review of the
capacity of the city government to implement the strategy and projects.
The guiding principle behind the formulation of the transport and traffic management plan of
Iloilo City was to support its vision and mission. The plan was made consistent with the
transport policy objectives of the national government towards environmentally sustainable
transportation. The framework used to develop the transport and traffic management plan
emphasized clarifying the vision and the strategies to achieve the vision “which provide
consolidated/coordinated development and policy directions.”
To address the specific needs of Iloilo City, a self-assessment questionnaire was developed
and sent to the city to be answered by the CPT members. Stakeholder meetings were held to
solicit issues from various sectors. The plan formulation included consultations with offices
including the Metro Iloilo-Guimaras Economic Development Council (MIGEDC) and the
Infrastructure Development Committee of the Regional Development Council (RDC) VI.
2 Iloilo City Background

Iloilo City is situated in Region VI (the Western Visayas region) and sits at the southwestern
edge of the Province of Iloilo on the island of Panay. The city covers an area of 78 km2 .
Based on the 2010 census of population, the total population of Iloilo City that year was
424,619. During the period 2000 to 2010, population growth was 1.5% p.a.
In Iloilo City, the service sector accounts for 82% of local economic activity, while the
industrial sector (14%) and the agricultural sector (4%) comprise the remaining 18%. Major
economic activities in the city include the management of port facilities, telecommunications,
banking and finance, wholesale and retail trade, and business process outsourcing.
The Iloilo City government’s operating total revenues expanded from PHP712.3 million in
2001 to PHP1,672.8 million in 2012. This represents an annual average growth of 8.4% over
a 12-year period. From 2009 to 2012, the total current operating incomes on a per-capita
basis grew by about 2.5% in real terms. Total current operating expenditures of the city
government likewise steadily expanded since 2001, i.e., from PHP659.5 million in 2001 to
PHP1,381.4 million in 2012. In terms of operating expenditures per sector, general public
services accounted for 47.2% (2012) of total current operating expenditures of the city
government. The city government of Iloilo has managed to register surpluses in its financial
operations. The highest surplus was posted in 2010 at PHP342.2 million.
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EXECUTIVE SUMMARY
The city government of Iloilo has a Transportation Management and Traffic Regulation Office.
In 2013, its total budget appropriation amounted to PHP23.68 million, PHP2.57 million for
personnel services and PHP21.11 million for maintenance and other operating expenses
(MOOE). There was no appropriation for capital outlay. The largest component of MOOE was
the traffic control program with a total appropriation of PHP18.46 million.
3 Current Transport and Traffic Situation

Road Infrastructure and Road Congestion: Based on Iloilo City’s Socio-Economic Profile
of 2010 and the 2013 road survey done by the DPWH, the city has 260 kilometers of roads.
With a land area of 78 square kilometers, the city has a road density of 3.3 kilometers of road
for every square kilometer (100 hectares) of land area. Pavement width, availability of
adequate shoulders, and sidewalks are poor in Iloilo City’s road network. Pavement surface
conditions are problematic in certain highways but are generally not a significant issue.
During weekday rush hours, roads become congested due to the following:
(i) Increasing volumes of cars;
(ii) Narrow city roads;
(iii) On-street parking;
(iv) Illegal/improper parking/waiting, parking on sidewalks;
(v) Disorderly boarding/alighting;
(vi) Use of certain roads as garages, terminals, workplaces, etc.;
(vii) Presence of vendors/informal settlers on sidewalks;
(viii) Inadequacy of traffic signals/lights, signages, markings;
(ix) Ongoing government road/drainage infrastructure and utilities projects;
(x) Flooding/inundation; and
(xi) Presence of pedestrian crossings in front of schools, parks, and markets.
Public Transport: The primary mode of transport is by public transport, in particular, public
utility jeepneys (PUJs). Based on volume counts and passenger occupancy data, it is
estimated that 80 to 85% of daily trips within the city proper are made using public transport.
There are various forms of public transport in Iloilo City. In 2011, 5,638 PUJs registered at the
Iloilo City District Office of the Land Transportation Office. There were also 3,651 tricycles
and 137 buses registered. Furthermore, there were 1,901 trisikad or pedicabs registered in
the city. Jeepneys are predominantly used, particularly for intra-city trips. Busses mostly
serve intercity trips, while tricycles and pedicabs service local or feeder routes. There are
seven intercity terminals around the perimeter of and inside Iloilo City.
Road Safety: Based on historical records, the total number of road crashes in 2012 was
4,854. About 18 persons were reported as fatalities and 844 were injured. Public utility
jeepneys were recorded to have the highest involvement in road crashes (about 22%),
followed by taxi cabs (14%). For Iloilo City, two transport equity issues are identified. These
are the impact of quality of transport on persons with disabilities (PWDs) and the mobility of
residents in relocation areas.
Transport and Traffic Institutions: Of the organizational units responsible for transport and
traffic functions, the Transport Management and Traffic Regulation Office (TMTRO) in the City
Mayor’s Office (CMO) is responsible for traffic engineering and management of traffic
enforcement, while units called “ICER” and PNP Traffic Management (in the CMO and PNP,
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EXECUTIVE SUMMARY
respectively) are responsible for traffic safety and accident response. Public transport is
under the LTFRB and the Sangguniang Panlungsod (SP), while road maintenance and
highway engineering are associated with the CEO plus the DPWH City Engineering District.
Air pollution control is the function of the CENRO, together with the DENR’s EMB. Disaster
preparedness is under the charge of the CDRRMO and ICER (“attached” to the RDRRMC
and CMO, respectively). Transport planning is supposed to be shared between the CPDO
and TMTRO.
The city has recognized the need to strengthen its institutional capacity in transport and traffic
management. The city still has some distance to cover toward meeting this institutional goal.
The TMTRO has only four plantilla personnel to start with, and diffused traffic management
functions have to be integrated.
The legal framework for traffic and transport itself remains diffused. According to the SP
Secretary, a general code was approved in the early part of 2014, but codification of traffic
regulations, which was excluded for separate treatment, has not been started.
Initial assessment shows that Iloilo City has limited institutional resources in terms of
organization, professional personnel, level of technical knowledge, and equipment for
transport planning and traffic management. Although it has regular offices for urban planning
(CPDO) and engineering, and large contingents of traffic enforcers (most of whom are
temporary, “job order” employees), none had any dedicated organizational unit for transport
planning.
4 Transport and Traffic Strategy

The aspirations of Iloilo City are articulated in its vision and mission statements as follows:
Vision: Iloilo City: a premier city by 2015.
Mission: ‘We shall be a leader in the practice of participatory governance that will speed up
and sustain growth and development, in order to open up more and better opportunities for
all. We shall constantly be upgrading our standards of education, ethics and transparency in
government. We shall significantly expand and improve our infrastructure, thereby securing a
dynamic, safe, and healthy environment conducive to learning, sports and eco-cultural
tourism. We shall move forward while being fully dedicated to the preservation and further
enrichment of our cultural heritage’.
By consensus from all the CPT members from the five pilot cities, five (equally important)
goals were identified and agreed upon in support of the city’s vision and mission. These are
as follows:
An environmentally sustainable transport strategy to meet the above-mentioned five goals for
Iloilo City is to maintain its current low automobile use through enhancing accessibility by
public transport and non-motorized modes of transport.
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EXECUTIVE SUMMARY
Iloilo City has a relatively high public transport mode share, and it is important to maintain or
even improve on the already high public transport mode share in Iloilo City. Failure to do so
would result in mode shift towards automobiles which would decrease passenger number per
vehicle and increase vehicular demands on the road, causing severe congestion.
Public transport improvements would be a key aspect in Iloilo City’s transport strategy. Such
improvements would include all aspects including routes, operation, terminals, physical
access, and vehicle technology, among others. Non-motorized modes of transport,
particularly bicycles, are another aspect that Iloilo City can promote to further limit or reduce
automobile use. Improvement of the public transport system also has to consider the needs
of PWDs and newly developed residential areas.
Iloilo City already has a relatively dense road network. There are, however, issues in poor
productivity of the roads due to side friction from disorderly loading/unloading of jeepneys, on-
street parking, and various other roadside activities, as well as inefficient management of
intersections. There is also an inappropriate mix of slow-moving vehicles and fast-moving
vehicles on roads, e.g., pedicabs on major roads, which constrain capacity of the road.
Improved traffic management to maximize the productivity of existing road assets will
therefore be a key aspect in Iloilo City’s transport strategy particularly in alleviating road
congestion. Importantly, since the city’s public transport system is road-based, improvements
in road congestion will greatly improve public transport service.
Because road safety is a concern, with jeepneys having a high involvement, management of
conflicts among jeepneys, pedicabs, pedestrians, and automobiles would be an important
aspect to improve road safety.
5 Proposed Projects and Implementation Program

The city has been actively implementing a number of projects and programs. These are:
(i) Road network improvement through the DPWH, consisting of radial and circumferential
roads;
(ii) Bikeways network incorporated in the design of the radial and circumferential roads;
(iii) Traffic signalization of key intersections; and
(iv) Traffic impact assessment and traffic management plan requirement for new
establishments.
The above four current projects of the city government would partially address the five
transport goals set by the CPT. To strengthen the forward initiatives of the city government, a
number of new projects need to be proposed.
The proposed projects are a result of the process which the Project Team and the CPT
members had gone through during the conduct of the project. Projects were prioritized based
on their estimated contribution to meeting the set five transport goals mentioned above.
Table ES.1 shows the proposed projects, their target implementation, estimated costs, and
institutional responsibility.
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EXECUTIVE SUMMARY
Table ES.1: Proposed Projects

Estimated Cost Institutional
Proposed Project Project Location Target Implementation
(PHP mil) Responsibility
1. Traffic signalization and • Downtown; E. Lopez • 2015–2016 PHP110M • City government
intersection geometric Street (11 intersections)
improvement Project • Benigno Aquino Avenue • 2015– PHP30M • DPWH
(3 intersections)
2. Parking Management • Downtown; Benigno • 2014–2015(part of 5 towing trucks • City government
System Project Aquino Avenue demonstration project) @PHP2M/truck
• E. Lopez Street • 2015– =PHP10M
120 Addl clamps
@PHP45T/clamp =
PHP5.4M
3. Pedicabs and tricycle • Corridors/thoroughfares: • 2015– • City government
regulation along selected Magdalo, La Paz, Rizal
corridors St., Lapuz Street., EL
98, Jaro and Jala going
to SM.
4. Road network improvement • Radial and • Ongoing– Implementation by • DPWH
project circumferential roads national
within the city government
5. Public transport
improvement project
a. Terminal Improvement • City periphery/boundary • 2015/2016– PHP40M/terminal • City government
project
b. Loading/Unloading • Downtown area; E. • 2015– PHP10M • City government
Facilities Lopez Street
c. Public transport to from • City • 2015– • City government/
resettlement areas LTFRB
d. BRT Pre-feasibility • Benigno Aquino • 2015–2016 PHP15M • City government/
Study/ FS Avenue (approx. DOTC/DPWH
17.5km.)
6. Bikeway network expansion • Benigno Aquino • Ongoing– PHP800,000/km for • City government
project Avenue/R1 100km
• Other roads • 2016 =PHP80M
7. Road crash database • 2015– PHP3M • City government/
management system DOTC
8. Incorporation of CPT in an • 2016– PHP3M • City government
Institutionalized TMTRO or
preferred Office
9. Codification of traffic • 2015– PHP500,000 • City government
ordinances into a planning-
& management-oriented
document
Source: TTM Project Team
6 Potential Social and Environmental Impacts

The transport and traffic management projects are planned to come out with benefits and
advantages for the public. However, it is possible for them to generate adverse social and
environmental impact during implementation and operations. Table ES.2 shows the potential
impact areas and the specific parameters to assess.
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EXECUTIVE SUMMARY
Table ES.2: Potential Social and Environmental Impacts of Proposed Transport Infrastructure Projects
Proposed Project
Traffic Pedicab and Public Transport Improvement
Area of Potential Social and Signalization and On-street Tricycle Road Bikeway
Environmental Impacts Intersection Parking Regulation along Network Loading and Service to BRT along Network
Terminal
Unloading Resettlement Benigno Aquino
Geometric Management Selected Improvement Improvement Expansion
Facilities Areas Avenue
Improvement Corridors
1. Resettlement √ √ √
2. Economic activities √ √ √ √ √ √ √ √ √
3. Traffic & public facilities √ √ √ √ √ √ √ √ √
4. Split of communities √ √ √
Social Environment
5. Cultural property √ √ √ √
6. Public health condition √ √ √ √ √
7. Waste √ √ √
8. Flooding √ √ √ √ √ √
9. Land values √ √ √ √ √ √
10. Public and pedestrian safety √ √ √ √ √ √ √ √ √
11. Elderly, PWDs, and other √ √ √ √ √ √ √ √ √
vulnerable groups
12. Topography
13. Soil erosion
Natural Environment
14. Groundwater √ √
15. Hydrological situation √ √ √
16. Coastal zone
17. Flora & fauna √ √ √ √
18. Land subsidence
19. Landscape √ √ √ √ √
20. Air pollution √ √ √ √ √ √ √ √
21. Water pollution √
Pollution
22. Soil contamination √

23. Noise & vibration √ √ √ √ √ √ √ √
24. Offensive odor √
Source: TTM Project Team.
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EXECUTIVE SUMMARY
7 Monitoring and Evaluation

The implementation of projects included in this TTMP requires continuous monitoring and
evaluation (M&E) in order to assess the level of success of the projects vis-à-vis their
objectives. Monitoring and evaluation are done using performance indicators to gauge a
project’s level of achievement of its objectives and targets, as shown in Table ES.3 below.
Table ES.3: Component Objectives, Indicators, Baselines, and Targets
Component
Indicator
Objective Baseline Target
1. CO-1: a. Percentage (%) reduction on incidences • (2012) 4,900 road • Pedestrians and public
Improved of road accidents among: crashes (i.e. 840 injuries transportation
Road Safety and 18 fatalities) passengers: 50%
reduction in fatalities
and injuries (based on
national target)
b. Percentage (%) increase in the level of • 4-5 "self-assessment" • 2 to 3 rating
satisfaction on road safety rating or "medium to big
problem" for the LGU
2. CO-2: a. Percentage (%) increase in coverage for • 80 to 85% • Maintain since this is
Improved public transportation very high enough
Public b. Percentage (%) reduction in travel time • Estimated at 10 to 15kph • 20 km/h
Transport along major thoroughfares and other travel speed
Quality targeted areas in the city
c. Percentage (%) increase in the level of • Scores of 3 to 5 (medium • 2 to 3
satisfaction on public transport quality to big problem)
3. CO-3: a. TSP levels are within standards • TSP average level of 275 • Within limit of 230
Reduced Air ug/NGM exceeds limit of ug/NGM
Pollution 230
from b. Noise levels are within standards • Noise levels from 63 dB • Within normal limit (55
Transport (nighttime) to 76.5 dB db nighttime and 65 db
(daytime) exceeds normal daytime)
limit
c. Percentage (%) increase in the level of • No data • Satisfaction level of 70
satisfaction on environmental sustainability to 90%
(i.e. air quality, noise levels, disaster-
resilient transport system)
4. CO-4: a. Percentage (%) reduction in number of • All intersections have • 50% reduction
Reduced bottlenecks LOS rating of "F" or very
Traffic congested
Congestion b. Percentage (%) increase in road coverage • 3.3 km/sq km • 5 km/sq/km
(and improved conditions)
c. Percentage (%) increase in the level of • No data • Satisfaction level of 70
satisfaction on mobility to 90%
5. CO-5: a. Percentage (%) increase in the level of • No Data • 70 to 90% acceptability
Enhanced satisfaction based on social acceptability
Transport of parking rates
Equity • Condition of Pedestrian Facilities
• Operations (Functionality) of Public
Transportation Services
• Design) and Provision of special
facilities for vulnerable groups (e.g.
lowered ramps, modified super jeepney,
etc.)
ES-8
EXECUTIVE SUMMARY
8 Potential Funding Sources

The city government will be able to fund all these projects except for the ongoing road
network improvement project being implemented by the DPWH. However, for some of these
projects and programs, the estimated costs have yet to be determined. Except for the traffic
signalization and intersection geometric improvement project (PHP110 million) and the
bikeway network (PHP80 million), all other projects can be funded out of the city
government’s internally sourced revenues and the internal revenue allotment (IRA). For these
two big-ticket projects, Iloilo City may need to resort to debt financing. The city government
was assessed to have the financial capacity to go to debt financing to implement the two big-
ticket projects.
9 Key Institutional Issues

The problems and issues in Iloilo City that are amenable to sustainable solutions have not
been hard to identify, especially with the help of the CPT and other stakeholders. These
include difficulties with motorization, traffic congestion, disorderly parking, and public transport
increasingly dominated by low-occupancy vehicles. And these have been addressed by the
city that, at least in the past, had been constrained by inadequate resources, institutional
handicaps, and a short-term orientation favoring traffic enforcement operations to the neglect
of transport planning. Table ES.5 shows the programs offered to overcome such hurdles.
Table ES.5: Institutional Programs
Program Activity Objective / Rationale

1. Set Program Cycles Program M&E-reporting-reporting-re/planning To ensure follow-through, adjustments as
needed
2. Install TIA, RIA TIA for building, residential subdivision To control traffic, parking generation; costs,
projects; RIA for new rules benefits of compliance with regulations
3. Conduct Master Master transport plans for inclusion in CLUP, To provide long-term, coherent guides for
Planning CDP specific projects
4. Set up IT Watch Incorporate feasible advances in IT, fuels, To encourage LGUs to keep abreast of
vehicles, automation technologies for TPTM technical advances that can be adapted to their
context
5. Set up CPT Successor Build, institutionalize more permanent TPTM To provide a stable base for long-term,
units with regular resources of their own sustained work is needed in lieu of ad hoc
project units
6. Develop the Continue structural-functional reform of TPTM As part of capability-building, with options to
Organization units and their links with other LGU offices build up TPTM in incremental stages
7. Develop Careers Secure tenure and mapping career paths for To complement OD, to provide security and
TPTM and allied personnel performance incentive
8. Codify Ordinances Validate, integrate existing rules and To provide a broad and consistent legal and
introduce new, progressive ones organizational framework for regulations
9. Deal with Constraints Remove gaps or relax restrictions in national To enable LGUs to deal faster with local
in Central-Local guidelines to LGU TT planning & problems and gain confidence in facing long-
Relations administration term challenges
10. View Longer Document, periodically evaluate TPTM Some project impacts may take long to show
Experiences experiences over (say) 10-20 years from meaningful results; projects may change
end of TTMP
11. Keep Stakeholders Update about progress and problems and To keep stakeholders on board, with increasing
Posted their roles in both transport planning and influence on TPTM undertakings
traffic management
12. Validate Baselines and Conduct before project implementation To provide a basis for reassessing if targets
Targets were achieved within the timeframe
ES-9
EXECUTIVE SUMMARY
10 Conclusion and Recommendations

collaboration with the Iloilo CPT and in consultation with key stakeholders. It covers a mix of
transport infrastructure, traffic management, and institutional reform.
It is vital for the continued progress of Iloilo City to address its worsening transport and traffic
conditions. Already the city government, along with the National Government, has made
headway with a number of ongoing transport and traffic initiatives. However, more is required
to establish Iloilo City as a premier city. The proposed transport and traffic management plan
for Iloilo City will address many of the current key issues. However, transport and traffic
issues are dynamic and will grow and evolve as the city grows and develops. It is therefore
important that the city government has the institutional capacity to address day-to-day issues,
as well as longer-term concerns, while continually updating, expanding, and revising the
proposed transport and traffic management plan. This TTM Project has also proposed a
number of institutional capacity development programs that can contribute to the
strengthening of the institutional capacity of the city government.
Looking forward, it is envisaged that the preparation of TTM plans by Iloilo City and other
cities in the Philippines will be mandated by the appropriate government department, namely,
the Department of the Interior and Local Government (DILG) and/or the Housing and Land
Use Regulatory Board (HLURB). The following are ways of mainstreaming the preparation of
the TTM plans:
• As part of the comprehensive land-use plan/comprehensive development plan as
prescribed by the HLURB and/or the DILG: This warrants the advocacy of the LCP to
enhance the template or outline that is prescribed by the HLURB in the preparation of the
prescribed planning documents.
• As a requirement of the DILG for cities: Similar to the HLURB, the LCP can also
advocate for the mandating by the DILG the preparation of the TTM plans by cities.
Mandating the preparation of the TTM plans is envisaged to result in meaningful and effective
plans that will be vital for the sustainability of Philippine cities.
ES-10
MAIN TEXT
ILOILO CITY
1 INTRODUCTION
1.1 Project Background

The Philippines is among the rapidly urbanizing countries in the world with more than 60%
of its population living in urban areas. Annual urban growth rate in the country in the last 50
years has averaged at 4%, which is significantly higher than the annual population growth
rate of 2.1%. It is projected that in the next 25 years, the urban population will account for
70% of the national population. Urbanization has ushered in both economic opportunities
and challenges that include widespread poverty, housing deficiency, environmental
degradation, limited access to basic services, and unemployment. As engines of growth
and being at the forefront of service delivery, the task to manage urbanization falls squarely
on cities. However, given the rapid population growth and urbanization, there is a continuing
need to develop the technical capability of cities to respond to these challenges while
sustaining economic growth.
The Cities Alliance and the World Bank have supported the implementation of the City
Development Strategies (CDS) in the Philippines and since 1998, the CDS Program has
assisted 62 cities in developing participatory long-term development strategies to address
sector concerns and promote local economic growth. Among the primary concerns noted in
said CDS program are transport planning and traffic management among cities. The 2007
survey of 105 cities in the Philippines indicates that transport issues are an increasing
concern given the need to integrate transport planning and traffic management in the
formulation of local development and investment plans. Said survey also noted that cities
have limited technical capability to undertake transport planning and traffic management on
a more institutional and sustainable approach.
Transport planning and traffic management should be undertaken on a more strategic and
broader perspective as cities are contiguous and local economies are interrelated. It is
important for local growth nodes to be interconnected through efficient transport systems as
the mobility of goods, as well as services and market linkages, is essential to an urbanizing
economy. Transport planning and traffic management also impact the environment
significantly. In the cities of Metro Manila, Cebu, Davao, and Baguio, representing 25% of
the country’s urban population, the health cost of air pollution, caused mainly by the
increasing number of vehicles, population, and industrial activities, is significant at an
estimated USD4 million per year or about 0.6% of the gross domestic product.
In light of the above and to assist cities of various sizes in developing their respective
transport and traffic management plans, the Cities Alliance (CA) provided the League of
Cities of the Philippines (LCP) with a technical assistance (TA) grant, which was supervised
by the World Bank.
1.2 Project Objectives

The objective of the TA grant, entitled “Transport and Traffic Management for Philippines
CDS Cities Project” (TTM Project, for short), is to enable selected cities to prepare and
implement sustainable transport and traffic management plans that support the
development of local economies through improved connectivity; provide access and
mobility of people, goods, and services; respond to the current and projected demand of
urbanization for efficient transport systems; and promote environmental conservation.
Specifically, it aims to:
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ILOILO CITY
(i) Enable cities to prepare and implement sustainable transport plans and traffic
management plans that support the development of local economies through improved
mobility of goods and services and address the current and projected demand of
urbanization for efficient transport systems;
(ii) Develop the capability of cities and stakeholders to formulate, implement, and sustain
transport plans and traffic management plans that consider and complement the
development thrusts of adjacent localities given that most local economies are
interrelated;
(iii) Enhance the CDS process by promoting the interconnectivity of priority investments
within a city and city development clusters though the formulation and implementation
of more efficient transport and traffic management plans;
(iv) Integrate and develop livable slum communities by ensuring that the necessary
transport network and systems are available to provide them access to basic services
and livelihood;
(v) Promote environmental conservation and efficient public transport and safety by
developing the capacity of cities and stakeholders to formulate, implement, and sustain
transport and traffic management plans; and
(vi) Develop a practical approach for transport and traffic management planning for
replication in other cities and municipalities.
The TTM Project supported the development of transport and traffic management plans of
five pilot cities. These cities have been identified following a selection procedure that was
based on a set of criteria decided upon by the LCP and the TTM Project Team. The pilot
cities are all CDS members representing the country’s three main island groups, i.e., Luzon,
Visayas, and Mindanao. They are the cities of San Fernando (Pampanga), Puerto Princesa
(Palawan), Iloilo (Iloilo), Dipolog (Zamboanga del Norte), and General Santos (South
Cotabato).
This report covers Iloilo City. The findings and recommendations in this report were
developed through collaboration with the Iloilo City Project Team (CPT). This document
includes findings on current transport and traffic issues, vision, and strategy to address
these issues, list and description of projects that support the strategy, and a review of the
capacity of the city government to implement the strategy and projects.
1.3 Environmentally Sustainable Transport Planning Principles

The guiding principle behind the formulation of the Transport and Traffic Management Plan
for Iloilo City is to support its vision and mission. The plan aims to expand and improve the
city’s transport infrastructure and support it with appropriate measures in the form of traffic
management, institutional reforms, policy enhancements, etc., that will help in the
development of Iloilo City through improved connectivity, access, and mobility of people,
goods, and services; respond to the current and projected demand of urbanization for
efficient transport systems; and promote environmental conservation. The plan has to be
consistent with the transport policy objectives of the national government towards
environmentally sustainable transport.
One of the main challenges for many cities is the management of transport externalities
(e.g., congestion, road safety, and pollution) through the development of environmentally
sustainable transport (EST) systems. The EST planning paradigm seeks to decouple
economic growth from the negative externalities of motorization. It considers environmental
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ILOILO CITY
protection equally important as other policy goals for the transport sector. The Bangkok
2020 Declaration, of which the Philippines is one of the signatories, identified three main
strategy groups to promote EST as follows:
(i) Avoidance of unnecessary travel and reduction of trip distances through the adoption of
land-use planning measures and use of information and communications technology;
(ii) Shifting to more sustainable modes of transport, including the encouragement of
non-motorized transport, improvement of public transport services, and implementation
of mobility management measures; and
(iii) Improvement of transport practices and technologies, including fuel and vehicle
technology, inspection and maintenance of vehicles, and road safety policies.
The National Environmentally Sustainable Transport Strategy of the Philippines was

launched by the Department of Transportation and Communications (DOTC), in partnership
with the Department of Environment and Natural Resources (DENR), in May 2011. The
DOTC with its partner agencies recognized the need to re-visit existing policies and
mandates that govern the transport sector, especially in urban areas. Environmentally
sustainable transport (EST) aims to redirect the current development path to favor safe,
efficient, low carbon, low pollution, and inclusive transport systems.
1.4 Plan Formulation Framework

The basic framework and approach that have been developed in the study is shown in
Figure 1.1. The framework emphasizes the strategies to achieve the vision “which provide
consolidated/coordinated development and policy directions.”
The framework consists of the determination of the current situation or baseline conditions
and understanding of existing policies, plans, and programs of the city in relation to the
city’s aspirations; and the determination of additional interventions that will contribute to the
realization of the city’s vision and desires in consideration of future expectations. To
address the specific needs of Iloilo City, a self-assessment questionnaire was developed
and sent to the city to be answered by the CPT members. Stakeholder meetings were also
held to solicit issues from various sectors. The first stakeholder meeting conducted during
the early stage of the project contributed a lot in the identification of issues and initial
interventions for consideration in the plan. The plan formulation includes a consultation
process with offices including the Metro Iloilo-Guimaras Economic Development Council
(MIGEDC) and the Infrastructure Development Committee of the Regional Development
Council (RDC) VI. Prior to the finalization of the TTM Plan for Iloilo City, a second
stakeholder meeting was conducted to confirm the different components of the plan.
Adjustments were made to the plan based on comments gathered from the meeting. The
identified interventions were subjected to a prioritization process and were programmed as
short, medium, and long term in consideration of the city’s resources. An implementation
program, a monitoring and evaluation framework, as well as a sustainability program,
complete the plan.
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ILOILO CITY
Figure 1.1: Plan Formulation Framework
Current demand and

Current transport network
services
Supplemental Surveys
• Socio -economic
Issues identification Transport/ traffic Issues identification
•
• Congested areas • Meeting demands
• Bottlenecks • Safety and security
• Accident black spots • Affordability
• Traffic demand
analysis
• Urban plans
Baseline Scenario Analysis
Baseline Scenario Analysis
(Do-nothing) (Do-nothing)
• Network
• Service sustainability
• Infrastructure
SWOT
Stakeholder consultation Vision and Strategy Sustainable transport

planning principles
Plan Formulation
Review of existing plans Review of policies
• Concept plans
Identification/Formulation
of Projects / Actions
• Project list
• Project profile
Priority Ranking
• Prioritization criteria
• Budget envelope
Programming and
implementation plan
Implementation
Monitoring and evaluation
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ILOILO CITY
2 ILOILO CITY BACKGROUND
This section describes the geographic, demographic, and economic condition of Iloilo City.
This section also reviews the financial income and expenditure of the city government.
2.1 Geography
Iloilo City is situated in Region VI (the Western Visayas region) and sits at the southwestern
edge of the Province of Iloilo on the island of Panay. Iloilo City is protected from the strong
currents of the southern coastal waters by Guimaras Island. It is located at coordinates 10°
45’ north latitude, 122° 33’ east longitude. It is in the center of the Philippine archipelago
which is strategically located 283 statute miles from Manila through Antique waters and
about 337.6 nautical miles from Manila through Capiz waters. It is about 55 minutes to one
hour from Manila by plane and 18 hours by ship. From Cebu, it is about 12 hours by sea and
25 minutes by air.
2.2 Demography
Based on the 2010 census of population, the total population of Iloilo City that year was
424,619. The district with the highest annual population growth rate in the 2010 census was
Arevalo at 3.16%, while the lowest was the district of City Proper with a 0.65% annual
population growth rate. City Proper was also the densest district in 2010 with a population
density of 17.130 persons/km2. The second densest was the district of Molo with a
population density of 15,912 persons/ km2. Of the six districts, Mandurriao is the least
dense with only a 3,896 persons/km2of population density.
Table 2.1: Population and Density by District (as of 1 May 2010)
Average Annual Growth

Population Density/ Km2
Area Rate
District
(km2) 1995– 2000– 2000–
20001 20071 20101 2000 2007 20101 2007 2012
2000
1. Arevalo 36,449 45,921 49,776 6.6417 5,488 6,914 7,496 5.62 3.24 3.16
2. City Proper 51,663 54,539 55,135 4.3977 11,748 12,402 12,530 -1.45 0.75 0.65
3. Jaro 97,179 111,976 113,039 30.4037 3,196 3,683 3,718 2.18 1.97 1.52
4. La Paz 73,273 82,344 81,972 15.5303 4,718 5,302 5,278 1.38 1.62 1.13
5. Mandurriao 44,615 53,857 54,379 15.2297 2,929 3,536 3,570 3.62 2.63 2.00
6. Molo 63,212 70,073 70,318 6.1371 10,300 11,418 11,452 2.36 1.43 1.07
Total 366,391 418,710 424,619 78.34 4,677 5,348 5,420 1.97 1.86 1.49
1NSO Official Results as of May 1, 2000 Census of Population and Housing, and August 1, 2007 Census and May 1, 2010 Census
Of the seven districts in the city, Jaro was the most populated at 113,039, accounting for
26.62% of the total city population. It was followed by the district of La Paz with a population
of 81,972 or a 19.31% share of the total population. The third most populated district was
Molo at 70,318 (16.56%), followed by City Proper at 55,135 (12.98%). The second-least
populated district was Mandurriao with 54,379 or a 12.81% share. The least populated is
Arevalo with a census of only 49,776 and sharing only 11.72% of the total city population.
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ILOILO CITY
Figure 2.1: Location Map of Iloilo Province and Iloilo City
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ILOILO CITY
2.3 Economy
As the center of Metropolitan Iloilo-Guimaras, Iloilo City is a convergence center of
commerce, trade, industry, education, and governance. As its metro capital, Iloilo plays a
most crucial role in urbanization. In August 2006, the Metro Iloilo–Guimaras Economic
Development Council (MIGEDC) was established through presidential Executive Order No.
559 to promote local economic development and tourism. The city supports and
complements the functional roles and other socio-economic activities of the neighboring
MIGEDC municipalities of Oton, San Miguel, Sta. Barbara, Leganes, Pavia, and the island
province of Guimaras.
In Iloilo City, the service sector accounts for 82% of local economic activity, while the
industrial sector (14%) and the agricultural sector (4%) comprise the remaining 18%. Major
economic activities in the city include the management of port facilities, telecommunications,
banking and finance, wholesale and retail trade, and business process outsourcing.
2.4 Financial Profile

This section provides the financial profile of the city government, including its historical
income and expenditure.
1) Operating Income
Except for a small drop in 2002, total income of the city grew at a steady pace since 2001
(see Figure 2.2). Total revenues expanded from PHP712.3 million in 2001 to PHP1,672.8
million in 2012. This represents an annual average growth of 8.4% over a 12-year period.
Figure 2.2: Total Income of Iloilo City, 2001–2012
1,800.0
1,600.0
1,400.0
In million pesos
1,200.0
1,000.0
800.0
600.0
400.0
200.0
0.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Year
Local Source External Source
From 2009 to 2012, the growth in total current operating income accelerated to 12.1% in
nominal terms and 8.2% in real terms (see Table 2.2). The growth registered by the city in
the past four years is significantly higher than the 5.6% benchmark—the sum of the average
inflation rate of 3.9% and the population growth of 1.5%. This indicates that total current
operating incomes on a per capita basis have been growing by about 2.5% in real terms.
Local sources of incomes have grown at a slightly faster rate of 14.0% compared with the
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ILOILO CITY
10.4% increase in the externally sourced incomes. External sources of incomes consist
primarily of the internal revenue allotment (IRA), while internal sources include tax and
non-tax revenues.
Real property tax (RPT) has been the fastest-growing component of the current operating
income with an average growth of 24.2% per annum in the past four years. The marked
improvement in the RPT was largely attributed to its full implementation based on the 2006
local tax ordinance. Previously, only 60% of the tax due based on the local ordinance was
collected by the city government. Revisions in the schedule of market values were last
implemented in 2006.
Table 2.2: Breakdown of Total Current Operating Income1 of Iloilo City, 2009–2012
(In million pesos)
Ave. Growth (%)
Item 2009 2010 2011 2012
Nominal Real
Local Sources 775.41 793.56 960.08 1,138.55 14.0 10.1
 Tax Revenue 626.35 629.59 776.42 951.30 15.5 11.6
Real Property Tax 297.97 287.29 393.95 547.31 24.2 20.3
Tax on Business 272.00 299.81 327.51 360.81 9.9 6.0
Other Taxes 56.38 42.50 54.96 43.17 -5.6 -9.5
 Non-Tax Revenues 149.06 163.96 183.66 187.26 8.0 4.1
Regulatory Fees 38.71 37.99 46.48 46.55 6.9 3.0
Service / User Charges 56.68 53.19 44.07 56.31 1.5 -2.4
Income from Economic Enterprises 37.21 54.98 56.66 59.78 18.8 14.9
Other Receipts 16.46 17.80 36.45 24.61 26.8 22.9
External Sources 412.51 548.24 596.24 534.28 10.4 6.5
Internal Revenue Allotment 412.51 548.24 592.56 529.82 10.1 6.2
Others 0.00 0.00 3.68 4.46 --- ---
Total Current Operating Income 1,187.92 1,341.80 1,556.32 1,672.84 12.1 8.2
Source: Bureau of Local Government Finance (BLGF)
1Since 2009, the BLGF has prescribed the preparation of the Statement of Receipts and Expenditures (SRE). The new financial
reporting system replaces the Statement of Income and Expenditures. According to the SRE Manual, the new format was designed
not only to be in harmony with the Commission on Audit’s New Government Accounting Systems (COA-NGAS) but also includes
additional data required in determining the LGUs’ fiscal capacity, monitoring LGU debts, certifying LGUs’ debt capacities, rating the
LGUs’ creditworthiness, and computing LGU financial performance indicators. The word income is replaced with receipts to make it
more appropriate since income includes not only income receipts but also loan proceeds and other receipts not classified as income
(i.e., proceeds from loans, sale of assets, etc.). Likewise, expenditures are classified into operating and non-operating to distinguish
outright expense from the capital and investing outlay and loan payments.
Receipts from economic enterprises likewise posted a strong growth of 18.8% per annum.
The city government currently operates a market and a slaughterhouse, which generated a
combined operating income of PHP59.8 million in 2012.
Majority of the city’s current operating income was derived from local sources. During the
2009–2012 period, the average share of local sources to total current operating income was
63.5% (see Table 2.3). This is hardly surprising considering that Iloilo city is the hub for
trade and commerce in the Western Visayan region. The service sector has been the main
engine of growth of the local economy.
The city’s dependence on IRA has dropped sharply over the past three years from 40.9% in
2010 to 31.7% in 2012. The recent conversion of 16 municipalities into cities has
contributed to the decline in its share from national tax collections.
Tax revenues have been the major contributor to locally sourced incomes. The average
shares of the RPT and business tax to current operating income were 26.1% and 22.0%,
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ILOILO CITY
respectively. In an effort to boost tax revenues, the city government was planning to
implement a revision of the schedule of market values of the RPT two years ago. However,
the local government decided to puts its plan on hold due to strong opposition from the
business sector.
Table 2.3: Share in Total Current Operating Income of Iloilo City, 2009–2012
(In percent)
Average
Item 2009 2010 2011 2012
Share
Local Sources 65.3 59.1 61.7 68.1 63.5
 Tax Revenue 52.7 46.9 49.9 56.9 51.6
Real Property Tax 25.1 21.4 25.3 32.7 26.1
Tax on Business 22.9 22.3 21.0 21.6 22.0
Other Taxes 4.7 3.2 3.5 2.6 3.5
 Non-Tax Revenues 12.5 12.2 11.8 11.2 11.9
Regulatory Fees 3.3 2.8 3.0 2.8 3.0
Service / User Charges 4.8 4.0 2.8 3.4 3.7
Income from Economic Enterprises 3.1 4.1 3.6 3.6 3.6
Other Receipts 1.4 1.3 2.3 1.5 1.6
External Sources 34.7 40.9 38.3 31.9 36.5
Internal Revenue Allotment 34.7 40.9 38.1 31.7 36.3
Others 0.0 0.0 0.2 0.3 0.1
Total Current Operating Income 100.0 100.0 100.0 100.0 100.0
Source: BLGF
The tax revenue effort of the city government of Iloilo was higher than the average posted
by first-class cities in the country. The share of tax revenues to total current operating
income was 51.6% for Iloilo City compared to 47.4% average for first class cities (see Table
2.4). However, the share of non-tax revenues for Iloilo was lower at 11.9% compared to the
14.1% average for first-class cities.
Table 2.4: Sources of Income of First-class Cities, 2010–2011
Average Amount (PHP million) Average Percent Share

Item
2010 2011 2012 2010 2011 2012
Local Sources 1,078.1 1,214.9 1,223.8 60.0 60.6 64.1
 Tax Revenue 818.6 941.8 950.1 45.5 47.0 49.8
Real Property Tax 353.5 381.6 392.0 19.7 19.0 20.5
Tax on Business 422.6 509.6 511.3 23.5 25.4 26.8
Other Taxes 42.5 50.5 46.7 2.4 2.5 2.4
 Non-Tax Revenues 259.5 273.1 273.8 14.4 13.6 14.3
Regulatory Fees 58.2 64.6 65.0 3.2 3.2 3.4
Service / User Charges 47.8 54.0 48.1 2.7 2.7 2.5
Income from Economic Enterprises 79.7 85.6 94.8 4.4 4.3 5.0
Other Receipts 73.9 68.9 65.9 4.1 3.4 3.5
External Sources 720.2 790.6 684.8 40.0 39.4 35.9
Internal Revenue Allotment 688.5 757.1 657.0 38.3 37.8 34.4
Others 31.7 33.5 27.8 1.8 1.7 1.5
Total Current Operating Income 1,798.3 2,005.6 1,908.6 100.0 100.0 100.0
Source: BLGF
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ILOILO CITY
2) Operating Expenses
Total current operating expenditures of the city government likewise steadily expanded
since 2001—from PHP659.5 million in 2001 to PHP1,381.4 million in 2012 (see Figure 2.3).
This represents an annual average growth rate of 7.2% over a 12-year period. The growth
in expenditures was slightly lower than the 8.4% average increase registered in total current
operating income in the same period.
Figure 2.3: Total Expenditures of Iloilo City, 2001–2012
1,600.0
1,400.0
1,200.0
In million pesos
1,000.0
800.0
600.0
400.0
200.0
0.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Year
General Public Services Economic Services Others
Table 2.5: Breakdown of Total Expenditures of Iloilo City, 2009–2012

(In million pesos)
Average Growth (%)
Item 2009 2010 2011 2012
Nominal Real
Current Operating Expenditures
General Public Services 527.81 546.71 535.20 580.76 3.3 -0.6
Education, Culture and Sports / Manpower Dev’t 107.17 89.60 91.69 108.38 1.4 -2.5
Health, Nutrition and Population Control 92.04 112.64 115.32 124.05 10.8 6.9
Labor and Employment 0.00 0.00 0.00 0.00 --- ---
Housing and Community Development 45.87 48.62 61.60 65.08 12.8 8.9
Social Services and Social Welfare 66.41 79.81 47.52 70.82 9.6 5.7
Economic Services 150.43 120.02 385.61 383.20 66.8 62.9
Debt Service (Interest Expense &Other Charges) 10.64 1.98 26.51 49.13 415.3 411.4
Total Current Operating Expenditures 1,000.37 999.38 1,263.45 1,381.42 11.9 8.0
Payment of Loan Amortization 10.67 0.54 11.21 11.06 622 618.2
Capital Outlay 30.12 7.05 339.56 106.25 1,524.7 1,520.8
Total Expenditures 1,041.16 1,006.97 1,614.22 1,498.73 16.6 12.7
Source: BLGF
In terms of operating expenditures per sector, general public services accounted for 47.2%
of total current operating expenditures of the city government (see Table 2.6). Based on the
BLGF’s Statement of Receipts and Expenditures Manual, spending on general public
services covers expenditures for services which are indispensable to the existence of an
organized local government. Spending on economic services was a distant second with an
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ILOILO CITY
average share of 22.4%. Economic services cover expenditures for activities directed at the
promotion, enhancement, and the attainment of the desired economic growth.
Table 2.6: Share in Current Expenditures of Iloilo City, 2009–2012
(In percent)
Average
Item 2009 2010 2011 2012
Share
General Public Services 52.8 54.7 42.4 42.0 47.2
Education, Culture and Sports / Manpower Dev’t 10.7 9.0 7.3 7.8 8.5
Health, Nutrition and Population Control 9.2 11.3 9.1 9.0 9.6
Labor and Employment 0.0 0.0 0.0 0.0 0.0
Housing and Community Development 4.6 4.9 4.9 4.7 4.8
Social Services and Social Welfare 6.6 8.0 3.8 5.1 5.7
Economic Services 15.0 12.0 30.5 27.7 22.4
Debt Service (Interest Expense and Other Charges) 1.1 0.2 2.1 3.6 1.9
Total Current Operating Expenditures 100.0 100.0 100.0 100.0 100.0
Source: BLGF
The spending pattern of the city government of Iloilo approximates that of a typical
first-class city. On the average, a first-class city in the Philippines spends close to 50% of its
current operating expenditures on general public services and about 18% on economic
services (see Table 2.7).
Table 2.7: Expenditures of First-class Cities, 2010–2012
Average Amount (PHP million) Average Percent Share
Item
2010 2011 2012 2010 2011 2012
General Public Services 663.9 693.7 678.5 50.8 50.0 49.1
Department of Education 140.4 138.5 155.3 10.7 10.0 11.2
Health, Nutrition and Population Control 127.4 152.5 151.7 9.7 11.0 11.0
Labor and Employment 0.8 1.3 1.4 0.1 0.1 0.1
Housing and Community Development 64.2 68.7 69.0 4.9 4.9 5.0
Social Services and Social Welfare 46.5 56.4 48.0 3.6 4.1 3.5
Economic Services 234.4 244.8 252.4 17.9 17.6 18.3
Debt Service (Interest Expense & Other Charges) 29.8 32.5 26.4 2.3 2.3 1.9
Total Current Operating Expenditures 1,307.4 1,388.5 1,382.7 100.0 100.0 100.0
Source: BLGF
3) Net Operating Income (Loss)
Except for a shortfall of PHP24.7 million in 2002, the city government of Iloilo has managed
to register surpluses in its financial operations (see Figure 2.4). The highest surplus was
posted in 2010 at PHP342.2 million. Over the past 12 years, the average surplus in financial
operations was PHP155.4 million per annum.
4) Non-Current Expenditures and Budget for Traffic Management
Capital investments of the city government in fixed assets increased significantly in the past
three years. From a paltry PHP30.1 million in 2009, capital outlays grew to PHP339.6
million in 2011. However, it fell to PHP106.3 million the following year. These investments
financed the construction activities of the priority projects of the city government. Priority
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ILOILO CITY
projects of the city government included the construction and improvement of the existing
drainage system, the rehabilitation of the Molo public market, and the purchase of medical
equipment for the barangay health stations. In order to finance its priority projects, the city
government availed itself of a PHP260 million loan in 2011. As of 30 June 2012, the city
government of Iloilo has a loan balance of PHP842.1 million. The loan proceeds were used
for the city government’s computerization program, solid waste management project, and
the construction of the new city hall.
Figure 2.4: Surpluses in Financial Operations of Iloilo City, 2001–2012
1,800.0
1,600.0
1,400.0
1,200.0
In million pesos
1,000.0
800.0
600.0
400.0
200.0
0.0
-200.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Year
Income Expenditures Surplus
Under the city government’s Annual Investment Plan for2014, it plans to spend some
PHP125.12 million on various programs and projects. Among the largest infrastructure
development projects lined-up for the year are the following:
(i) Repairs and maintenance of government facilities (PHP25 million);
(ii) Construction / rehabilitation / improvement of existing drainage system (PHP21.20
million);
(iii) Improvement / installation of street lighting system and traffic light (PHP15.0 million);
and
(iv) Construction / widening / concreting asphalt overlay of roads / public alleys (PHP14.9
million).
The city government has likewise allotted PHP7.47 million for the loan amortization of the
solid waste management project.
Unlike most local government units, the city government of Iloilo has a Transportation
Management and Traffic Regulation Office. In 2013, its total budget appropriation amounted
to PHP23.68 million–2.57 million for personnel services and PHP21.11 million for
maintenance and other operating expenses (MOOE). There was no appropriation for
capital outlay. The largest component of MOOE is the traffic control program with a total
appropriation of PHP18.46 million.
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ILOILO CITY
3 CURRENT TRANSPORT AND TRAFFIC SITUATION
This chapter presents and discusses the specific transport context of Iloilo City based on
the evidence that was gathered in the conduct of the study. Both primary data collected
through various surveys and already available secondary data were processed to generate
information and form the evidence base for the development of the plan. This section
presents the current condition of the city’s roads and public transport system. It also
describes key issues on congestion and road safety. Finally, this section also describes the
institutions that operate and manage Iloilo City’s transport system.
3.1 Road Infrastructure

Iloilo’s traffic condition is expected to be excessive since there is a lack of sufficient road
networks in the area. Most of the roads are narrowly built, which cause traffic congestion
during rush hour on week days. As stated in the 2010 city’s Socio-economic Profile, a total
of 200.483 kilometers of concrete, asphalt, and gravel roads facilitate land transport in the
city, with 68.58 kilometers under national roads, and 131.903 kilometers city/barangay
roads. The road network is made up of only radial roads, all of which pioneered from the
City Proper. Urbanized areas are linked with the City Proper by radial roads that connect the
said urbanized areas. To eradicate heavy traffic, the City Government has proposed the
Circumferential Road (C1).
According to the Department of Public Works and Highways (DPWH), the following issues
and challenges will remain without an improved road network:
(i) Heavy traffic will take place on roads not only inside the City but also within the radius of
10km between Oton, Pavia, Leganes and Iloilo City;
Figure 3.1: Road Network Map
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ILOILO CITY
(ii) Oton–Santa Barbara Road and Leganes–Santa Barbara Road will attract heavy traffic
ranging from 12,000 to 15,000 pcu per day. Both roads will function as circumferential
roads;
(iii) Inside the City, all radial roads will exceed their traffic capacity, most of which have
slight to no possibility of widening; and
(iv) Inside the City Proper, most roads except four-lane divided roads, will exceed their
capacity and level of service will be aggravated to D, E or F. However, further widening
of such roads is extremely difficult.
Considering that road widening cannot be an option for most built-up areas in the city, traffic
management is the best solution. Incentives and penalties can be put in place to affect
travel patterns of people from the city and other towns of the province. Aside from having
insufficient road networks, the presence of illegal structures, proliferation of permanent and
temporary road obstruction and inadequate road signs adds to downbeat effect of the city’s
traffic condition.
Table 3.1: Road Network in Iloilo City by Administrative Classification and Surface Type
Surface Type
Administrative
Length (km) Asphalt Gravel Concrete
Classification %
% % %
National Roads1 90.701 34.91 52.988 58.42 0 0 37.713 41.58
City Roads2 52.190 20.09 8.060 15.44 0 0 44.130 84.56
Barangay Roads2 116.926 45.00 7.958 6.81 24.518 20.97 84.450 72.23
Total 259.817 100.00 69.01 26.56 24.52 9.44 166.29 64.00
1 From the DPWH, April 2013–April 2014 survey.
2 From the 2011-2020 Iloilo City Comprehensive Land Use Plan Volume 1, p.56.
Based on Iloilo City’s Socio-Economic Profile of 2010 and

the 2013 road survey done by the DPWH, the city has
259.817 kilometers of roads. With a land area of 78.34
square kilometers, the city has a road density of 3.3, which is
way over the national standard of 1.0 kilometer of road for
every square kilometer (100 hectares) of land area.
Of the city’s total road length, national roads comprise almost
35% (90.701 km), while city roads accounted for 20%
(52.190 km) and barangay roads, 45% (116.926 km).
In terms of surface type, concrete roads comprised 64%
(166.290 km) of the total road network, followed by asphalt
roads at almost 27% (69.010 km) and gravel roads at 9%
(24.520 km). The road condition survey and inventory done
by the city’s technical staff (see Table 3.2) showed that
asphalt roads are in good condition, although the DPWH
data showed that national roads greatly vary in condition,
from bad to poor to fair and good. Sidewalks are provided in
most of the roads in the city proper with physical condition Vendor on sidewalk along MH Del Pilar
Street going to Molo (topmost photo), taxis
ranging from bad to good. Sidewalk improvement has to be line up for customers at foot of pedestrian
incorporated in the regular maintenance of the road. bridge on Genera Luna Street in front of
the Atrium (middle), and private cars
parking on the sidewalk (above).
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ILOILO CITY
Figure 3.2: Road Network in Iloilo City by Administrative Classification
District Boundary
Moreover, clearing of obstructions within the sidewalk must also be part of a regular
enforcement campaign. Due to those obstructions, pedestrians are being forced to use the
carriageway. The current ‘No On-street Parking’ should also include regulation on no
parking on sidewalks.
The 2014 road survey done by the DPWH recorded that the city’s major roads have two to
four lanes with sections of General Luna Street and Benigno Aquino Diversion Road having
eight lanes, a bidirectional bike lane, and a two-lane service road. The length of roads with
shoulder remains insignificant, based on the road inventory. The city’s road network is
made up of radial roads, all of which originate from the central business district. During
weekday rush hours, roads become congested due to the following:
(i) increasing volumes of cars;
(ii) narrow city roads;
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ILOILO CITY
Figure 3.3: Road Network in Iloilo City by Surface Type
District Boundary
(iii) on-street parking;

(iv) illegal/improper parking/waiting, parking on sidewalks;
(v) disorderly boarding/alighting;
(vi) use of certain roads as garages, terminals, workplaces, etc.;
(vii) presence of vendors/informal settlers on sidewalks;
(viii) inadequacy of traffic signals/lights, signages, markings;
(ix) on-going government road/drainage infrastructure and utilities projects;
(x) flooding/inundation; and
(i) presence of pedestrian crossings in front of schools, parks, and markets.
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ILOILO CITY
Figure 3.4: Road Network in Iloilo City by Number of Lanes
District Boundary
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TRAFFIC AND TRANSPORT MANAGEMENT FOR PHILIPPINECDS CITIES PROJECT
ILOILO CITY
Table 3.2: Road Condition/Inventory Form, Iloilo City
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Road Section Type and Shoulder? If Location Remarks3
Lanes If Yes, Photo
Condition1 yes, width? (see map)
Condition2
After bridge
intersection of
Brgy. Hall
Tabuc Suba 4 Asphalt Yes None
and towards
San Isidro
Relocation Site
Illegal
Towards Cubay 4 Asphalt Yes, fair
parking
In front of Iloilo Illegal

4 Asphalt Yes, bad
Supermarket parking
Illegal
parking;
Front LTO 4 Asphalt Yes, bad
on-street
parking
Front of Bucay
On-street
Farm Center/ 4 Asphalt Yes, fair
parking
Front of NTC
Front of NFA;
Jeepney/
Towards Yes, good
waiting
Quintin Salas
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Illegal
Front of parking,
Yes, bad
Savemore obstruction
of sidewalk
Cor. Name Obstruction

Hechacora Yes, good by sidewalk
Quintin Salas vendors
After 1602
Mission Rd. Parking on
Asphalt, Yes, 1.2m,
intersection to 4 None sidewalk;
good bad/fair
E. Lopez - San vendors
Jose
E.
Lopez-Corner
Illegal
of Rose
parking;
Pharmacy in 4 Bad
sidewalk
front of Mercury
vendors;
Drug, Mang
Inasal
E.
Lopez-Corner
of Rose
Sidewalk
Pharmacy/E. 4 Bad
vendors
Lopez
Arcade/Don
Benito Hospital
Sidewalk
vendors
E. Lopez
occupy the
Bangga del 4 Bad
whole
Carmen
enclosure
sidewalk
Enclosure
of sidewalk;
permanent
Corner DB
Asphalt, squatters;
Ledesma 4 None Yes, bad
good illegal
Street
parking;
sidewalk
occupied
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Front of Lopez
Mansion &
Yes, bad
Lopez (Floyd's
Coffee)
Sidewalk
Bangga occupied;
Bad
Precious Salon permanent
vendors
E. Lopez
4 Bad
Intersection
E. Lopez-Jaime Illegal
4 Asphalt None Yes, fair
St. / De Paul parking
E. Lopez
intersection
4 Asphalt None
corner RCBC
Bank
Gen. Luna
going to
Parking area
Sarabia Asphalt,
4 No 1.5 m, fair for private
(Flyover in front good
establishment
of JD
Bakeshop)
Gen. Luna (crossing)

going to right turn
Asphalt,
Provincial 4 No 1.5 m, fair going to
good
Capitol (Aurora Aurora
Subdivision) Subd.
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Gen. Luna Asphalt, Turn going

4 No 1.5 m, fair
going to Molo good to Molo
Right turn
Gen. Luna going to
going to city (in Asphalt, Aurora and
4 No 1.5 m, fair
front of Aurora good u-turn
Subd.) going to
Molo
Gen. Luna Loading /

going to city Asphalt, Unloading
4 1.5 m, fair
(along Highway good of vehicles
21 Hotel) going to city
Gen. Luna
going to Molo
(Flyover) Asphalt,
4 1.5 m, fair
intersection good
going to
Doctors
MH Del Pilar
(Aves corner Asphalt, Sidewalk
4 1.5 m, fair
Motors) going good vendor
to Molo
MH Del Pilar
Asphalt, Loading /
along LBC 4 1.5 m, fair
good Unloading
going to Molo
U-turn
MH Del Pilar
Concrete, vehicles
(Rotunda) in 4 1.0 m, fair
good going to
front of TIIC
Molo
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Illegal
MH Del Pilar parking;
Concrete,
(front of GT 4 1.0 m, fair loading/
good
Plaza Mall) unloading
on-street
MH Del Pilar Illegal

Asphalt,
(front of 4 1.0 m, fair parking of
good
cemetery) vehicles
Illegal
MH Del Pilar parking of
Asphalt,
corner San 4 1.0 m, fair vehicles;
good
Pedro St. sidewalk
vendor
MH Del Pilar
Asphalt, Illegal
going to City 4 1.0 m, fair
good parking
Rotunda TIIC
MH Del Pilar
Asphalt, Loading/
(front of La 4 1.0 m, fair
good unloading
Fiesta Hotel)
MH Del Pilar
U-turn
going city Asphalt,
4 1.0 m, fair going to
(flyover in front good
Timawa
of Jollibee)
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Loading/
Gen. Luna Asphalt, unloading;
4 1.0 m, fair
(going to city) good parking on
sidewalk
Left turn or
Intersection
right turn of
Gen. Luna to
Asphalt, vehicles
San Agustin St. 4 1.5 m, fair
good going to
(Gen. Luna-
opposite
Jalandoni)
direction
Intersection of Right turn

Asphalt,
Gen. Luna to 4 1.5 m, fair going to
good
Mabini St. Mabini
Intersection of
Illegal
Gen. Luna to Asphalt,
4 1.5 m, fair parking on
Valeria St. good
sidewalk
(front of PNB)
Illegal
Gen. Luna St. Asphalt,
4 1.5 m, fair waiting of
(front of Atrium) good
taxi
Pedestrian
crossing;
loading/
Cor. Ledesma / unloading;
4 Asphalt No Yes - fair
Jalandoni improper
parking of
trisikad in
the corner
Illegal
Ledesma parking of
Street between private
Jalandoni of vehicle
Mabini both side;
10.06.25
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Loading/
Corner unloading;
Ledesma / 4 Asphalt No Yes - fair crossing of
Fuentes trisikad;
10.08.45
Good flow
Ledesma of vehicles
4 Asphalt No Yes - fair 10.13.37
corner Mabini due to
stoplight
Loading/
unloading
of PUV;
improper
Ledesma Concrete,
4 No Yes - good parking
corner Quezon asphalt
along
pedestrian
lane;
Loading/
unloading
Cor. Ledesma Concrete,
4 No Yes - fair by PUVs
and Valeria asphalt
along the
corner
On-street
Corner
parking;
Ledesma and 4 Asphalt No Yes - good
sidewalk
Iznart
vendors
Iznart street Loading/

going to unloading;
4 Asphalt No Yes - good
Delgado at on-street
pedestrian lane parking
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Cor. Iznart and On-street

Delgado parking
On-street
parking;
Iznart street to loading/
4 Concrete No Yes - fair
Solis Street unloading
PUV/PUJ;
10.35.05
Loading/
Iznart up to
unloading;
Arroyo 4 Concrete No Yes - good
on-street
Fountain
parking
On-street
Corner Iznart
2 Concrete No Yes - fair parking;
and Solis
10.35.15
Diversion-Lopez Asphalt,
4 Yes, 20m No
– Jaena good Marker 1
(Nature's
Asphalt,
Spring) Along 4 Yes, 20m No
good
Diversion Marker 2
Diversion Asphalt,
4 No Yes - good
Bridge good Marker 3
Diversion-Airport Asphalt,
4 No No
Rd. good Marker 4
Bridge at Asphalt,
4 No No
Calubihan good Marker 5
Approaching
Asphalt,
Diversion - Taft 6 No No Marker 6
good
Intersection
Approaching Asphalt, Yes - under
6 No Marker 7
Paseo good construction
All vehicles
Front of Sin Asphalt, With service
6 Marker 8 to/from sin
City good road - good
city
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ILOILO CITY
W/ Photo Reference
Pavement W/
No. of Sidewalk?
Lanes If Yes, Photo
Condition2
Approaching
Parking;
Pison Avenue Asphalt, Yes, under
6 No Marker 9 loading/
-Diversion good construction
unloading
Intersection
Across Asphalt, Yes, under

6 No Marker 10
Diversion 21 good construction
Yes, good +
After Iloilo Asphalt, bike lane +
6 Yes, 30 m Marker 1
Bridge good service road
(2-way)
Pison - Left turn
Asphalt,
Diversion 6 Yes, 30 m No Marker 2 from Pison
good
Intersection to Diversion
Diversion - Asphalt, No (under Loading/unl

6 Yes, 30 m Marker 3
Jalandoni good construction) oading
Asphalt,
Past the bridge 4 No Same Marker 4
good
Source: TTMP Surveys, 2014
1 Concrete, asphalt: good, fair, bad
2 Good, fair, bad
3 On-street parking, illegal parking/waiting, pedestrian crossing, loading/unloading, sidewalk vendors, etc.
3.2 Public Transport
1) Modes
The major public transport modes that serve the city and its various districts are the PUJs
and tricycles for local trips and some external trips and buses for the longer-distance trips.
Air-conditioned shuttle vans have also been widely used particularly for long-distance trips.
These vans provide frequent trips to and from the airport. Inter-island boats also provide
transport services to passengers such as those traveling between Iloilo and Guimaras.
Based on volume counts and passenger occupancy data, it is estimated that 80 to 85% of
daily trips within the city proper are made using public transport.
In 2011, there were 5,638 PUJs registered at the Land Transportation Office Iloilo City
District Office. There were 3,651 tricycles duly registered and 137 buses registered. Of
these tricycles, 1,006 are duly franchised to provide services in the different districts of Iloilo
City. Furthermore, there are 1,901 trisikad or pedicabs registered in the city. These
numbers are disaggregated among the city’s districts (see Table 3.3).
2) Routes
Of the 5,638 PUJs registered at the LTO District Office in Iloilo City, 3,992 units ply routes
that are internal to the city, providing services to travelers of the city’s different districts (see
Table 3.4).
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ILOILO CITY
Table 3.3: Total Numbers of Registered Tricycles and Trisikad, 2011
District Name Number of Tricycles Number of Trisikad

Jaro 215 556
Arevalo 107 388
Molo 0 183
Mandurriao 227 172
La Paz 282 500
City Proper 175 102
Total 1,006 1,901
Source: Permits and License Division, CMO, Iloilo City
3) Terminals
There are seven (7) bus and jeepney terminals located in different parts of the city. Six of
these are privately owned and operated. One is city-owned but privately operated. These
terminals are:
(i) Mohon Terminal in Barangay Mohon, Arevalo;
(ii) Mandurriao Terminal in Barangay Hibao-an, Mandurriao;
(iii) San Pedro Terminal in Barangay San Pedro, Molo;
(iv) Tagbak Terminal in Barangay Takbac, Jaro;
(v) Joroshelly Terminals in Barangay Takbac, Jaro;
(vi) La Paz Terminal in La Paz; and
(vii) Ungka Terminal in Barangay Ungka, Jaro.
All these terminals except for those in La Paz and Jaro are located at the outskirts of the city
to limit the entry of PUJs and buses into the city center. These terminals are shown below.
Figure 3.5: Public Transport Terminals in Iloilo City
Source: Iloilo City Comprehensive Land Use Plan 2011-2020
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ILOILO CITY
Table 3.4: Total Number of Authorized Intra-route PUJs in Iloilo City, 2011
Intra-route Name No. of Authorized Unit

1. Iloilo City–Barrio Obrero 117
2. Iloilo City–Calumpang–Villa Beach 182
3. Iloilo City–Calumpang 12
4. Iloilo City–Jaro CPU 514
5. Iloilo City–JaroLiko–NFA 201
6. Iloilo City–JaroLiko–Tagbak Terminal 216
7. Iloilo City–La Paz 1
8. Iloilo City–La Paz–La Granja 215
9. Iloilo City–La Paz–Ticud Terminal 51
10. Iloilo City–La Paz–Baldoza Terminal 1
11. Iloilo City–La Paz 67
12. Iloilo City–Mandurriao 3
13. Iloilo City–Mandurriao via Airport– Aquino Avenue 101
14. Iloilo City–Mandurriao Hibao-an (Pavia) via Tabucan 3
15. Iloilo City–Leganes 52
16. Iloilo City–Mandurriao (Hibao-an) via Tabucan–San Rafael 8
17. Iloilo City–Hibao-an via Mandurriao 17
18. Iloilo City–JaroLiko 1
19. Iloilo City–Mandurriao Hibao-an via Tabucan 144
20. Iloilo City–Hibao-an–Pavia via Mandurriao 27
21. Iloilo City–Molo via Baluarte 208
22. Iloilo City–Molo via City High 7
23. Iloilo City–Molo via Timawa 119
24. Iloilo City–Molo–Timawa–1 Compania Fundidor 72
25. Iloilo City–Parola–Supermarket 31
26. Iloilo City–Ungka UI 6
27. Iloilo City–Ungka (ITGSI) 100
28. Iloilo City–Ungka (ITGSI) via CPU 318
29. Iloilo City–Ungka UI–(Pavia) 27
30. Iloilo City–Ungka UI (Pavia Terminal) via CPU 36
31. Iloilo City–Villa (Arevalo) 320
32. Iloilo City–(Villa) Arevalo–Mohon Terminal 68
33. Jaro–Balagago–Bito-on 26
34. Jaro Plaza–Mandurriao 40
35. Jaro Plaza–Manduriao–Hibao-an Terminal 21
36. SM City–Arrastre via City Proper 86
37. Ungka Pavia Terminal–Aquino Avenue–Tanza 13
38. Ungka (ITGSI)–Aquino Avenue–Tanza 33
39. Iloilo City–Leganes via Aquino Avenue 296
40. Iloilo City–Leganes–La Paz 110
41. Iloilo City–Oton–Derecho 100
42. Iloilo City–Oton–Anhawan 152
Total 3,992
Source: LTFRB, Region 6, Iloilo City
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ILOILO CITY
4) Users’ Perception on Public Transport
A multi-stakeholder consultation meeting was held in Iloilo City on 2 December 2013 to

gather the perceptions of public transport users on the state of public transport in their city
and identify current issues. The participants perceived that the following improvements to
public transport are critical for smoother travel within the city:
(i) Designation of loading and unloading areas for more organized boarding and alighting;
(ii) Implementation of time schedule for public transport to reduce waiting time;
(iii) Implementation of an ordinance to allocate seats for senior citizens at the front and
back seats of PUJs;
(iv) Enactment of an ordinance to consider loading and unloading for PWDs and senior
citizens. At present, PWDs need to call for assistance from their association to board
and alight from public utility vehicles; and
(v) Education program for traffic enforcers and drivers, and improvement of hygiene for
PUJ drivers.
Transport drivers and operators view the monthly dialogue with the city’s Traffic Review
Committee as effective in minimizing disagreements and strikes.
5) Self-assessment Results on Public Transport
Table 3.5 shows the results of the self-assessment questionnaire survey conducted among
responsible transport officials of the Iloilo City government.
Table 3.5: Public Transport Issues in Iloilo City
Degree/Level of Problem1
Issue
5 4 3 2 1
1. Disorderly loading/unloading √
2. Lack of waiting sheds for commuters √
3. Inadequate public transport √
4. Poor public transport services √
5. Lack of public transport management √
6. Declining public transport ridership √
7. Overloaded public transport at peak hours √
8. High transport fares √
9. Poor management of tricycles √
10. Operations of Illegal/unorganized terminals √
Source: Self-assessment Questionnaire Survey, TTM Project, 2013
1 5=big problem. 4=medium to big problem, 3=medium problem, 2=small to medium problem, and 1=small problem.
3.3 Congestion
The following causes of congestion in the city were identified by the respondents to the
self-assessment questionnaire the Project Team distributed to the pilot cities at project
commencement and by the participants during the stakeholder meeting:
(i) The participants shared that in the Calumpang area, the roads are very narrow such
that from 5:00 to 6:00 p.m. on weekdays, one would need to take two modes of public
transport;
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ILOILO CITY
(ii) Diminished capacity of roads due to on-street parking of private vehicle. In particular
the participants mentioned Iznart Street as an example. Due to lack of parking space,
private vehicles park on the road side. Some even use the roadside as their garages.
On the other hand, in the relocation site, public utility vehicles use the road side as
terminals, with long dwell times as they wait for passengers. This situation makes it
difficult to access inner areas, especially in emergencies. An additional issue
identified was that parking intended for persons with disabilities (PWDs) is used by
able-bodied persons;
(iii) Pedicabs, motorcycles, and tricycles mix with private vehicles on main thoroughfares
creating congestion particularly during rush hours in Magdalo, La Paz, Rizal Street,
Lapuz Street, EL 98, Jaro & Jalad-on going to SM;
(iv) Repair shops and car-painting shops use the streets as their workplaces;
(v) Several members of the transport group observed that private vehicle ownership has
increased;
(vi) The city government conducted a traffic experiment to address congestion along
General Luna Street (18 September 2013 to17 October 2013). No left turns and
rerouting of city loop PUJs plying the area were introduced. The traffic experiment
was extended until 31 December 2013 after consultation with stakeholders. New
traffic schemes/refinements were introduced after the initial one month of experiment.
However, delays in the construction of the drainage system along General Luna
Street could not provide a full assessment/positive results of the traffic experiment;
(vii) The DPWH and the LGU have embarked on massive infrastructure projects,
particularly the widening of roads and bridges, including the construction of alternate
roads like the circumferential road, to further ease traffic congestion in the city.
Simultaneous construction projects in various areas have created traffic congestion
as a result of either the re-routing of vehicles or inclement weather which had further
delayed the completion of projects;
(viii) Unabated increase in the number of public utility vehicles, particularly on the issuance
of franchises to PUJs, taxis, vans and / or buses plying in the city. National agencies
like the LTO should regulate the growing number of private vehicles and the
franchises issued to public utility vehicles. Close coordination between these
agencies and the LGU should be undertaken to resolve this problem;
(ix) Laxity in the implementation of required parking areas for owners of private and
public utility vehicles;
(x) Flooding in the city during heavy downpour causes traffic congestion. The DPWH is
currently preparing a City Master Drainage Plan to replace old drainage pipes
including the clearing and dredging of waterways. Proper disposal of garbage is being
disseminated to the barangays and the city council has passed an ordinance on the
non-use of plastics in the city which will be implemented in the coming year.
(xi) Lack of traffic signs and road markings and protective gears for traffic enforcers. The
private sector, especially the business community, has been supportive of the needs
of the office through donations of traffic signs, steel railings, and materials for road
markings. The city should appropriate enough funds for annual fabrication, repair and
maintenance of traffic control devices and provisions for protective gears for traffic
enforcers;
(xii) The number of signalized intersection is still inadequate. To date, at least six (6)
intersections have already been signalized; There is a lack of CCTVs to augment the
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traffic signal lights in traffic operations/crime prevention/accident monitoring and

response. Initial three (3) city intersections have been installed with CCTVs. The
radio room of TMTRO is still housed at ICPO and needs upgrading. The city will be
constructing a 3-storey building for disaster relief operations at the back of Freedom
Grandstand and will house ICER & TMTRO for a Disaster Command Center; and
(xiii) So many transport groups in the city including those representing provincial PUJs. A
Transport Summit is being proposed by Councilor Plaridel Nava, Chairman on
Transportation, to unite all transport groups into one federation and elect its officers,
so that the city can just deal with one transport group. Several operators and/or
drivers who dislike the management of their transport group usually separate and
create a new drivers association thereby make several drivers/ transport groups in
the city.
Table 3.6 shows the results of the self-assessment questionnaire survey conducted with
responsible transport officials of the city government.
Table 3.6: Road Traffic Issues in Iloilo City
Issue
5 4 3 2 1
1. Disorderly movement at intersections √
2. Conflict between local and through traffic √
3. Inadequate traffic flow schemes √
4. Lack of traffic signals √
5. Increasing use of automobiles √
6. Limited road capacity √
7. Poor road hierarchy √
8. Missing links in the urban highway network √
9. Inadequate traffic signage in the streets √
1 5=big problem, 4=medium to big problem, 3=medium problem, 2=small to medium problem, and 1=small problem.
3.4 Road Safety

Based on historical records, the total number of road crashes in 2012 was 4,854. 18 were
reported to be killed and 844 were injured. Public utility jeepneys were recorded to have the
highest involvement in road crashes (about 22%) followed by taxi cabs (14%).
There are several threats to road safety identified during the stakeholders meeting,
including:
(i) Absence of streetlights, making it unsafe for pedestrians to walk during night time;
(ii) Street children who the respondents perceive as rugby users;
(iii) From Calumpang to Breakthrough, there are children who compete to offer carwash
services for PUJ, making it unsafe;
(iv) No pedestrian lanes and no sidewalks particularly in Iznart Street;
(v) Lack of traffic signs and signals;
(vi) Sharp and narrow curves proximate to the Sports Complex and Echenova; and
(vii) Uncovered manholes which are especially dangerous for blind persons.
Poor visibility due to insufficient street lighting and illegally posted streamers at center
islands and/or near TCD’s had been cited as one of the causes of road crashes.
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Table 3.7 shows the results of the self-assessment questionnaire survey conducted with
responsible transport officials as regards road safety.
Table 3.7: Road Safety Issues in Iloilo City
Issue
5 4 3 2 1
1. Accidents/road crashes √
2. Reckless drivers √
3. Lack of public awareness of traffic safety √
4. Lack of traffic safety education √
5. Dangerous crossings for pedestrians √
6. Drunk/drugged driving √
7. Lack of safety for cyclists √
1 5=big problem, 4=medium to big problem, 3=medium problem, 2=small to medium problem, and 1=small problem.
3.5 Transport Equity

Transport equity refers to the ‘distribution of impacts and (benefits and costs) and whether
that distribution is considered appropriate.1For Iloilo City, two transport equity issues are
identified. These are the impact of quality of transportation on persons with disabilities
(PWD) and the mobility of residents in the relocation areas.
3.6 Institutional Situation
1) Plans and Staffing
The city has an existing traffic code or ordinance (crafted in 2007) and a land use plan
(2011 -2020). It has also developed its environment monitoring plan.
On capability building, the technical staff of the city government have attended workshops
on numerous topics, namely, road safety, courtesy, apprehension manners, traffic laws and
enforcement with the LTO (the national Land Transportation Office), and tourism
awareness.
2) Formal Structures and Functions
Of the organizational units responsible for transport and traffic functions, the Transport
Management and Traffic Regulation Office in the City Mayor’s Office (TMTRO/CMO) is
responsible for traffic engineering and management of traffic enforcement, while units
called “ICER” and PNP Traffic Management (in the CMO and PNP, respectively) are
responsible for traffic safety and accident response. Public transport is under the LTFRB
and the Sangguniang Panlungsod (SP), while road maintenance and highway engineering
are associated with the CEO plus the DPWH City Engineering District. Air pollution control
is the function of the CENRO, together with the DENR’s EMB. Disaster preparedness is
under the charge of the CDRRMO and ICER (“attached” to the RDRRMC and CMO,
respectively). Transport planning is supposed to be shared between CPDO and
TMTRO/CMO.
1 Littman, Todd (2012). Evaluating Transportation Equity: Guidance for Incorporating Distributional Impacts in Transportation
Planning.Victoria Transport Policy Institute.
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The Team received a presentation document that shows that the TMTRO has been at work
recently, identifying transport/traffic problems and suggesting solutions. These include the
“weak organizational setup to enforce traffic rules and regulations in the city,” and TMTRO’s
recommendation for the institutionalization of the city transport and traffic management
system, with the organization of the TMTRO and of the relevant SP committee as a
performance indicator, along with the provision of plantilla positions and funds for their
activities. (“Transport Issues and Current Interventions in the City,” Dec. 2, 2013, Iloilo City,
presented by Engr. Jose A. Tengco, Chief Transportation Regulation Officer & Head,
TMTRO.).
However, the city still has some distance to cover toward this institutional goal. The
TMTRO has only four plantilla personnel to start with, and diffuse traffic management
functions have to be integrated. The head of the CPDO and CPT, Mr. Jose RoniPenalosa,
believes that the CPT should continue to help carry out the TTMP and, if any more
comprehensive TPTM unit is to be created, it should be a part of his office. The location of
such a unit could thus be a contested issue.
The legal framework for traffic and transport itself remains diffuse According to the SP
Secretary, a general code was approved in the early part of 2014, but codification of traffic
regulations, which was excluded for separate treatment, has not been started. As before,
the city issues traffic ordinances individually. A clamping ordinance issued to supplement
an earlier towing ordinance shows a number of weaknesses in substance and form. For
example, “Denver Boots” would be clamped on vehicles parked in no-parking zones and
issued citation tickets by “any police officer, traffic enforcer and LTO agent.” The ordinance
does not say if one or all three should be present when the owner comes to show that s/he
has paid the fine. It says that a private entity may “engage in clamping or towing business”,
but does so only in passing. (Ord. No 2014, 4/8/14).
The role of Iloilo City as founding core and leader of the Metro Iloilo-Guimaras Economic
Development Council (MIGEDC) has served it in good stead in dealing with its traffic and
terminal problems with its neighboring towns and in relating to the national government,
which had sanctioned MIGEDC’s creation by a Presidential executive order. According to
Mr. Penalosa, who has also served as MIGEDC’s executive director (the Mayor is chair of
the Council), the city has had good relations with national agencies, including the Housing
and Land Use Regulatory Board (HLURB). The city’s locational clearance function,
however, has been passed on down to the barangays, and according to another informant,
the local Office of the Building Official does not strictly require parking provisions for new
development projects – except “promissory notes” that may not be fulfilled. Iloilo City has
had some problems with the LTO, but they have ironed them out. The city government and
local LTO agents issue their own traffic violation tickets and collect their respective fines in
the city.
A more basic issue is that apart from tricycle franchising and traffic regulation, which was
devolved to cities and municipalities by the Local Government Code of 1991, the DOTC’s
Land Transportation Franchising and Regulatory Board (LTFRB) has retained its authority
over all other public utility vehicles (PUVs). Moreover, an old LTFRB rule that mayors
should endorse applications to the LTFRB no longer applies as a prerequisite, and Iloilo
City does not require buses, jeepneys, and taxis operating within or through the city to
secure business licenses to operate. The lack of authority over such PUVs does not seem
to be any great concern to Iloilo City’s CPDO head who has no wish to press any regulation
like parking requirements that may scare off new investors. But he is bothered by the city’s
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lack of control over the total number of PUVs operating in or through their jurisdictions. Its
traffic enforcers may also be ill at ease sharing local traffic enforcement with LTO agents
(who claim authority, by virtue of a national law (RA 4136), over the registration of all motor
vehicles and including enforcement of franchise conditions).
3) Institutional Assessment
Initial assessment shows that Iloilo City has limited institutional resources in terms of
organization, professional personnel, level of technical knowledge, and equipment for
transport planning and traffic management. Although it has regular offices for urban
planning (CPDOs) and engineering, and large contingents of traffic enforcers (most of
whom are temporary, “job order” employees), none had any dedicated organizational unit
for transport planning. This is the clearest indication of the fact that most of their staff’s
experience and any expertise they’ve developed has been in short-term traffic
management and that they need a difficult process of reorientation to the longer-term
demands of transport planning and its context in urban development.
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4 TRANSPORT AND TRAFFIC MANAGEMENT STRATEGY AND

PLAN
This section presents the transport and traffic management plan of Iloilo City which seeks to
support the city’s vision and mission, as well as address the issues identified in the previous
section.
Section 4.1 elaborates on Iloilo City’s transport and traffic management strategy. The
succeeding sections describe the projects that support the strategy. It is recognized that
the city has been implementing a number of projects and programs and these are
discussed under Section 4.2 Current Initiatives. The proposed projects presented in
Section 4.3 were identified and prioritized by developing a goal achievement matrix. The
identified projects may fall under any of the following categories:
(i) Transport infrastructure
(ii) Traffic management
(iii) Institutional reform
4.1 Transport and Traffic Management Strategy

This section describes the Iloilo City Vision and Mission and proposed transport strategy.
1) Vision and Mission
The aspirations of Iloilo City are articulated in its vision and mission statements as follows:
(1) Vision
Iloilo City: a premier city by 2015.
(2) Mission
‘We shall be a leader in the practice of participatory governance that will speed up and
sustain growth and development, in order to open up more and better opportunities for all.
We shall constantly be upgrading our standards of education, ethics and transparency in
government. We shall significantly expand and improve our infrastructure, thereby securing
a dynamic, safe, and healthy environment conducive to learning, sports and eco-cultural
tourism. We shall move forward while being fully dedicated to the preservation and further
enrichment of our cultural heritage’.
The vision which was crafted in 2005 has propelled the city of Iloilo in changing its
landscape with the emergence of high rise buildings and infrastructures. Urbanization has
expanded at quite a fast pace and has now extended to places that used to be empty and
idle lands. Just outside the old city center, large residential subdivisions,
business/commercial centers, new town areas, and denser human settlements have been
developed. All these would definitely pose serious challenge to the transportation system
within the city. It is therefore necessary that these developments must be complemented by
a traffic and management plan that would look at the expansion of the road network,
efficient mass transportation system, and better traffic management, among others.
2) Transport Strategy
By consensus from all the CPT members from the 5 pilot cities, the five major goals were
identified and agreed upon in support of their vision and missions as follows:
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(i) improve road safety;

(ii) improve public transport quality;
(iii) reduce air pollution from transport;
(iv) reduce traffic congestion; and
(v) enhance transport equity.
An environmentally sustainable transport strategy to meet the above-mentioned five goals
for Iloilo City is to maintain its current low automobile use through enhancing accessibility
by public transport and non-motorized modes of transport.
Iloilo City has a relatively high public transport mode share, and it is important to maintain or
even improve on the already high public transport mode share in Iloilo City. Failure to do so
would result in mode shift towards automobiles which would decrease passenger number
per vehicle and increase vehicular demands on the road causing severe congestion.
Public transport improvements would be a key aspect in Iloilo City’s transport strategy.
Public transport improvements would include all aspects including routes, operation,
terminals, physical access, vehicle technology, and others. Non-motorized modes of
transport, particularly bicycles, are another aspect that Iloilo City can promote to further limit
or reduce automobile use. Improvement of the public transport system also need to
consider the needs of PWD and newly developed residential areas.
Iloilo City already has a relatively dense road network. There are however issues in poor
productivity of the roads due to side friction from disorderly loading/unloading of jeepneys,
on-street parking, and various other roadside activities, as well as, inefficient management
of intersections. There is also an inappropriate mix of slow moving vehicles and fast moving
vehicles on roads, e.g., pedicabs on major roads that constrain capacity of the road.
Improved traffic management to maximize the productivity of the existing road assets will
therefore be a key aspect in Iloilo City’s transport strategy particularly in alleviating road
congestion. Importantly, since Iloilo City’s public transport system is road-based,
improvements in road congestion will greatly improve public transport service.
Road safety is a concern with 18 fatalities and 844 injured in 2012. Jeepneys were reported
to have a high involvement. Safety issues for travelers, cover on-road and pedestrian
safety. Management of conflicts between jeepneys, pedicabs, pedestrians, and
automobiles would be an important aspect to improve road safety.
4.2 Current Initiatives

The city of Iloilo has embarked on a number of transportation infrastructure projects, the
most notable of which are listed below.
1) Road Network Improvement: Radial and Circumferential Roads
Using the result of the 2004 JICA/DPWH study as a blueprint, the widening of radial roads
R1 and R3 and the construction of the new circumferential road C1 are nearing completion.
These roads will help alleviate and facilitate expansion of the city’s growth center. The
same roads are part of the road network system intended to cover Metro Iloilo as shown in
Figure 4.1.
Ongoing road-widening projects are for all radial roads, namely, R1, R2, R3, R4, and R5.
Almost all of the national roads and bridges situated inside the city are also currently being
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widened. Also included is the recently opened Lanit Road (R4-B2), which stretches
northeasterly from the Circumferential Road in Jaro towards the municipality of Leganes
and terminating in the municipality of Zarraga.
Figure 4.1: Road Plan for the Iloilo Metropolitan Area
Source: JICA Study 2007-2010
2) Bikeways
Incorporated in the design of the radial and circumferential roads are bidirectional bikeways
on one side of the road. The figure below shows the existing bikeway along the widened
section of Benigno Aquino Avenue (R3).
Figure 4.2: Bikeway along Benigno Aquino Avenue
Note: Taken by the Iloilo CPT.
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Although the bikeways are currently used for recreation, they are aimed at promoting the
use of non-motorized transport for utilitarian purposes. Through the advocacies of key staff
working in the city administration, the expansion of the bikeway network will continue. The
bikeway network plan is shown in Figure 4.3.
Figure 4.3: Proposed Bikeway Network
Source: Iloilo CPT
3) Traffic Signalization
New sets of traffic signals have been installed in key intersections especially within the
downtown area using the city government’s own budget. Although these signals are
operating on a fixed time basis, they have somehow put order on the traffic situation on
those intersections. Figure 4.4 shows the currently installed traffic signals, mostly in the
downtown area. (Not shown is the intersection near the La Paz public market.)
4) Traffic Impact Assessment and Traffic Management Plan
The Office of the City Zoning Administrator has been tasked to oversee the enforcement of
one of the provisions of the City Zoning Ordinance which requires new establishments (e.g.,
shopping malls, large subdivisions, warehouses, hospitals, hotels, schools, etc.) that
generate traffic to submit Traffic Impact Assessment and a Traffic Management Plan.
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Figure 4.4: Recently Installed Traffic Signals
Source: Iloilo CPT
4.3 Proposed Projects

This section presents proposed projects to achieve the five major identified and agreed
upon transport goals in support of Iloilo City’s vision and missions. The proposed projects
were identified on the basis of an environmentally sustainable transport strategy of
maintaining low automobile use through enhancing accessibility by public transport and
non-motorized modes of transport.
The proposed projects are a result of the process which the Project Team and the CPT
members had gone through during the conduct of the project and are shown as Table 4.1.
The projects focused on enhancements of the public transport system/non-motorized
modes and maximizing the productivity of the road network, as well as measures on safety,
PWD access and institutional capability.
1) Traffic Signalization
Aside from the currently installed traffic signals within the city proper, additional traffic
signals are recommended, as shown in Figure 4.5 and Figure 4.6.
Figure 4.5: Existing and Proposed Traffic Signals
– existing (new)
– proposed addition

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Table 4.1: Proposed Projects
Proposed Project Type Issue to Address

1. Traffic signalization and geometric Traffic management with  Heavy congestion due to lack of signal control at
improvement Project Infrastructure component major intersections; Safety
2. Parking Management System Traffic management  Heavy congestion along major roads due to on-street
Project parking
3. Road network improvement project Transport Infrastructure  Most urban roads are radial with no possibility of
widening; lack of circumferential roads
 lack of connecting roads to link the circumferential and
radial roads to Planned Unit Development (PUD)
zones, special economic zones, planned city
extension areas and new growth areas
4. Public transport improvement Transport Infrastructure  Need for provision of special facilities for PWDs and
project with traffic management senior citizens
a. Terminal Improvement project and institutional reforms  Disorderly boarding/alighting
b. Loading/unloading facilities  Lack of waiting sheds for commuters
c. Public transport service to  Inadequate public transport
resettlement areas  Poor public transport services
d. High capacity service  Lack of public transport management
 Declining public transport ridership
 Overloaded public transport at peak hours
 High transport fares
 Operations of illegal/unorganized terminals
5. Pedicabs and tricycle regulation Traffic management  Congestion due to mixing of pedicabs and tricycles
along selected corridors with vehicular traffic; safety
6. Bikeway network expansion project Transport Infrastructure  better alternative mode of transport which is both
economical and environment-friendly
7. Road crash database management Institutional reform  Better information system to monitor improvement in
system road safety
8. Incorporation of CPT in an Institutional reform  CPT is an ad hoc unit needing reorganization into a
Institutionalized TMTRO or regular planning & management unit
preferred Office
9. Codification of traffic ordinances Institutional reform  Existing ordinances need an integrated, coherent
into a planning- & Code fit for a metropolitan hub and leader
management-oriented document
Figure 4.6: Proposed Traffic Signals along Benigno Aquino Avenue
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(i) Along General Luna Street, the traffic signals must be coordinated so as to prevent a
stop-and-go situation due to improper timing of signals;
(ii) Along E. Lopez Street, the busy intersection with Jalandoni Street is proposed for
signalization; and
(iii) Along Benigno Aquino Avenue, within the vicinity of SM Mall, U-turn slots are being
implemented. For safety reason, the intersections must be controlled by traffic signals
instead. Corollary U-turns (i.e., u turn allowed together with left turn maneuvers) may be
implemented. The intersections shown in the figure are proposed for coordinated type
of signalization.
2) On-street Parking Management System
A very effective means of achieving corridor traffic improvement is through the

implementation of on-street parking management system. The CPT members selected this
as their demonstration project and initial results have shown the effectiveness of the
scheme. Together with a ‘No Parking’ ordinance along major roads which has been passed
several years ago, the city has also passed an ordinance on the use of clamping of wheels
of vehicles owned by errant drivers. Compliance rate is increasing and this may be
attributed to strict enforcement coupled with stiff fines. Sidewalks previously used for
parking have also been cleared to make way for pedestrians. Figure 4.7 shows the corridors
where the ordinances are enforced.
Figure 4.7: Proposed Parking Management Measures
‘No Parking/ Clamping and

Proposed On-street Parking Management
Towing Zone’ Sign
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The ordinances on “No parking” and clamping are also enforced along Diversion Road.
These must also be applied along the stretch of E. Lopez St. to improve the traffic flow in
that corridor.
A draft On-Street Parking Policy for the City of Iloilo is provided as Annex B.
3) Road Network Improvement
The road network improvement plan is the completion of the Road Plan for the Iloilo
Metropolitan Area (see Figure 4.1).
4) Public Transport Improvement Projects
Commuters are highly dependent on jeepneys, the major mode of transport within the city.
Practically, commuters coming to and from the different parts of the city are being served by
jeepneys. However, new routes may have to be introduced to serve those who are living in
the resettlement areas.
Considering the high dependence of commuters to public transport (about 80 to 85% modal
share) and high road crash involvement of public utility jeepneys, it is imperative that
improvements must be introduced in the public transport sector:
(1) Terminal Improvement
The city has already designated key terminals around its boundary. Terminal improvement
plans have already been developed to best serve the commuters. As presented earlier,
there are seven (7) bus and jeepney terminals located in different parts of the city, six of
which are privately owned and operated, and one is city-owned but privately operated (see
Figure 3.5). These terminals are:
(i) Mohon Terminal in Barangay Mohon, Arevalo;
(ii) Mandurriao Terminal in Barangay Hibao-an, Mandurriao;
(iii) San Pedro Terminal in Barangay San Pedro, Molo;
(iv) Tagbak Terminal in Barangay Takbac, Jaro;
(v) Joroshelly Terminals in Barangay Takbac, Jaro;
(vi) La Paz Terminal in La Paz; and
(vii) Ungka Terminal in Barangay Ungka, Jaro.
(2) Loading and Unloading Facilities
General Luna and E. Lopez streets are the most congested corridors in the city. Both are
lined with commercial establishments but these corridors are more known to be the
university belts of Iloilo. Medical centers are also found along these corridors. There is no
strict implementation of loading and unloading of passengers and due to limited road right of
way, it is not possible to provide exclusive bays. Figure 4.8 shows the actual loading and
unloading of jeepneys in the city proper as a result of the boarding and alighting surveys. It
can be seen that stopping of jeepneys is practically unregulated.
The unsafe practice of jeepneys drivers stopping for loading and unloading of passengers
must therefore be strictly regulated as they occupy the whole outer lane. There are also
‘pasaway’ drivers who would load and unload passengers in the middle of the road.
Properly designated jeepney stops coupled with stiff fines for illegal stopping must be
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implemented in front of schools, medical centers and commercial establishments. Adding

waiting sheds will help protect commuters from harsh sunlight or from adverse weather
condition during rainy season.
Figure 4.8: Actual Loading and Unloading of Jeepneys
Source: Iloilo CPT
Some of the schools have relatively wide open spaces fronting the corridors. The city
government may explore the possibility of asking these schools to move their fences/walls
inward to provide space necessary for exclusive loading/ unloading bays so as to minimize
obstruction of traffic on the outer lane.
Along General Luna Street, jeepney stops near or within the entrance/exit ramps of the two
flyovers must be prohibited. Jeepney stops must be located some 30 to 50m away from
these ramps.
So as to avoid bottlenecks due to loading and unloading of public utility vehicles, guide on
the proper location of jeepney stops near signalized intersections is provided in Annex A.
(3) Public Transport Links to Resettlement Areas
Dwellers in resettlement areas must be provided with adequate public transport to and from
the city proper. Link to existing public transport routes must be developed. Figure 4.9 shows
the proposed jeepney route to and from the resettlement areas in barangays San Isidro and
Lanit which would link to existing jeepney routes along Mac Arthur Drive.
(4) High Capacity Public Transport Mode
A DOTC draft guideline reviewed by the UP NCTS proposes different public transport
systems to service various levels of passenger demand. In terms of passenger demand,
routes and modes may be classified and prioritized as follows:
(a) Routes with High Passenger Demand: Routes with about 100,000 to 160,000
passengers per day shall be served by high-capacity vehicles such as rail-based transit
or bus rapid transit system (BRT);
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ILOILO CITY
Figure 4.9: Proposed Public Transport Route
(b) Routes with Medium Passenger Demand: Routes with about 10,000 to
100,000passengers per day shall be served by PUVs with 60 or less passengers/seats
but not less than 22 passengers excluding the driver such as buses, CLRVs with more
than 22 passengers/seats including the driver, or with 90 passengers/seats in the case
of double deckers or articulated buses; and
(c) Routes with Low Passenger Demand: Routes with passengers not exceeding
10,000 per day will be served by PUVs with less than 22 passengers/seats including the
driver such as jeepneys and paratransit modes.
Participants of the stakeholders meeting have considered the existing ‘superjeepney’, with
its sleek design and sedan look, as Iloilo’s icon and have this strong opinion that it should
never be phased out. However, within the city proper along major arterials, the level of
passenger demand easily falls within medium passenger demand (50,000 to 100,000
passengers per day). The introduction of city buses or minibuses should be considered to
provide adequate and better public transport service.
There is also the need for the provision of public transport for the people/persons with
disabilities (PWDs). This was raised on 2 occasions (during the first and second
stakeholders meeting). The existing public transport is very unfriendly to this group of road
users. A sketch of what a public transport should be according to those representing PWDs
is shown in Figure 4.10. It is a concept that simply expresses their long desire for, and
frustration of not having, a public transport that addresses their special needs.
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Figure 4.10: A Jeepney Concept Perceived to Meet PWD Needs
Note: A sketch by a participant representing PWDs.
The modified ‘super jeepney’ would require modifications as follows:

(i) Opening on the side as entrance for PWDs (on wheelchair);
(ii) Lowered on-ramp to accommodate wheelchair; and
(iii) Open space inside the jeepney that would accommodate 2 wheelchairs (eating up 4
regular passenger seats)
An initial assessment would indicate that such modifications will be very tough, given the
limited space inside the vehicle. People with disabilities will therefore benefit from a wide
body minibuses or buses incorporating lowered ramp as access.
A high-capacity mode of transport like the bus rapid transit (BRT) (see Figure 4.11) may
have to be considered in the long term. One of the potential corridors will be the Benigno
Aquino Avenue (R3) connecting the city to the airport in Cabatuan, passing through Pavia
and Sta. Barbara (see Figure 4.12). The conduct of a BRT feasibility study along the 17.5km
corridor is recommended.
5) Pedicab and Tricycle Regulation Along Selected Corridors
The regulation of pedicabs and tricycles along major corridors has already been considered
for strict implementation. As ordinances for this purpose already exist, strict enforcement
has to be applied.
6) Bikeway Network Expansion
Bikeway network expansion is another major project to promote non-motorized transport in

the city. The previous section has discussed the current initiatives of the city government as
regards bikeway network expansion. Capacity building on planning and design of bikeways
for technical staff of the city administration will be necessary to sustain this initiative.
7) Development of Road Crash Database Management System
For a better understanding of the state of road safety in the city, a reliable road crash
database is necessary. Moreover, the proverb ‘what gets measured gets managed’ is true
when it comes to successfully introducing road safety programs with the objective of
reducing casualties on the road. Presently, there is an ongoing initiative by the DOTC with
financial support from World Bank to develop an open source road crash database system.
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The project will be completed by 2015. Many local government units should be able to use
the database for their own use.
Figure 4.11: Examples of Bus Rapid Transit Systems
BRT with at-grade crossing BRT with grade-separated crossing

Source: BRT Planning Guide
Figure 4.12: Proposed Bus Rapid Transit Line
8) Strengthening of the TMTRO
The institutionalization of the city’s transport and traffic management system through the
TMTRO and the relevant SP committees must be pursued. The TMTRO should be given
adequate personnel, equipment, and facilities.
9) Codification of Traffic Ordinances
The many traffic ordinances and resolutions which the city government has accumulated
should be reviewed, consolidated, and compiled in a single Traffic Code that an appropriate
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ILOILO CITY
codification committee should work on. The Code should reflect the city’s current and
emerging traffic and transport concerns and goals, including those to do with its perimeter
regulations. The Code should also provide for close working relations on transport planning
and traffic management with its neighboring (perhaps even with more distant) LGUs since
Iloilo City is the hub and leader of a metropolitan area.
4.4 Project Prioritization

For a systematic prioritization of the proposed projects a goal achievement matrix was
developed by the members of the CPT with guidance from the TTM Project Team. As
mentioned, five major goals were identified and agreed upon as follows:
Furthermore, it was agreed upon that all these goals are equally important. The proposed
projects were then given scores by the members of the CPT based on the criteria shown in
Table 4.2.
Table 4.2: Goal Achievement Matrix Criteria
Project’s Contribution Score

to the Attainment of Goal
Great 5
Significant 4
Fair 3
Moderate 2
Slight 1
None 0
Table 4.3 presents the goal achievement matrix. Proposed projects garnering high total
scores are considered to be very important and therefore must be given high priority.
In order of priority or importance, the proposed projects are renumbered and listed with
scores from highest to lowest. It is interesting to note that road network improvement ranks
low, as shown in the above list. This is may be due to the fact that in the downtown area,
there is already no room for any possible new road construction. Moreover, a master plan
on a road network for Metro Iloilo has been developed, with R3 and C1 (within Iloilo City)
nearing completion.
The projects in the top five are actually not mutually exclusive, i.e., doing one would help
improve the other. For instance, traffic signalization and geometric improvements of
intersections, on-street parking management system, and pedicab and tricycle regulation
will significantly contribute to corridor traffic improvement. Moreover, the provision of
properly located and regulated loading and unloading stops/bays of public transport
vehicles will also help in improving traffic flow within the corridors.
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Table 4.3: Goal Achievement Matrix
Goal
1 2 3 4 5
Proposed Project To Improve To Improve Public To Reduce Air To Reduce To Enhance Total
Road Safety Transport Quality Pollution from Traffic Transport
Transport Congestion Equity
1. Traffic Signalization and 5 3 3 4 3 18
Geometric Improvements
2. Parking Management System 3 3 2 5 3 16
3. Road Network Improvement 3 1 3 5 1 13
4. Public Transport Improvement 4 5 4 4 5 22
5. Pedicab and Tricycle 4 2 4 5 1 16
Regulation along Selected
Corridors
6. Bikeway Network Expansion 4 1 5 3 3 16
7. Road Crash Database 3 1 1 2 1 8
Management System
8. Strengthening the TMTRO 3 4 1 1 2 11
with Adequate Personnel,
Equipment and Facilities
9. Codification of Traffic 3 4 2 3 3 15
Ordinances into a Planning-
and Management-oriented
Document
Table 4.4: Proposed Projects according to Importance
Proposed Project Score

1. Public Transport Improvement 22
2. Traffic Signalization and Geometric Improvements 18
3. Parking Management System 16
4. Pedicab and Tricycle Regulation along Selected Corridors 16
5. Bikeway Network Expansion 16
6. Codification of Traffic Ordinances into a Planning- and Management-oriented Document 15
7. Road Network Improvement 13
8. Strengthening the TMTRO with Adequate Personnel, Equipment and Facilities 11
9. Road Crash Database Management System 8
The regulation of pedicabs and tricycles along major corridors has already been considered
for strict implementation. As ordinances for this purpose already exist, strict enforcement
has to be applied.
Bikeway network expansion is another major project to promote non-motorized transport in
the city. The previous section has discussed the current initiatives of the city government as
regards bikeway network expansion. Capacity building on planning and design of bikeways
for technical staff of the city administration will be necessary to sustain this initiative.
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4.5 Project Compatibility Analysis

It is important to ascertain the compatibility of the identified projects to ensure that the proposed interventions do not counteract or offset each
other. Potential synergies among projects should be identified to more clearly understand the joint or collective impacts that these projects can
create.
Table 4.5 shows a Compatibility Analysis Matrix which depicts the synergies (or absence of such) between any two projects. The analysis shows
that the identified projects do not have any possible incompatibilities and are therefore fit to be pursued collectively.
Table 4.5: Project Compatibility Matrix
Proposed Project
1. 2. 3. 4. 5. 6. 7. 8. 9.
Proposed Project Traffic Parking Pedicab and Road Network Public Bikeway Road Crash Strengthening Codification
Signalization Management Tricycle Improvement Transport Expansion Database of TMTRO
Regulation Improvement Office
1. Traffic Signalization √ √ √ √ √ √ √ √
2. Parking Management √ √ √ √ √ √ √
3. Pedicabs and Tricycle √ √ √ √ √
Regulation
4. Road Network √ √ √ √ √ √
Improvement
5. Public Transport √ √ √ √ √ √ √ √
Improvement
6. Bikeway Expansion √ √ √ √ √ √
7. Road Crash Database √ √ √ √ √ √
8. Strengthening of TMTRO √ √ √ √ √ √ √ √
9. Codification √ √ √ √ √ √
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5 IMPLEMENTATION PROGRAM
The table below shows the proposed implementation schedule of the identified projects.
Tables 5.2 to 5.13 are project profiles of proposed projects. It includes one profile table per
project, except for public transport improvement projects wherein separate profile tables
are shown for each of its four components.
Table 5.1: Proposed Implementation Schedule of Identified Projects
Target Estimated Cost Institutional
Proposed Project Project Location
Implementation (PHP mil) Responsibility
1. Traffic Signalization and  Downtown; E. Lopez  2015–2016 PHP110M  City
Intersection Geometric Street (11 intersections) government
Improvement
 Benigno Aquino Avenue (3  2015– PHP30M  DPWH
intersections)
2. Parking Management System  Downtown; Benigno  2014–2015(part 5 towing trucks  City
Aquino Avenue of @PHP2M/truck government
demonstration =PHP10M
project) 120 Addl clamps
 E. Lopez Street  2015– @PHP45T/clam
p = PHP5.4M
3. Pedicabs and Tricycle  Corridors/thoroughfares:  2015–  City
Regulation along Selected Magdalo, La Paz, Rizal St., government
Corridors Lapuz Street., EL 98, Jaro
and Jala going to SM.
4. Road Network Improvement  Radial and circumferential  Ongoing– Implementation  DPWH
roads within the city by national
government
5. Public Transport Improvement
a. Terminal Improvement  City periphery/boundary  2015/2016– PHP40M/  City
terminal government
b.
a. Loading/Unloading  Downtown area; E. Lopez  2015– PHP10M  City
Facilities Street government
c.
b. Public Transport to/ from  City  2015–  City
Resettlement Areas government/
LTFRB
d.
c. BRT Pre-feasibility  Benigno Aquino Avenue  2015–2016 PHP15M  City
Study/FS (approx. 17.5km.) government/
DOTC/DPWH
6. Bikeway Network Expansion  Benigno Aquino  Ongoing– PHP800,000/km  City
Avenue/R1 for 100km government
 Other roads  2016 =PHP80M
7. Road Crash Database  2015– PHP3M  City
Management System government
/DOTC
8. Incorporation of CPT in an  2016– PHP3M  City
Institutionalized TMTRO or government
Preferred Office
9. Codification of Traffic  2015– PHP500,000  City
Ordinances into a Planning- & government
Management-oriented
Document
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Table 5.2: Traffic Signalization Project
Project Category: Transport Infrastructure/Traffic Management

Code Project Title: Traffic Signalization
Location: Iloilo City
Description:
Aside from the currently installed traffic
signals within the city proper, additional
traffic signals are recommended.
Along General Luna Street, the traffic
signals must be coordinated so as to
prevent a stop-and-go situation due to
improper timing of signals;
Along E. Lopez Street, the busy
intersection with Jalandoni Street is
proposed for signalization; and
Along Benigno Aquino Avenue, within the
vicinity of SM Mall, U-turn slots are being Within City Proper
implemented. For safety reason, the
intersections must be controlled by traffic
signals instead. Corollary U-turns (i.e., u
turn allowed together with left turn
maneuvers) may be implemented. The
intersections shown in the figure are
proposed for coordinated type of
signalization.
The provision of pedestrian facilities must Benigno Aquino Avenue
be included as part of the signalization
project. The need of people with
disabilities (impaired hearing, blind, etc.)
must be considered.
Project Cost (PHP):140M
Funding:
Local
Implementing Agency:
City government
Project Need and Initial Assessment:

Heavy congestion due to lack of signal
control at major intersections); Safety
Status: Short to medium term
Remarks:
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Table 5.3: On-street Parking Management System
Project Category: Traffic Management

Code Project Title: On-street Parking Management System
Description:
A very effective means of
achieving corridor traffic
improvement is through the
implementation of on-street
parking management system. The
project aims to expand the
implementation of the system.
Project Cost (PHP):15.4M
Funding:
Local
City government
Project Need and Initial

Assessment:
The project aims to solve the
heavy congestion along major
roads due to on-street parking.
Status: Short Term
Remarks:
Table 5.4: Pedicab and Tricycle Regulation along Selected Corridors
Project Category: Traffic Management

Code
Project Title: Pedicabs and tricycle regulation along major corridors
Location: Iloilo city
Description:
Strict enforcement on the regulation for pedicabs and tricycles to ply along congested
thoroughfares
Project Cost (PHP):
Funding:
Local
City government
Aims to solve the:
 congestion due to mixing of pedicabs and tricycles with vehicular traffic; safety
Status: Short Term
Remarks:
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Table 5.5: Road Network Improvement Project
Project Category: Transport Infrastructure

Code Project Title: Road Network Improvement (ongoing)
Location: Metro Iloilo
Description:
Using the result of the 2007 to 2010

JICA/DPWH study as a blue print, the
road network system is intended to
cover Metro Iloilo.
Project Cost (PHP):

Funding:
National government
DPWH

Assessment:
Based on the JICA Study, heavy traffic
will take place on roads not only inside
the City but also within the adjacent
towns. There is a need for a system of
circumferential and radial roads.
Status: Medium to Long Term
Remarks:
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Table 5.6: Public Transport Improvement Project: Terminals

Code Project Title: Public Transportation Improvement: Terminal Improvement project

Description:
There are seven (7) bus and jeepney
terminals located in different parts of
the city. Six of these are privately
owned and operated. One is
city-owned but privately operated.
These terminals are:
Mohon Terminal in Barangay Mohon,
Arevalo;
Mandurriao Terminal in Barangay
Hibao-an, Mandurriao;
San Pedro Terminal in Barangay San
Pedro, Molo;
Tagbak Terminal in Barangay Takbac,
Jaro;
Joroshelly Terminals in Barangay
Takbac, Jaro;
La Paz Terminal in La Paz; and
Ungka Terminal in Barangay Ungka,
Jaro.
All of these terminals except for those
in La Paz and Jaro are located at the
outskirts of the city to limit the entry of
PUJs and buses into the city center.
Project Cost (PHP): 120M
Funding:
Local
City government

Assessment:
Aims to solve the following:
 Disorderly boarding/alighting
 Inadequate public transport
 Poor public transport services
 Lack of public transport
management
 Operations of illegal/unorganized
terminals
Remarks:
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Table 5.7: Public Transport Improvement Project: Loading/Unloading Improvements

Code Project Title: Public Transportation Improvement

Description:
Properly designated jeepney
stops for loading and
unloading of passengers in
front of schools, medical
centers and commercial
establishments along Gen.
Luna St., E. Lopez, and Iznart
St. Provision of waiting sheds
to protect commuters from
harsh sunlight or from
adverse weather condition
during rainy season.

(estimate)
Funding:
local
Implementing/Supervising
Agency:
City government/LTFRB

Assessment:
 congestion due to
unregulated
loading/unloading of public
utility vehicles
 Safety issues of
passengers
Status: short to medium term

Remarks:
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Table 5.8: Public Transport Improvement Project: Resettlement Area Service

Code Project Title: Public Transportation Improvement

Description:
Public transport to and from
resettlement areas to
improve accessibility and
mobility of the residents
Project Cost (PHP):

Funding:
Local
Implementing/Supervising
Agency:
City government/LTFRB

Assessment:
 Inadequate public
transport
 Poor public transport
services
Status: Short to medium term

Remarks:
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Table 5.9: Public Transport Improvement Project: BRT Feasibility Study

Code Project Title: Bus Rapid Transit System Feasibility Study
Location:R3 Road
Description:
A high-capacity mode of transport like
the bus rapid transit (BRT) may have
to be considered in the long term. One
of the potential corridors will be the
Benigno Aquino Avenue (R3)
connecting the city to the airport in
Cabatuan, passing through Pavia and
Sta. Barbara. The conduct of a BRT
feasibility study along the 17.5km
corridor is recommended.
Funding:
Local
City government/
MIGEDC/DOTC/DPWH

Assessment:
The project aims to solve the following:
 Inadequate public transport
 Poor public transport services
 Lack of public transport
management
 Overloaded public transport at peak
hours

Remarks:
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Table 5.10: Bikeway Network Expansion Project

Code
Project Title: Bikeways Network Expansion
Description:
Incorporated in the widening and
construction of the radial and
circumferential roads are 2-directional
bikeways on one side of the road. The
project will expand the bikeways
network to approx. 100km.
Capacity building on planning and

design of bikeways for technical staff
of the city administration will be a key
component of the project.

Funding:
Local / Foreign
City government

Assessment:
The project aims to promote
non-motorized transport as an
alternative mode.
Status: Short to Medium Term
Remarks:
Source: Iloilo CPT/TTM Project Team
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Table 5.11: Development of a Road Crash Database Management System
Project Category: Institutional

Code Project Title: Development of a Road Crash Database Management System
Description:
For a better understanding of the state of road safety in the city, a reliable road crash database is
necessary.
Funding: Local
City government
Better information system to monitor improvement in road safety.
Status: Short Term
Remarks:
Table 5.12: Strengthening of TMTRO

Code Project Title: Strengthening of TMTRO
Description:
The “institutionalization” of the city’s transport and traffic management system through the TMTRO
and the relevant SP committees must be pursued. The TMTRO should be given adequate
personnel, equipment, and facilities.
Funding: Local
City government
CPT is an ad hoc unit needing reorganization into a regular planning & management unit.
Status: Short Term
Remarks:
Table 5.13: Codification of Traffic Ordinances

Code Project Title: Codification of Traffic Ordinances
Description:
The Code should reflect the city’s current and emerging traffic and transport concerns and goals,
including those to do with its perimeter regulations. The Code should also provide for close
working relations on transport planning and traffic management with its neighboring (perhaps
even with more distant) LGUs since Iloilo City is the hub and leader of a metropolitan area.
Project Cost (PHP):0.5M
Funding: Local
City government
The many traffic ordinances and resolutions which the city government has accumulated should
be reviewed, consolidated, and compiled in a single Traffic Code.
Status: Short Term
Remarks:
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6 SOCIAL AND ENVIRONMENTAL IMPACT ASSESSMENT
The transport and traffic management projects are planned to come out with benefits and
advantages for the public. However, it is possible for them to generate adverse social and
environmental impact during the implementation and operations. As such,
socio-environmental assessment has to be done prior to the project implementation to
address or mitigate the foreseen adverse consequences of the projects. Different projects
would have different impacts. This chapter shows the potential impact areas and the
specific parameters to be assessed.
1) Resettlement
The resettlement of communities or families affected by the project should be minimized,

but there are circumstances when this cannot be prevented, particularly in infrastructure
that will make use of the land where settlements exist. The following are the basic
parameters to determine:
(i) Number of families and individuals that will be displaced;
(ii) Amount to be paid to affected families for their lands and assets affected by the project;
(iii) Cost of the land and other developments in the relocation area; and
(iv) Individuals and groups that can participate in the process of resettlement.
2) Economic Activities
The economic activities can be affected when there is resettlement or when the economic
activities will be displaced. Some of the considerations are:
(i) Type and scale of the establishment that will be displaced;
(ii) Informal economies that will be displaced;
(iii) Possible impact of the projects on the pricing and the market; and
(iv) Potential relocation areas.
3) Traffic and Public Facilities
The implantation of transport and traffic management project can affect existing traffic and
public facilities. Being a system, an introduction of one project would affect the pother
elements of the traffic and public transport. For example, the introduction of new transport
mode such rapid bus transit will affect the jeepneys and tricycles. The regulation of the
tricycles and pedicabs will have bearing on the commuters and on the drivers whose
income is dependent on the transport mode. Parking management can shift the congestion
from one place to another. As such, the following parameters have to be assessed:
(i) Displacement of other modes of public transport;
(ii) Transport facilities required as a consequence of the project;
(iii) Impact on the convenience of the general public; and
(iv) Shift or transfer of the problematic situation to another area.
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4) Split of Communities
Community split happens when a community is divided because a road passes within the
community. There could be problem of access specially in highways where road
intersections are discouraged. The possible situations to be assessed when a community
will be split are the following:
(i) Number of families affected;
(ii) Cost of the land and other payment to affected families;
(iii) Location of the next available access roads for the split communities; and
(iv) The perception and suggestions of the affected people to address the situation.
5) Cultural Property
In principle, assets, properties and resources which have cultural bearings are protected.
There would be violation of the law and the cultural values if these cultural assets are
destroyed. It is therefore important to identify these properties and see the legal and moral
implications. The parameters to be assessed are:
(i) The owner, type and value of cultural property to be affected (private, national heritage,
world heritage);
(ii) The legal implications of affecting these properties; and
(iii) The extent of effects on the properties.
6) Waste
Waste can be generated during the project implementation and during the operations.
Infrastructures would normally have debris and other materials that will be generated. The
considerations are the following:
(i) Type and amount of debris and waste that will be generated during implementation;
(ii) Type and amount of waste that will be generated during the operations; and
(iii) Areas that will be affected by the waste generations.
7) Flooding
It is common to hear people saying that before, their community was not flooded but with
the constructions of the road, they now get flooded. This happens when the flooding
situation is not factored in the planning of the infrastructures. Thus, assessment has to be
done on the following:
(i) Historical levels of flooding in the area;
(ii) Areas flooded and duration of the flood;
(iii) Causes of the flooding, including drainage situation; and
(iv) Features of the TTMP that might cause or worsen the flooding situation.
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8) Land Values
Development of areas, especially the construction of new roads, can cause the price of land
to increase. This can be beneficial to the land owners but it will also increase the taxes.
Increase of the price of the land is a change that will have significant bearings on the
economic activities and values assets of the affected people. As such, the following will
have to be considered:
(i) Current prices of land where the infrastructures will be affected;
(ii) Land tax; and
(iii) Economic activities in the affected areas.
9) Public and Pedestrian Safety
Transport and traffic management projects can have direct impact on the safety of the
public and the pedestrians. As such, the following considerations have to be done to see the
possible impact of the safety of the general public:
(i) The danger that may arise due to the project such as direct exposure of the pedestrian
without protective measures;
(ii) Inconvenience that will rise due to the project; and
(iii) Available warning signs.
10) Elderly, PWDs, and Other Vulnerable Groups
While the elderly, persons with disabilities (PWDs), and other vulnerable groups, such as
the pregnant, obese, and the like, are members of the public, are members of the public,
special attention should be given to them because of the possibility that the TTMP can
cause inequality in access, unsafe and inconvenient conditions. To reduce the adverse
impact, the project must consider the following:
(i) The mode of access of the project to these vulnerable groups, and
(ii) Special facilities that should be made available.
11) Environment
The project can have adverse effect on the natural environment such as the topography,
soil, ground water, hydrology, coastal zones, flora and fauna, land subsidence and the
general landscape. The common parameters that have to be assessed in these
environmental elements are the following:
(i) Type of direct destructions on the environment;
(ii) Magnitude of damages (massive or heavy, medium, light);
(iii) Effects of the damages; and
(iv) Costs or value of the damages.
12) Pollution
Pollution of the air, water, soil is a possible impact. There could be projects that will cause
intolerable level of noise and odor that can affect the health and convenience of the people.
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To address the possible pollution impacts, the following parameters should be taken into
account:
(i) Type of pollution that will be generated;
(ii) Current level of pollution to serve as a baseline; and
(iii) Areas, establishments or groups that will be directly affected by the pollution.
Considering these areas of concerns or parameters that are susceptible to the possible
impact of TTMP, Table 6.1 shows the potential areas of each project where there could be
social and environmental impacts. As already stated, the type of project has different
socio-environmental impacts.
The succeeding tables show the potential social and environmental impacts of each project.
It is possible that a negative impact may arise once a project is implemented (‘after’ case)
and must therefore be addressed when a social/environmental impact assessment is to be
undertaken as a requirement of every project.
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Table 6.1: Potential Areas with Social and Environmental Impacts by Project
Proposed Project
Traffic Pedicab and Public Transport Improvement
Area of Potential Social and Signalization and On-street Tricycle Road Bikeway
Environmental Impacts Loading and Service to BRT along
Intersection Parking Regulation along Network Terminal Network
Unloading Resettlement Benigno Aquino
Geometric Management Selected Improvement Improvement Expansion
Improvement Corridors Facilities Areas Avenue
1. Resettlement √ √ √
2. Economic activities √ √ √ √ √ √ √ √ √
3. Traffic & public facilities √ √ √ √ √ √ √ √ √
4. Split of communities √ √ √
Social Environment
5. Cultural property √ √ √ √
6. Public health condition √ √ √ √ √
7. Waste √ √ √
8. Flooding √ √ √ √ √ √
9. Land values √ √ √ √ √ √
10. Public and pedestrian safety √ √ √ √ √ √ √ √ √
11. Elderly, PWDs, and other √ √ √ √ √ √ √ √ √
vulnerable groups
12. Topography
13. Soil erosion
Natural Environment
14. Groundwater √ √
15. Hydrological situation √ √ √
16. Coastal zone
17. Flora & fauna √ √ √ √
18. Land subsidence
19. Landscape √ √ √ √ √
20. Air pollution √ √ √ √ √ √ √ √
21. Water pollution √
Pollution
22. Soil contamination √

23. Noise & vibration √ √ √ √ √ √ √ √
24. Offensive odor √
Source: TTM Project Team.
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7 MONITORING AND EVALUATION
The implementation of projects included in this TTMP requires continuous monitoring and
evaluation (M&E) in order to assess the level of success of the projects vis-à-vis their
objectives. Monitoring and evaluation provide project proponents with information to learn
from past experience, improve service delivery, plan and allocate resources, and
demonstrate results as part of the accountability to key stakeholders.2
The basic means of monitoring a project’s progress is to determine the degree of
compliance it has achieved in relation to the planned program of work. Any departure from
the planned work program should be considered as a red flag warranting a proactive review
and remedial action. The aspiration is to get projects implemented in the timeliest manner,
but at the same time mindful of flexibility and adjustment, should there be reason for it.
7.1 Results-based M&E Framework

The RBME Framework is a guide to monitoring planned interventions and evaluating the
results to be generated based on Iloilo City’s Transport and Traffic Management Plan
(TTMP) with the end goal of providing its local constituents “sustained growth, development
and better opportunities thru improved access to safe and equitable road transport services
based on sustainable transport and traffic management.”
The framework describes, justifies, and links within one coherent story the expected results
based on target outputs and services to be delivered within the five (5) major components or
program goals of the TTM plan.
The following pages explain the basic elements of the TTMP RBME framework.
1) Overall Objective/ Direct Benefit
The goal of the TTMP is to facilitate the full realization of providing “improved access to safe
and equitable transport services based on sustainable transport and traffic management”
by 2024. The achievement of this objective can be measured by the following indicators:
(a) Percentage (%) increase in the municipality's access to transport services and
goods by 2024 based on the availability, physical accessibility (distance), affordability,
and quality/acceptability
(b) Percentage (%) increase in the level of satisfaction of residents with focus on
vulnerable groups, e.g., women, children, PWDs, among others on road safety,
transport services accessibility, quality, equity, and sustainability.
2 The World Bank, Overview of Monitoring and Evaluation: Some Tools, Methods, and Approaches
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2) Program Goals / Component Objectives
The achievement of the overall goal relies on the five (5) agreed component goals of the
TTMP to which identified projects and activities are aligned (see Table 7.1).
Table 7.1: Component Objectives, Indicators, Baselines, and Targets
Component
Indicator
Objective Baseline Target
1. CO-1: a. Percentage (%) reduction on incidences of  (2012) 4,900 road crashes  Pedestrians and public
Improved road accidents among: (i.e. 840 injuries and 18 transportation
Road Safety fatalities) passengers: 50%
reduction in fatalities
and injuries (based on
national target)
b. Percentage (%) increase in the level of  4-5 "self-assessment"  2 to 3 rating
satisfaction on road safety rating or "medium to big
problem" for the LGU
2. CO-2: a. Percentage (%) increase in coverage for  80 to 85%  Maintain since this is
Improved public transportation very high enough
Public b. Percentage (%) reduction in travel time  Estimated at 10 to 15kph  20 km/h
Transport along major thoroughfares and other travel speed
Quality targeted areas in the city
c. Percentage (%) increase in the level of  Scores of 3 to 5 (medium  2 to 3
satisfaction on public transport quality to big problem)
3. CO-3: a. TSP levels are within standards  TSP average level of 275  Within limit of 230
Reduced Air ug/NGM exceeds limit of ug/NGM
Pollution 230
from b. Noise levels are within standards  Noise levels from 63 dB  Within normal limit (55
Transport (nighttime) to 76.5 dB db nighttime and 65 db
(daytime) exceeds normal daytime)
limit
c. Percentage (%) increase in the level of  No data  Satisfaction level of 70
satisfaction on environmental sustainability to 90%
(i.e. air quality, noise levels,
disaster-resilient transport system)
4. CO-4: a. Percentage (%) reduction in number of  All intersections have LOS  50% reduction
Reduced bottlenecks rating of "F" or very
Traffic congested
Congestion b. Percentage (%) increase in road coverage  3.3km/sq km  5km/sq/km
(and improved conditions)
c. Percentage (%) increase in the level of  No data  Satisfaction level of 70
satisfaction on mobility to 90%
5. CO-5: a. Percentage (%) increase in the level of  No Data  70 to 90 % acceptability
Enhanced satisfaction based on social acceptability of
Transport parking rates
Equity  Condition of Pedestrian Facilities
 Operations (Functionality) of Public
Transportation Services
 Design) and Provision of special facilities
for vulnerable groups (e.g. lowered
ramps, modified super jeepney, etc.)
Contributions to the improvement of indicators vary between projects and are shown in
Table 4.3, entitled Goal Achievement Matrix in subchapter 4.4.
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ILOILO CITY
3) Expected Outputs
The City of Iloilo plans to set in place the following projects in order to achieve the outcome
stated above. Projects are categorized into infrastructure, management, and institutional
interventions as shown below.
Table 7.2: Baseline and Target Indicators by Project Category
Indicator Values
Project Category Indicator
Baseline Target
1. Constructed a. No. of Radial and Circumferential Roads within the City  Approximately  100%
and 20% complete
Rehabilitated road network plan
Transport b. No. of Public  Terminal Improvement (in 7  0%  100%
Facilities Transport Barangays)
Improvement  Loading & Unloading Facilities  Less than 20%  100%
Projects
 Public Transport to and from  Proposal stage  Completion
Resettlement Areas
 BRT/Pre-feasibility Study  Proposal stage  Completion
c. No. of Bikeway Network Expansion Projects  Less than 10 km  50 km of bikeways
2. Established a. No. of "No Parking” Signages Installed and Enforced  To be set prior to project implementation
Traffic (All Streets with No Parking Signs)
Management b. Amended Pay Parking Rate/Charges
Measures / c. No. of Traffic Signages and Pavement Markings
Schemes Refurbished and Installed
d. No. of Loading and Unloading Bays for Tricycles
e. No. of Traffic Signalization and Intersection Geometric  7 intersections  14 intersections
Improvement Projects (11 by LGU & 3 by
DPWH)
f. Traffic Ordinances Codified into a Planning- and  0%  100%
Management-oriented Document
3. Institutional a. Incorporation of CPT in an Institutionalized TMTRO or  To be set prior to project implementation
Mechanisms Preferred Office
(policies, b. No. of Trainings and Related Capacity Development
organizatio Activities Conducted for the TTM Project Team (based
nal on capacity gaps identified in the Institutional
structure, Assessment)
etc.) c. 1 Road Crash Database Developed
4) Key Inputs and Activities
Key inputs and activities shall be undertaken in order to achieve the outputs cited above.
These shall include, but not be limited to, those listed in Table 7.3.
The detailed Results-based M&E Framework is shown in Figure 7.1. A matrix defining the
RBM elements is provided in Table 7.4.
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ILOILO CITY
Table 7.3: Key Inputs and Activities
Transport Infrastructure
Traffic Management Institutional / Capacity Development
Development
 Feasibility Study,  Traffic Signalization,  Creation of a TTM Office & Project

 Detailed Engineering  Design & Development of Traffic Signs, Team
 Budget Allocation  Development of Advocacy Campaigns,  Conduct of Capacity Development
etc.) Activities, etc.)
 Budget Allocation  Budget Allocation
Table 7.4: Results-based Monitoring Elements
 To which positive and long-term changes that

cannot be causally attributed to its
Indirect Benefits (IB)
interventions does the program contribute?
A T T R I B U T I O N G A P … … … … … … … … … … … … … … …
 Who benefits from the changes resulting from

Overall Objective / Direct Benefits the use of outputs?
(OO/DB)
 Which kind of benefits do arise that can be
causally attributed to the program
Program Goals/Component Objectives
interventions?
(CO)
 Which immediate effects occur when the

Medium-Term Effects (ME) “products” or “services” are utilized by users?
 Who utilizes the “products” or “services” and

integrates them in his/her (professional)
Use of Outputs (UO) routine?
 What does he/she do differently than before?
 Which immediate effects occur when the

Short-term Effects (SE) “products” or “services” are made available?
Outputs (O)  Which “products” or “services” are generated

(Products, Services) by the program and be provided to
recipients/target groups?
 Who is involved in generating them?
 What are needed to generate the “products“

Inputs
or “services“ of the program? And who are
(Interventions Fields)
responsible?
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ILOILO CITY
Figure 7.1: Results-based Monitoring and Evaluation Framework
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ILOILO CITY
7.2 Tasks and Activities to Monitor

Table 7.5 shows the breadth and variety of tasks and activities that have to be performed as part of a project. While a project may be physical (or
infrastructure), there are soft components to it as shown in the table.
Table 7.5: Monitoring Matrix for Proposed Projects
Proposed Project
Pedicab and Public Transport
Activity to Monitor Traffic Parking Road Network Bikeway Road Crash Strengthening
Tricycle Improvement1 Codification
Signalization Management Improvement Expansion Database of TMTRO
Regulation a b c d
1. Infrastructure Project
a. Pre-Feasibility Study √
b. Feasibility Study √ √ √ √
c. Project Approval √ √ √ √ √ √
d. Detailed Engineering √ √ √ √ √ √
e. Construction √ √ √ √ √ √
f. Operation √ √ √ √ √
2. Traffic Management Project
a. Preparatory (Policy Studies, √
Drafting of ordinance, etc.)
b. Stakeholder Engagement √ √ √
c. Ordinance √ √ √
d. Clearing/relocation √ √ √ √
e. Facilities (signages) √ √ √ √ √
f. Procurement of equipment √ √ √
(when necessary)
g. Implementation √ √ √ √ √
3. Institutional
a. Office order/SP ordinance √ √
b. Capacity building √ √ √ √ √
c. Budget √ √ √ √ √ √ √ √
d. Equipment √ √
Source: TTM Project Team 1 Notes: a - Terminal Improvement project; b - Loading/unloading facilities; c - Public transport service to resettlement areas; d – BRT.
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ILOILO CITY
8 SUSTAINABILITY OF PROPOSED PROGRAM

The proposed TTM Plan is not intended as a finite and single undertaking. There is a need
to implement and enhance it in a sustained basis, considering it as an intrinsic function of
the local government. But in order to do this, it is important that there should be the requisite
financial resources to fund the plans as well as the human resources and institutions to
implement the projects in the short, medium, and long terms. Sustainability, therefore, has
two important dimensions that will have to be put in place to ensure that the TTM Plan
becomes a basic and continuous function of the city government.
8.1 Financial Sustainability

Financial sustainability is the assessment that a project will have sufficient funds to meet all
its resources and financing obligations, whether these funds come from user charges or
budget sources. It is like an assessment if the project will provide sufficient incentives to
maintain the participation of all project participants and will be able to response to the
adverse changes in financial conditions.3
Funding of the TTM office and its policies and projects will come from the local government
unit’s general fund. This fund refers to a sum of money or other assets convertible to cash,
set aside for the purpose of carrying out specific activities or attaining objectives in
accordance with special regulations, restrictions or limitations and constitutes an
independent fiscal and accounting entity. The budget for the TTM office will consists of
personal services, current operating expenditures, capital outlay, and continuing
appropriation. In case of first to third class cities, the total appropriation for personal
services should not exceed 45% of the total annual income from regular sources realized in
the preceding fiscal year.
1) Potential Funding Sources
The city government has 14 projects listed in its traffic investment plan (current initiatives
(4) and proposed projects (10)). The city government will fund all these projects except for
the ongoing road network improvement project being implemented by the Department of
Public Works and Highways. However, for some of these projects and programs, the
estimated costs have yet to be determined. Except for the traffic signalization and
intersection geometric improvement project (PHP140 million) and the bikeway network
(PHP80 million), all other projects can be funded out of the city government’s internally
sourced revenues and the internal revenue allotment (IRA). For these two big-ticket
projects, Iloilo City may need to resort to debt financing.
The city government has allotted substantial investments to transport and traffic
management projects in the past. Based on its 2014 Annual Investment Plan, among the
projects in the pipeline were the improvement / installation of street lighting system and
traffic lights (PHP15.0 million) and the construction / widening / concreting asphalt overlays
of roads / public alleys (PHP14.9 million). Moreover, the city government appropriated
PHP23.7 million in 2013 for its Transportation Management and Traffic Regulation Office.
Under the 1991 Local Government Code, local government units (LGUs) now have a wide
array of alternatives to finance its various revenue-generating and social-economic
development projects (see Table 8.1).
3 Financial Management and Analysis of Projects. Asian Development Bank. 2005.
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ILOILO CITY
The traditional sources of capital funding include internal revenue allotment (IRA) payments
and locally generated revenues such real property tax, business tax, receipts from
economic enterprises, and fees and charges. The main advantages of using traditional
sources to pay for capital outlays are they entail no interest costs and future obligations plus
they are generally not politically divisive. However, dependence on current operating
income may limit the LGUs ability to undertake large and long-term infrastructure projects.
Table 8.1: Financing Alternatives for LGU Projects
Private Sector
Local Source External Source Borrowing
Arrangement
Tax Revenues Internal Revenue Direct Borrowings BOT scheme and other
Real Property Tax Allotment MDFO variants
Business Tax Share in National Wealth GFIs Joint venture
Non-Tax Revenues PFIs
Receipts from Economic Local / Foreign Grants / Bond Issuance
Enterprise Aids
Fees and Charges
Note: Compiled by the TTM Project Team.
BOT = Build-Operate-Transfer, GFIs = government financial institutions
PFIs = private financial institutions, MDFO = Municipal Development Fund Office
Over the past five years, Iloilo City has registered a steady increase in locally sourced
revenues both in terms of per capita and percentage share to total (see Table 8.2). During
the 2009–2013 period, the average share of locally sourced revenues to total revenues
stood at 63.4%. Among the five pilot cities, Iloilo City is one of the least dependent on IRA
for its operating income with an average dependency ratio of only 36.2%
Table 8.2: Revenue Stability and Reliability Indicators
Indicator 2009 2010 2011 2012 2013

1. Locally Sourced Revenue Per Capita (PHP) 1,875 1,869 2,228 2,603 2,531
2. Growth in Locally Sourced Revenue Per Capita (%) - -0.3 19.2 16.9 -2.8
3. Share of Locally Sourced to Total Revenues (%) 60.6 59.1 61.7 68.1 66.7
4. Regular Revenues to Total Revenues (%) 100.0 100.0 99.8 99.7 99.6
Source: BLGF
Iloilo City has managed to consistently post surpluses in its financial operations (see Table
8.3). Depending on the size of the respective projects, these indicate the pilot cities will
have sufficient funds to finance the projects, programs and activities outlined in their traffic
investment plans. The city government of Iloilo managed to register an average surplus of
PHP295.11 million in the past five years with a high of PHP342.42 million back in 2010.
Table 8.3: Net Operating Income from Current Operations
(PHP million)
Particular 2009 2010 2011 2012 2013 Average
1. Operating Income 1,293.75 1,341.80 1,556.32 1,672.84 1,683.94 1,509.73
2. Operating Expenditures 963.04 999.38 1,263.45 1,381.42 1,465.79 1,214.62
3. Net Operating Income (Loss)
from Current Operations 330.71 342.42 292.87 291.41 218.15 295.11
4. Net Operating Income to
Operating Income (%) 25.6 25.5 18.8 17.4 13.0 19.5
Source: BLGF
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ILOILO CITY
Based on its latest statements of receipts and expenditures (SREs) from the BLGF, the city
government of Iloilo posted a fund ending balance of PHP763.19 million as of
end-December 2013. The fund ending balances of the five pilot cities have been adjusted
for payment of prior years’ accounts payable and continuing appropriations.
For the two big-ticket projects, the Iloilo City may consider using debt financing. The Code
allows the LGUs to create indebtedness and to enter into credit and other financial
transactions. Debt financing may take the form of direct borrowing4from financial institutions
and the issuance of bonds and other long-term securities5. The loans of the LGUs were
mostly provided by the government financial institutions (GFIs) and the MDFO. The MDFO
has been the major source of long-term loans, while GFIs have been the main provider of
medium-term financing. The country’s leading GFIs are the Land Bank of the Philippines
(LBP) and the Development Bank of the Philippines (DBP). Funding for majority of the GFIs’
loan programs for LGUs come from official development assistance (ODA).
An alternative source of direct borrowings that has recently been made available will be
from multilateral financial institutions (MFIs) such as the World Bank (WB) and the Asian
Development Bank (ADB). Under Executive Order No. 809, entitled “Implementing the
Financing Policy Framework of LGUs by Identifying New Sources of Funding for First-Tier
LGUs” dated 9 June 2009, qualified first-tier LGUs are now allowed to directly contract
loans from MFIs. Only first-tier LGUs are eligible to avail of finds under EO 809. First-tier
LGUs are provinces, cities, and municipalities with a minimum of 60% of its average regular
income and has sustained this level of revenue mix for a three-year period prior to the MFI
borrowing. The loan from the MFIs will be market-based and denominated in Philippines
pesos and LGU will not be allowed to use the IRA as security for the loan. Moreover, the
loan will be on a stand-alone basis without any direct or indirect national government
guarantee.
Iloilo City is currently eligible for this loan facility. Over the past three years, the average
share of locally sourced income to regular income amounted to only 65.8% (see Table 8.4).
Table 8.4: Share of Locally Sourced Income to Regular Income
Particular 2009 2010 2011 2012 2013

1. Locally Sourced Income (PHP mil) 784.49 793.56 960.08 1,138.55 1,123.43
2. Regular Income (PHP mil) 1,293.75 1,341.80 1,552.64 1,668.38 1,676.90
3. Percent Share (%) 60.6 59.1 61.8 68.2 67.0
Source: BLGF
Public-private partnership arrangements such as the BOT scheme and joint venture are
other options available for LGUs in financing its infrastructure projects6. Only a few projects
have been completed by LGUs under BOT schemes and its variants. The unfamiliarity of
4 Under Section 296 of the Local Government Code, LGUs may create indebtedness, and avail of credit facilities to finance
local infrastructure and other socio-economic development projects in accordance with the approved local development plan
and public investment program.
5 Under Section 299 of the Local Government Code, subject to the rules and regulations of the Central Bank and the Securities
and Exchange Commission, LGUs are authorized to issue bonds, debentures, securities, collaterals, notes and other
obligations to finance self-liquidating, income-producing development or livelihood projects pursuant to the priorities
established in the approved local development plan and public investment program.
6 Under Section 302 of the Local Government Code, LGUs may enter into contracts with any duly prequalified individual
contractor, for financing, construction, operation, and maintenance of any financially infrastructure facilities such as the
build-operate-and-transfer arrangement.
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ILOILO CITY
most LGUs with the principles and mechanics of the BOT scheme is main reason why there
is limited private sector participation in the local development projects. In most cases, an
LGU will hire the services of a financial advisor to assist them in the financial study
preparation and financial structuring and packaging. In the future, the city government of
Iloilo may consider this option for revenue-generating projects such the central parking
terminal and the integrated bus terminal.
2) Available Sources of Debt Financing
As previously mentioned, for the two big-ticket projects in the traffic investment plan with a
combined cost of PHP220million, the city government may opt to tap debt financing.
Presently, the MDFO, which is the main source of long-term financing of LGUs has nine
credit facilities financed by the Second Generation Fund. The list of these financing
windows is shown in Table 8.5.
Table 8.5: MDFO Financing Windows
Financing Window Eligible Borrower

1. Program Lending (PROLEND) All provincial governments
2. Millennium Development Goal Fund (MDGF) All 4th to 6th income class municipal LGUs
3. Philippine Water Revolving Fund-Standby All LGUs nationwide
Credit Facility (PWRF-SCF)
4. Disaster Management Assistance Fund All LGUs nationwide, except for cities applying disaster
(DMAF) prevention and mitigation
5. Municipal Development Fund Project (MDFP) All LGUs nationwide
6. Mindanao Basic Urban Services Sector All LGUs in Regions IX, X, XI, XII, CARAGA, and ARMM
Project(MBUSSP)
7. Project Technical Assistance Contingency All LGUs except highly urbanized cities in NCR
Fund (PTACF)
8. Public-Private Partnership (PPP) Fund All LGUs are eligible to apply, provided, there is certainty
that the LGU will partner with a private entity
9. Refinancing Facility All LGUs nationwide
Source: MDFO
The relevant financing windows for the Iloilo City are the MDFP, PTACF, and PPP. Eligible
projects under the MDFP include construction of terminals and procurement of heavy
equipment for construction and maintenance of roads. The loan facility has a fixed interest
rate of 9% p.a. and 10- to 15-year repayment period, inclusive of between 2- to 3-year
period on principal payment. This loan facility may provide 100% financing of the proposed
project cost as well as the consultancy preparation of the project proposal with feasibility
study and detailed engineering (for infrastructure projects).
The objectives of the PPP Fund are to help LGUs increase infrastructure investments,
expand access to urban services, achieve more efficient and effective local service
delivery, and attract private investments in developmental projects. Fund Eligible projects
consist of public economic enterprises, social/environmental projects, and solid waste
management, sewerage and sanitation facilities. The maximum loan amount an LGU can
borrow is PHP200 million and/or at most 60% of net borrowing capacity. For the first income
class to third income class cities, interest rate is 5.75% with repayment period between 15
and 20 years inclusive of three years of grace period on the principal payment. The PPP
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ILOILO CITY
Fund is another loan program the city can tap in the near future if and when it decides to
allow private sector participation for some of the programmed revenue generating projects.
The PTACF aims to provide optional financing for LGUs in funding the contingency
requirements and TA needed for subprojects financed by the MDFO. Items eligible for
financing include preparation of project feasibility studies and detailed engineering design.
A number of priority projects of the city are currently on-hold due to the lack of feasibility
studies. The city government can avail of this facility to expedite the implementation of
subprojects that will be financed by the MDFO. In the preparation of project feasibility
studies, the loanable amount should not exceed 3% of the proposed project cost. Interest
rate for cities and provinces except for highly urbanized cities in the NCR, is 1.5%. Loan
payments should be made in full within the term of the local chief executive with provision
for IRA intercept in case of default.
Aside from managing the loan facilities financed by the second-generation fund, the MDFO
is likewise serving as fund conduit for 11 projects for LGUs implemented by national
government agencies and funding institutions.
As of end-September 2014, there are eight official development assistance (ODA) facilities
available for the LGUs (see Table 8.6). Management of most of these ODA facilities
involves a GFI or a national government agency. Only two of these facilities are directly
managed by the donor agency. Out of the six projects with the government as the
implementing agencies, four projects involve credit financing for relending to the LGUs. The
remaining two projects entail the provision of seed money for the financing of
pre-investment / feasibility studies / reports and the improvement of access to viable
livelihood opportunities for targeted communities.
Table 8.6: ODA Facilities for LGUs
Program / Project Implementing Agency / Donor

1. Perez-Guerrero Trust Fund for Economic and Technical Department of Foreign Affairs / United
Cooperation Nations Development Programme
2. Grant Assistance for Grassroots Human Security Project Embassy of Japan
(General Grant Project)
3. Japan Fund for Poverty Reduction ADB
4. European Investment Bank (EIB)-DBP Global Loan Facility DBP / EIB
5. Regional Infrastructure for Growth Project (RIGP) DBP / WB
6. Support for Strategic Local Development and Investment LBP / WB
Program (S2LDIP)
7. Mindanao Rural Development Project Phase 2 Department of Agricultural / WB
8. Credit Line for Energy Efficiency and Climate Protection LBP / KfW
Source: National Economic and Development Authority (NEDA)
From the list above, the relevant ODA facilities for the five pilot cities are the RIGP and
S2LDIP. Among these loan programs, the S2LDIP best meets the city’s financing
requirements. Eligible projects include those listed in the Traffic Investment Plan such as
roads and bridges, improvements of municipal facilities, bus terminal, and other related
income generating projects. On the other hand, the development objective of the RIGP is
more focused since it aims to stimulate integrative investments within regions by improving
access to finance for local public infrastructure and services.
Aside from the funded out of the ODAs, the GFIs also have also regular credit facilities for
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ILOILO CITY
LGUs. For instance, the LBP has a loan program for the construction, installation,
improvement, expansion, operation and maintenance of:
(i) public facilities;
(ii) water disposal system;
(iii) infrastructure projects;
(iv) electrification;
(v) waterworks / water system;
(vi) housing projects; and
(vii) implementation of capital investment projects.
The LGU will be required to contribute at least 25% of total project cost. The interest rate will
be based on the prevailing market rate, while the term of the loan will not exceed five years.
The DBP has a similar credit facility for the LGUs.
Based on its latest SRE, Iloilo City has enough elbow room to resort to debt borrowing for
the two big-ticket projects in its traffic infrastructure plan. Its latest debt service ratio is still
below the 20% statutory limit set by the Code (see Table 8.7).7 Debt service ratio is defined
as debt service payments (interest payments + principal repayments) divided by regular
income. Adjusted for its outstanding loans, the borrowing capacity of Iloilo City is estimated
to be PHP1,086.1 million.
Table 8.7: Debt-Service Indicators
Indicator 2009 2010 2011 2012 2013

1. Interest Expenses and Other Charges 0.00 1.98 26.51 49.13 117.98
2. Payment of Loan Amortization 21.31 0.54 11.21 11.06 68.14
3. Regular Income 1,293.75 1,341.80 1,552.64 1,668.38 1,676.90
4. Debt Service Ratio (%) 1.6 0.2 2.4 3.6 11.1
Source: BLGF
8.2 Institutional Sustainability
1) Institutional Programs
Of what good are well-laid plans if there is no agency capable of carrying them on into the
future as well as implementing them now? Organizing, transforming, and properly locating
a more permanent unit to replace the ad hoc CPT is a key to the following
recommendations. These are all designed for institutional sustainability as a contribution to
overall resilience in traffic, transport, and urban (and hopefully also metropolitan)
development in Iloilo. Iloilo City is an old urban center in the Visayas hemmed in by
pressures from its neighboring towns, accounting for some of its internal traffic and
transport problems. It has kept its LGU busy regulating its periphery, including the PUV
terminals at its perimeter. Fortunately, it has led in setting up and running a metropolitan
council and a long experience with development projects to be able to handle such
challenges. But as noted in the situation section, there are still some basic organizational
and intergovernmental issues, and the city still seems to be reluctant to grapple with
specific problems by enforcing regulations like requiring developers to provide parking
7
Section 324 (b) of the Local Government Code of 1990 mandates that a local government’s appropriation for debt service
should not exceed 20% of its regular income. This provision implicitly defines the statutory ceiling on borrowing capacity.
Regular income is defined as recurrent income and is equal to locally sourced income, plus the IRA.
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ILOILO CITY
spaces. The key institutional issues that the city can address, albeit over different periods,
are the organization of a unit to replace its CPT and to carry on the city’s plans and
initiatives; and the codification of its traffic and transport ordinances into a more suitable
and sustainable legal framework. The intergovernmental issues would require national
legislative and/or administrative actions.
With ambitious road-widening, building, and development projects like the “New Town
center going on, billed as the central site of next year’s APEC meeting, the city government
must seriously consider the following prescriptions to be able to bring its traffic, transport,
and urban development plans to fruition well beyond those events
Sustainability is defined simply as keeping something good going for as long as possible,
making well-conceived policies, plans, and projects last well beyond the end of external
assistance or the elective terms of leaders. They should also be flexible, changing with the
circumstances. Thus, their resulting benefits should be sustained, but the means to obtain
them may change, and the goals or hoped-for results may themselves change in the future
for justifiable causes and reasons.
The problems and issues in the five TTMP pilot cities including Iloilo that are amenable to
sustainable solutions have not been hard to identify, especially with the help of their CPTs
and other stakeholders. They share common difficulties with motorization, traffic
congestion, disorderly parking, public transport increasingly dominated by low-occupancy
vehicles, etc. And these have been addressed by LGUs that, at least in the past, had been
constrained by inadequate resources, institutional handicaps, and a short-term orientation
favoring traffic enforcement operations to the neglect of transport planning.
Table 8.8 shows the following programs offered to overcome such hurdles and keep the ball
rolling. These are described and justified below.
(a) Set Program Cycles: Cycles of project/program monitoring, evaluation, reporting, and
utilization in re/planning should be set so that, with these regularly programmed
activities, the cities would keep tabs on transport trends and traffic patterns, make sure
that stocks and flows are congruent, congestion is declining, overpasses are working
and enduring, or determine that corrective measures are in order. This would mean a
departure from deficient, laid-back operations, such as the frequent conduct of traffic
experiments and institution of changes in rules without documenting, reporting or
referring in ordinances the difference the changes would or do make, if any.
(b) Institute TIA, RIA: These are standard tools that can make regulatory requirements
stable and predictable. Traffic Impact Assessment (TIA), like Environmental Impact
Assessment (EIA), is a requirement for urban development projects to determine the
changes, risks, and hazards in traffic, parking, and pedestrian patterns they are likely to
produce and the measures needed to minimize, mitigate, or prevent them. Presently,
builders and developers undertake projects with little regard, if any, to such
consequences. Some cities may already have TIA in place. Iloilo has it in its agenda.
Regulatory Impact Assessment (RIA), on the other hand, is newer here. RIA obliges
authorities to determine the relevant consequences of new regulations they propose,
including the costs and benefits of complying with (or violating) rules by various affected
parties, and the measures needed to minimize costs and enhance benefits. The social
impacts are often well recognized, but the private costs (and benefits) of compliance or
violation are usually considered only in business regulation.
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ILOILO CITY
(c) Conduct Master Planning: Master planning for the transport sector is needed to
provide a comprehensive and coherent guide to more specific planning and project
activities, and to generate the sector’s input into the cities’ Comprehensive Land Use
Plans (CLUPs) and Comprehensive Development Plans (CDPs) as required by the
Local Government Code of 1991 (LGC). It is also a way of asserting and
acknowledging the important role of transport as the circulatory subsystem that can
help shape as well as be shaped by the urban form and content of the city. However,
the old reputation of “master plans” as rigid, unchanging physical devices should be
replaced by more flexible concepts and multi-dimensional tools that can change with
circumstances and contexts – and can also help change them.
Table 8.8: Available Programs to Ensure Institutional Sustainability
Program Activity Objective / Rationale

1. Set Program Cycles Program M&E-reporting-reporting-re/planning To ensure follow-through, adjustments as
needed
2. Institute TIA, RIA TIA for building, residential subdivision To control traffic, parking generation; costs,
projects; RIA for new rules benefits of compliance with regulations
3. Conduct Master Master transport plans for inclusion in CLUP, To provide long-term, coherent guides for
Planning CDP specific projects
4. Set up IT Watch Incorporate feasible advances in IT, fuels, To encourage LGUs to keep abreast of
vehicles, automation technologies for TPTM technical advances that can be adapted to
their context
5. Set up CPT Successor Build, institutionalize more permanent TPTM To provide a stable base for long-term,
units with regular resources of their own sustained work is needed in lieu of ad hoc
project units
6. Develop the Continue structural-functional reform of TPTM As part of capability-building, with options to
Organization units and their links with other LGU offices build up TPTM in incremental stages
7. Develop Careers Secure tenure and mapping career paths for To complement OD, to provide security and
TPTM and allied personnel performance incentive
8. Codify Ordinances Validate, integrate existing rules and introduce To provide a broad and consistent legal and
new, progressive ones organizational framework for regulations
9. Deal with Constraints Remove gaps or relax restrictions in national To enable LGUs to deal faster with local
in Central-Local guidelines to LGU TT planning & problems and gain confidence in facing
Relations administration long-term challenges
10. View Longer Document, periodically evaluate TPTM Some project impacts may take long to show
Experiences experiences over (say) 10-20 years from end meaningful results; projects may change
of TTMP
11. Keep Stakeholders Update about progress and problems and their To keep stakeholders on board, with
Posted roles in both transport planning and traffic increasing influence on TPTM undertakings
management
12. Validate Baselines and Conduct before project implementation To provide a basis for reassessing if targets
Targets were achieved within the timeframe
(d) Develop Database: Database development implies strengthening the institutional

memory of LGUs. It means the design and construction of a computer-based
information system (e.g., an MIS) geared to the requirements of planners and
decision-makers, so that their outputs become more evidence-based, i.e. predicated
on empirical knowledge and sound theory as well as law and leaders’ insights. It
should draw its data sets from surveys and other scientific studies, and also from
operations records and thus improved records management. The info system should
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ILOILO CITY
induce increasing interconnectivity and inter-operability among units and agencies to

provide robust support to planning and administration.
(e) Set Up IT Watch: This enjoins LGUs to keep up with advances in transport
technologies and techniques, like new fuels, vehicles, tracking devices, BRT,
automated traffic enforcement, and “infostructure” that may be locally applicable and
feasible. This is to encourage a long-term, forward-looking stance that nonetheless
keeps an eye on local context and conditions.
(f) Set Up CPT Successor: The city should organize and establish a Transport Planning
and Traffic Management (TPTM) unit with its own career personnel, continuing budget
(including adequate provisions for operations, maintenance, and repair, beyond the
token MOOE), capital and operating equipment, and other resources. This unit should
replace or integrate the existing CPTs, introduce the transport planning sub-unit where
none or little exists, and serve as the key point agency to sustain transport and traffic
initiatives.
(g) Develop the Organization: Organizational development (OD) is a program explicitly
required by the Local Government Code of 1991 (LGC). A capability-building effort, OD
should guide the structural and functional specification and development of the CPT
successor unit proposed above, its role and relations with other offices like the CPDO,
CEO, and the City Council (Sangguniang Panlungsod). The OD may consider three
options in developing the TPTM unit – continue with CPT basically as is, build up the
TM part, or immediately organize the whole TPTM package – or do all these in
incremental, programmed stages. The advantage of the third option is that it brings up
ahead the sub-unit that would give the transport-traffic sector the longer-term
orientation it needs.
(h) Develop Careers: Career development (CD) should promptly establish a staffing
pattern of plantilla positions for the proposed CPT successor unit instead of the
temporary ones occupied mostly by job-order or “labor” hires in traffic enforcement.
Moreover, aside from strengthening the usual HRD sub-programs, such as in-service
training and scholarships, CD should institute promotion tracks for employees that
would give them a broader career horizon and encourage them to perform their present
jobs increasingly better.
(i) Codify Ordinances: This calls for reviewing and pulling together the many traffic and
transport ordinances and amendments that have accumulated, determining their
current validity, and integrating their provisions in a broad and consistent
legislative-legal framework. It calls for the review and revision of existing Traffic Code
that can stand improvement or renovation to incorporate any extensive, priority
amendments that they want (re-routing, new PUV routes, no-parking, paid parking,
one-way streets, etc.), new provisions on traffic safety and accidents (road crashes),
and innovations in regulatory procedures and enforcement methods, including the TIA
and RIA requirements proposed above. Codification should provide an opportunity to
give the proposed CPT successor unit a stable legal framework, provide rules for
determining the number of PUV units allowable, route-setting, and fare determination,
and introduce new ways and means of effectively communicating a Code’s contents.
(j) Validate Baselines and Targets: It is highly recommended that a validation of the
initial baselines and targets be conducted prior to program implementation. This will
enable the city to re-assess whether the plan’s targets are achievable or not within the
implementation timeframe. It is likewise imperative to re-assess the potential risks in
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ILOILO CITY
each of the proposed projects based on the social and environmental assessment of
the TTM plan. To operationalize the RBME Framework (see Figure 7.1), a detailed
monitoring and evaluation plan should be developed to clarify responsibilities for data
collection, assessment, reporting, and information sharing. Lastly, the capacities of the
City TTM Team on results-based monitoring and evaluation should be strengthened.
Annex C shows a draft model ordinance creating a TPTM unit, while Annex D illustrates an
organizational concept for such unit. Annex E shows an outline of a model traffic code, and
Annex F shows a draft model ordinance for adopting a TTM Plan.
2) Possible Future Changes
At some point in the future, the pilot cities may grow bigger in scale and complexity
sufficiently to warrant a re-examination of conventional norms and policies in transport and
traffic, with local context and conditions still in view. A growing number of people may be
travelling faster and longer, for leisure and shopping rather than for work. Thus, travel time
and costs may no longer be as important as before. This may be true for tourists and those
who can afford, but not for the many still living on the margins. Nonetheless, most people
may have tired of forced hyper-mobility and now appreciate—if only by force of
poverty—shorter, less frequent trips, traffic calming, and reduced congestion, particularly if
congestion has also become predictable. They may also now want greater accessibility to
places they want to reach by public transport, biking, or walking
All these, and more, would call for a thorough review of accepted norms as well as
knowledge and regulations, and a re-visioning of the city. Thus, there should be a time and
place for strategic planning in the above-listed set of programs (e.g., in relation to master
transport planning).
3) Synergy with National Government Transport Policy and Regulation
The success and sustainability of the TTMP cannot be achieved in isolation from other
government entities. There are transport issues that are not within the jurisdiction of the
local government as they are in the purview of the national government(and/or provincial
government) but have direct and significant influence on local conditions and therefore on
the effectiveness of the TTMP. The improvement or construction of roads, the installation of
traffic control devices such as signs and markings, and regulation of parking along national
highways within the city, for instance, require strong coordination with the provincial and
the national government.
The other issue is the regulation of public transport other than tricycles. Franchising and
regulation of public utility jeepneys and buses are the responsibility of a national agency
with regional presence—a DOTC-attached agency, the Land Transport Franchising and
Regulatory Board (LTFRB). Of particular interest which has a direct effect on local transport
situation is the issuance of a franchise or permit to jeepney and bus operators. The LTFRB
currently issues franchises on the basis of the Route Measured Capacity or RMC.
Route Measured Capacity (RMC) is defined as the “optimum” number of public transport
units that can be assigned to a given route. This was used by the then Ministry of
Transportation and Communications (MOTC) for the granting of franchises in line with its
route rationalization policy. It is considered optimum because it is supposed to address the
concerns of the two players in public transportation - the riding public and the private
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ILOILO CITY
operators. RMC satisfies two basic parameters, namely, passenger demand and financial
viability.
Being reliant on data that are dynamic in nature (passenger demand and financial viability),
the estimation of RMC implies regular review and updating. There are so many variables
involved, some of which are simply assumed as they are very impracticable to obtain.
There are also issues on the multiplicity of modes and routes plying a corridor. RMC is a
simple formula that is appropriate for simple situations. In metropolitan areas, however,
realities are much more complicated. It is common to see different public transport modes
operating on the same route. In addition, several public transport routes (with different
route origins and destinations) overlap on a certain portion of a corridor. Thirdly, there are
public transport modes that do not have fixed routes. Lastly, there is no indication
whatsoever on the level of congestion brought about by the number of public utility vehicles.
These factors create complications, difficulties, and questions for the estimation and
consequent use of the RMC. These factors have been raised in other studies, and
improvements of the RMC methodology have been proposed.8
As experience with LTFRB’s problematic application of the RMC method, the local
institutional set-up for it should ensure faithful adherence to its technical requirements,
whether sophisticated or simplified, and to alter them only if shown by systematic evaluation
to be faulty. Moreover, the national government should consider allowing cities to broaden
their scope by giving LGUs a share in the franchising of PUVs other than tricycles and thus
making them amenable to local regulation as well as inclusion in local PUV estimation and
route determination. It should likewise consider devolving more of the LTO’s R.A. 4136
traffic enforcement powers to cities without the need for deputation, including enforcement
of PUV franchise conditions, without impairing the LTO’s jurisdiction over motor vehicle
registration and inspection (the standards for which, however, LGUs should be allowed to
adopt and help enforce).
8 DOTC, Mega Manila Public Transport Planning Decision Support System, National Center for Transportation Studies, 2012.
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ILOILO CITY
9 CONCLUSION AND RECOMMENDATIONS
collaboration with the Iloilo CPT and in consultation with key stakeholders.
One of the major objectives of the project was to develop the capacity of pilot cities through
training workshops, consultations with the Project Team, and stakeholder meetings. A
baseline capacity survey was carried out among the CPT members right after the
organization of the CPTs to determine their current level of knowledge and skills in terms of
transportation planning and traffic management. Detailed lessons were decided after the
trainees’ level of knowledge and experience in transportation planning, traffic engineering,
traffic management, and their computer skills, among others, was determined. Presentation
materials developed and used during the workshops have been translated into a guidebook
which can serve as primary material for future training.
The Iloilo City transport system is dependent on road-based public transport, particularly
jeepneys. Public transport mode share is relatively high at 80%-85%. The public transport
system is however constrained by road congestion and lack or inadequate facilities at stops
and terminals. Physical access to jeepneys is also poor making it difficult to use by
travelers with disabilities (PWDs). Jeepney routes also require expansion to provide service
to resettlement areas.
Iloilo City road network is relatively dense, and expansion of the road network is on-going
including road widening and construction of radial and circumferential highways. The
productivity of road is however constrained by roadside friction from on-street parking,
disorderly loading/unloading of jeepneys, and other roadside activities as well as
inappropriate mix of slow and fast moving vehicles on major roads. The management of
intersections is also inefficient. The poor productivity of the roads negatively impacts the
operation of the on-road public transport system. Road safety is also a concern with 18
fatalities and 844 injured in 2012.
The vision-mission of Iloilo City calls to expand and improve Iloilo City’s infrastructure,
thereby securing a dynamic, safe, and healthy environment conducive to learning, sports
and eco-cultural tourism. To meet this Vision-Mission, the CPT set five transport goals,
namely:
An environmentally sustainable transport strategy to meet the above-mentioned five goals
for Iloilo City is to maintain its current low automobile use through enhancing accessibility
by public transport and non-motorized modes of transport.
To implement this strategy 9proposed projects were formulated, screened, and prioritized.
They included a mix of transport infrastructure, traffic management and institutional reform
project types to supplement current transport and traffic initiatives of the city government.
These projects are shown in Table 9.1. Possible social and environmental impacts of the
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ILOILO CITY
projects were identified for future study. A monitoring and evaluation framework was also
drafted.
Table 9.1: Proposed Implementation Schedule of Identified Projects
Estimated Cost Institutional

Proposed Project Project Location(s) Target Implementation
(PHP mil) Responsibility
1. Traffic Signalization and  Downtown; E. Lopez  2015–2016 PHP110M  City government
Intersection Geometric Street (11 intersections)
Improvement Project  Benigno Aquino Avenue  2015– PHP30M  DPWH
(3 intersections)
2. Parking Management  Downtown; Benigno  2014–2015 (part of 5 towing trucks  City government
System Project Aquino Avenue demonstration project) @PHP2M/truck
 E. Lopez Street  2015– =PHP10M
120 Addl clamps
@PHP45T/clamp
= PHP5.4M
3. Pedicabs and Tricycle  Corridors/thoroughfares:  2015–  City government
Regulation along Selected Magdalo, La Paz, Rizal
Corridors St., Lapuz Street., EL 98,
Jaro and Jala going to
SM.
4. Road Network Improvement  Radial and  Ongoing– Implementation by  DPWH
project circumferential roads national
within the city government
5. Public Transport
Improvement Project
a. Terminal Improvement  City periphery/boundary  2015/2016– PHP40M/ terminal  City government
project
b.
d. Loading/ Unloading  Downtown area; E.  2015– PHP10M  City government
facilities Lopez Street
c.
e. Public transport to/from  City  2015–  City
resettlement areas government/
LTFRB
d.
f. BRT Pre-feasibility  Benigno Aquino Avenue  2015–2016 PHP15M  City
Study/FS (approx. 17.5km.) government/
DOTC/DPWH
6. Bikeway network expansion  Benigno Aquino  Ongoing– PHP800,000/km  City government
project Avenue/R1 for 100km
 Other roads  2016 =PHP80M
7. Road crash database  2015– PHP3M  City
management system government/
DOTC
8. Incorporation of CPT in an  2016– PHP3M  City government
Institutionalized TMTRO or
preferred Office
9. Codification of traffic  2015– PHP500,000  City government
ordinances into a planning-
& management-oriented
document
The capacity of the city government to implement the proposed projects was reviewed.
Financially, the city government should be able to fund most of the projects from its own
income, with the exception of two relatively expensive projects, i.e., traffic signalization and
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ILOILO CITY
bikeway expansion. A review of the financial instruments available to Iloilo City shows that
Iloilo City would be able to procure the necessary debt finance to fund these projects.
Institutionally, there are limitations because the city government has been constrained by
inadequate resources, institutional handicaps, and a short-term orientation favoring traffic
enforcement operations and limited capacity for longer-term transport planning and
development. To improve institutional capacity, the following are proposed:
(i) Set program cycles: program monitoring & evaluation – reporting -re/planning;
(ii) Install traffic impact assessment and regulatory impact assessment;
(iii) Institute master transport plans for inclusion in CLUP, CDP;
(iv) Conduct IT watch: incorporate feasible advances in IT, fuels, vehicles, automation
technologies for TPTM;
(v) Set up CPT successor: build, institutionalize more permanent TPTM units with
regular resources of their own;
(vi) Continuing structural-functional reform of TPTM units and their links with other LGU
offices;
(vii) Secure tenure and mapping career paths for TPTM and allied personnel;
(viii) Codify ordinances: validate, integrate existing rules and introduce new, progressive
ones;
(ix) Remove gaps or relax restrictions in national guidelines to LGU transport and traffic
planning and administration;
(x) Document, periodically evaluate TPTM experiences over, say, 10–20 years from end
of TTM Project;
(xi) Keep stakeholders posted about progress and problems and their roles in both; and
(xii) Set baselines and targets at start of project implementation.
Looking forward, it is envisaged that the preparation of TTM plans by Iloilo City and other
cities in the Philippines will be mandated by the appropriate government department,
namely, the Department of the Interior and Local Government (DILG) and/or the Housing
and Land Use Regulatory Board (HLURB). The following are ways of mainstreaming the
preparation of the TTM plans:
• As part of the comprehensive land-use plan/comprehensive development plan as
prescribed by the HLURB and/or the DILG: This warrants the advocacy of the LCP to
enhance the template or outline that is prescribed by the HLURB in the preparation of
the prescribed planning documents.
• As a requirement of the DILG for cities: Similar to the HLURB, the LCP can also
advocate for the mandating by the DILG the preparation of the TTMP by cities.
Mandating the preparation of the TTM plans is envisaged to result in meaningful and
effective plans that will be vital for the sustainability of Philippine cities.
9-3
ANNEXES
ANNEX A
GUIDE ON ASSIGNINGBOARDING AND ALIGHTINGSTOPS FOR PUBLIC UTILITY
VEHICLES
1. Effects of Stops Located after Intersections
Effects:
• Blockage of right-turning traffic from

other direction
• Blockage of path of through traffic Jeepney/Bus Stop
After Intersection
from other directions
• Long queue of jeepneys may result
in double-stopping to avoid being
caught in the intersection
Legend:
Jeepney/Bus
Car(Other Vehicles)
2. Effects of Stops Located before Intersections
Effects:
• Blockage of through and

right-turning traffic
• Reduction of approach capacity by
one lane for almost 100% of the
time
Annex A-1
To minimize these effects, each intersection has to be assessed depending on the traffic volume of
vehicles entering and leaving the intersection, as shown in the table below.
Table A.1: Criteria for Location of Stops
Location of Stop2
Criteria
Before After
1. Approach 1
a. Right Turn Light / ––
Heavy X ––
b. Through Light / /
Heavy X X
2. Approach 2
a. Right turn Light O /
Heavy O X
Source: Dr. Ric Sigua

1 As of 1 May 2010.
2: Legend: / = no adverse effect; O = preferable/favorable; X = not recommended.
Annex A-2
ANNEX B
DRAFT ON-STREET PARKING POLICY FOR THE CITY OF ILOILO
1. Introduction
The City of Iloilo is the financial and commercial capital of the province of Iloilo. It is the center of
major retail, residential, cultural and entertainment activities. The provision, control and
regulation of parking is considered as an essential task in keeping these activities in the city.
The parking supply within the city center is predominantly on-street.
This on-street parking policy is aimed at limiting parking on-street and discouraging long-term
parking in the most congested areas of the city center, so as to enhance environmental quality
and maintain a high proportion of public transport usage. The city’s all on-street parking spaces
must be controlled to ensure that they are used in the most appropriate manner for the efficient
operation of all users of the central business district. On-street curbside parking in the city
center must be restricted for the use of service vehicles, and short term parking for retail and
commercial.
2. Objectives
The objectives of this on-street parking policy are as follows:
(i) To provide a rational approach for the provision of “no standing” and “no parking”
restrictions. In areas where such restrictions are warranted for safety or capacity
considerations, such restrictions will be limited to the time period during which they are
necessary.
(ii) To provide more and better managed parking for city shoppers and other short stay users.
The differing needs of the various users in different parts of the city will be incorporated in
the implementation of the policy.
(iii) To minimize all day commuter parking on-street in the city center, and discouraging
long-term parking on-street, in the vicinity of major institutions such as schools, government
institutions and hospitals.
(iv) To implement an on-street parking control system which is simple, legible, uniform, clearly
understood, easily enforceable, efficient and cost effective, taking into account the
standards and policies developed by other capital cities, adopting symbolic signage and
using recyclable plastic signs.
(v) To control the use of loading zones so that public transport vehicles can obtain more
efficient access to loading/unloading spaces where private use vehicles are discouraged.
(vi) To achieve consistent and coordinated parking enforcement throughout the city center.
3. Hierarchy/Priority in On-street Parking Allocation

The demand for on-street parking has always been far greater than the supply of available
curbside parking. Therefore, it is necessary to impose restrictions and limitations in order to
allocate curbside space to essential users and to establish a priority for such allocation. The
various areas in the city have various mixes of users and accordingly the priorities may vary
from area to area. However, the following general order of transportation priorities are adopted
by City:
(i) Pedestrian movement and safety;
(ii) Vehicle and goods movement and safety;
Annex C-1
(iii) Public transport needs and servicing of businesses;
(iv) Taxis;
(v) Shopper and client parking (short-term parking); and
(vi) General parking (all day/unlimited parking).
A balance is required in the allocation and distribution of parking, however when conflicting
priorities occur, they will be resolved generally in the abovementioned order and applied to the
time period for which a restriction is needed.
4. Types of On-street Restrictions

The allocation of curbside parking in accordance with the aforementioned priorities can be
undertaken utilizing a range of parking restrictions. These restrictions and criteria relevant to
their application are discussed below.
(a) “No Stopping” Restrictions:“No Stopping” restrictions prohibit the stopping of vehicles for
any purpose. They do not allow vehicles to stop even for the purpose of setting down or
picking up, except in an emergency. Only under extreme situations, can emergency
vehicles such as ambulance and police vehicles stop in “No Stopping” zones. Taxis are not
allowed to stop to set down or pick up passengers at locations where full-time “No Stopping”
restrictions are signposted.
(b) “No Standing” Restrictions: A “no standing” restriction allows vehicles to stop while
setting down or picking up passengers. The restriction will normally be introduced where
traffic volumes and road widths are such that parked vehicles would cause congestion, or
parking maneuvers may interfere with the safe movement of vehicles. If “no standing”
restrictions are introduced for traffic capacity reasons, they will be limited to the time period
for which they are needed.
(c) “No Parking” Restrictions: A “no parking” restriction allows vehicles to stand while setting
down or picking up persons or goods. This restriction will be introduced in situations where
parking could be permitted, and where the need for increased turnover of vehicles at that
location is recognized. Typical locations include outside major hotels where taxis, coaches
and other vehicles generate a greater turnover of the curb space. In practice, parking
enforcement officers will allow approximately five minutes of parking in “no parking” zones,
if they are satisfied that such vehicles are legitimately engaged in picking up or setting down
goods.
(d) PU Vehicle Stops: The city center is the focus of much of the public utility vehicle system
and as such extensive curbside spaces have to be provided in various locations of the City
for PU vehicle stops.
(e) Commercial Vehicles Loading Zones: The provision of curbside parking for commercial
vehicles is a high priority. A goods vehicle can stand in a loading zone for 30 minutes while
actually engaged in picking up or delivering goods. Private use motor cars are not entitled to
park in loading zones. Loading zones will not be provided unless off-street loading facilities
are not available. Where deliveries are confined to certain hours of the day or where the
shortage of curbside loading space occurs only during certain hours of the day, the duration
of the loading zone will be limited to those hours. After considering submissions from
interested parties the city shall consider it necessary to develop a new approach to achieve
effective control and use of loading zones so that servicing vehicles can obtain more
efficient access and private use vehicles be discouraged.
Annex B-2
(f) Taxi Stands: Taxis play a significant role in the public transport system. They are public use
vehicles and are subject to operational regulations. The city shall encourage the provision
of conveniently located taxi stands in the immediate vicinity of major accommodation hotels,
entertainment centers, shopping centers and major transport interchanges. Taxi
bays/stands should ideally be located in well lit areas and adjacent to convenient pedestrian
crossings. Taxi stands where taxis can queue and wait for passengers provide an excellent
public perception that taxis will always be available at any time at those locations.
(g) Parking for Disabled Persons (near medical institutions):The city shall encourage
provision of parking facilities for disabled drivers and passengers with severe disabilities in
order to increase their mobility to various parts of the city.
(h) Construction Zones: The city shall assist builders by providing on-street construction
zones outside construction sites to facilitate the efficient operation of major construction
projects. Construction zones seriously interfere with pedestrian movements and vehicular
traffic. Concrete pumps on the public way are a particular hazard to pedestrians and render
the footpath impassable to PWDs and parents with strollers. The city shall continue to
discourage and restrict the use of public ways as construction zones by private building
operations.
Annex B-3
Annex C: Creating TPTM Units in Pilot Cities: Draft Model Ordinance
Sept. 25, 2014, 3:47 P.M.
CREATING TPTM UNITS IN PILOT CITIES:

DRAFT MODEL ORDINANCE1
EXPLANATORY NOTE
(Background information on why and how the proposed Ordinance was conceived, the
reviews and studies undertaken, hearings and consultations held, and other activities of
the Sangguniang Panlunsod that led its formulation. The Note may end with a list of
previous ordinances and amendments related to the present proposal. ).
ORDINANCE NO. ______
AN ORDINANCE ESTABLISHIING A TRANSPORT PLANNING AND TRAFFIC

MANAGEMENT UNIT FOR ____________ CITY, DEFINING ITS STRUCTURE AND
FUNCTIONS, AND AUTHORIZING ITS STAFFING PATTERN AND BUDGET
SUPPORT
PREAMBLE
Whereas, Urban transportation and traffic in our City, involving a total of _____ motor
vehicles including ____ public utility vehicles of all types, operating over a road network
of _____ kms., have provided accessibility and mobility for our population of ______
(2014?) and should play a major role in directing and sustaining the City’s urban
development;
Whereas, In the course of our City’s growth, however, considerable problems of limited
transport infrastructure, traffic congestion, overabundance and overcrowding of certain
transport modes, and related conditions have strained the limited capacity of our city
government to effectively plan, regulate, and control urban development;
Whereas, The Traffic and Transport Management for Philippine CDS Cities Project
(TTMP) undertaken under the auspices of the League of Cities of Philippines (LCP) with
CDS funding and World Bank supervision, has provided an opportunity for our city to
assess its transport and traffic problems, priorities, and capabilities, to train its personnel,
and to engage stakeholders in these efforts, under the technical guidance of a technical
Project Team organized by the consulting firm ALMEC;
Whereas, The TTM Project, aside from assessing the current situation in five pilot cities
(including our City), as indicated in the Explanatory Note, has undertaken a series of
training and planning workshops for its pilot cities and 11 observer cities, formulated a
number plans, and implemented demonstration projects in the pilot cities including our
1 This is a template that the city government may adopt with modifications or inputs that it would like to make or add
to suit its particular needs or preferences or to incorporate provisions in its existing ordinances or traffic code .
Annex C-1
own, as a result of close cooperation between the Project Team and counterpart City
Project Teams (CPTs);
Whereas, For the above purpose, our City organized a CPT tasked to collaborate with
the central Project Team for the duration of the Project, with personnel and provisions
drawn from the CPDO, CEO, and other existing units engaged in planning, engineering,
traffic enforcement, public transport (particularly tricycle) franchising and regulation;
Whereas, In order to pursue the various training, planning, and demonstration efforts
begun under the Project on a sustainable development basis, a more permanent and
stable organization than the ad hoc CPT, to be called Transport Planning & Traffic
Management Unit (TPTMU) [or alternative name____________], should be established;
Whereas, the TPTMU should have a clearer legislative and legal framework,
organization structure and functions, dedicated career staff of professional personnel,
and continuing budgetary support that would enable it to conduct a progressive program
of planning, policy-formulation, and management for our City’s current and future
accessibility and mobility and sustainable development;;
Whereas, Our City government has the responsibility and authority, under its charter and
the Local Government Code of 1991, to promote the general welfare, utilize its police
powers, develop its transport infrastructure, determine the uses of its roadways and
streets, regulate the traffic thereon, and discharge the City’s devolved functions of
tricycle franchising and regulation;
Whereas, Our City government is authorized to reform or modify its organization within
the standard format prescribed by the Local Government Code of 1991; and is mandated
by the Code to formulate programs of organizational and career development that should
be undertaken to support the institutionalization of the TPTM Unit for effective short- and
long-term performance;
NOW, THEREFORE, BE IT ORDAINED BY THE SANGGUNIANG PANLUNGSOD OF

__________, THAT:
CHAPTER I
ARTICLE I. GENERAL PROVISIONS
Section 1. TITLE
Section 2. DECLARATION OF POLICY
Section 3. SCOPE
ARTICLE II. DEFINITIONS
Section 4.WORDS AND PHRASES DEFINED (Keep the number of definitions to a

minimum, including only those that are new or likely to be misinterpreted; e.g. “evidence-
based” below):
Annex C-2
Evidence-based – supported by credible data, information, findings, or conclusions
derived from reliable scientific or systematic investigations, surveys, experiments,
and/other authoritative research sources;
ARTICLE III. ORGANIZATION
Section 5. CREATION OF THE TRANSPORT PLANNING AND TRAFFIC MANAGEMENT

UNIT - There is hereby created an executive unit under and reporting to the _____ (which chief
Office if not directly to the Mayor?), to be called Transport Planning and Traffic Management Unit
(TPTMU), which in discharging its responsibilities and functions shall coordinate and work
closely with other Offices or units performing related functions.
Section 6. FUNCTIONS OF THE TPTMU - The TPTMU shall perform the following functions:
(a) Prepare transportation and traffic management policies, plans, programs, and projects in
consultation with concerned stakeholders, including other local and national government
agencies, and for the consideration and approval of the City Mayor and the Sangguniang
Panlungsod (SP);
(b) Serve as the primary agency for implementing approved plans, projects and regulations
according to the Transport and Traffic Code [see Outline of Model Code] and related
ordinances and resolutions enacted by the City;
(c) Prepare general or master plans for transport infrastructure development that would
complement and articulate the relevant provisions of the City’s Comprehensive
Development Plan (CPD) and Comprehensive Land Use Plan (CLUP);
(d) Participate in and provide inputs into the preparation or revision of the CDP, CLUP,
executive and legislative agendas, traffic regulations, and related documents;
(e) Undertake surveys, studies, researches, and experiments in order to make planning,
policymaking, and management in the transport/traffic sector evidence-based with
reliable empirical data as well as sound theories and methodologies;
(f) Organize, operate and maintain a database system in support of transport and traffic
planning and management, along with current computer and communications hardware,
software and technologies;
(g) Promote viable public transport systems, regulate the number and operation of tricycles
and other public transport utilities, and cooperate with the local police in traffic law
enforcement;
(h) Provide planning support for tricycle franchising and control in cooperation with the
Sangguniang Panlunsod (SP);
(i) Promote non-motorized transport modes, commuter welfare, and pedestrian priority;
(j) Develop techniques and put them to good use for transport and traffic planning and
management, such as Traffic Impact Assessment (TIA), cost-benefit analysis, and
monitoring and evaluation (M&E) methods and models;
(k) Prepare annual and other reports on the conditions, progress, and problems of transport
planning and traffic management in the City for presentation to the Mayor, the SP, and
the public media;
(l) Develop more effective techniques of presenting and communicating plans, programs,
and regulations to promote public understanding of the city government’s efforts and
compliance with its guidance in the transport/traffic sector.
Annex C-3
Section 7. ORGANIZATIONAL STRUCTURE OF THE TPTMU – The TPTMU shall consist of
the following sub-units (See chart appended to this Ordinance).
(a) Office of the Director, to direct, coordinate, supervise and control sub-unit activities,
And provide legal and administrative services
(b) Transport Planning
(1) Master plan for transport infrastructure and service development
(2) Programming and project planning
(3) Design of road and route networks
(4) Public transport planning (services and infrastructure)
(5) Planning studies, modelling, strategic planning
(c) Traffic Management
(1) Traffic planning and regulatory rule formulation
(2) Conduct of regulatory, compliance, and enforcement activities
(3) Design and regulation of parking and terminal facilities
(4) Response to and mitigation of road crashes and emergencies
(5) Public information, education, and communication
(d) Research and Data Management
(1) Road and related infrastructure inventories
(2) Design and execution of surveys and analyses
(3) GIS operation, map production, and related services
(4) Management of computer-based database
(5) Records management, production/ dissemination of reports
Section 8. TRICYCLE FRANCHISING AND REGULATION - Any existing tricycle franchising

and regulatory unit/s, depending on the decision of the SP and the Mayor, may be integrated with
the TPTMU or left alone but then shall coordinate their work closely with the TPTM in performing
its planning and regulatory activities.
Section 9. OFFICERS OF THE TPTMU – The TPTMU shall be headed by a qualified Director
appointed by the Mayor with the consent of the SP, on the basis of relevant education, training,
professional experience, and other qualifications suited to the requirements and functions of the
Unit and in conformity with civil service rules and regulations. The Director shall report directly
and regularly to the Mayor or to another Office or Officer that the Mayor may designate.
Section 10. STAFF OF THE TPTMU - The TPTMU shall be assisted by sub-unit officers and
personnel, whose positions, job descriptions, and compensation shall be specified and
recommended by the Human Resources Development Office, and shall be based on plantilla
positions supported by regular appropriations as the City may afford. The staff shall include:
Transport Planner Researcher

Public Transport Specialist Geographer/GIS Specialist
Traffic Engineer Economist Traffic Enforcer
Sociologist Safety & Security Specialist
Computer Specialist Traffic Signals Operator
Records Specialist Financial Specialist
IEC Specialist Lawyer
Administrative Officer/Assistant
Annex C-4
The TPTMU Director shall determine and recommend to the Mayor the number of positions and
their compensation grades, deployment in the sub-units, and the candidates recruited to fill them,
according to the need of the Unit and to the financial capacity of the City government, as may be
estimated initially and from time to time by the City Treasurer.
Section 11. TERMS AND CONDITIONS OF STAFF APPOINTMENT - The members of the
TPTMU staff shall have the education, training and professional experience required for their
positions and, after probation, may earn permanent tenure by virtue of competent performance
on their jobs. They shall have the civil service eligibility conferred by passing the appropriate
examinations conducted by the Civil Service Commission and/or the Professional Regulations
Commission.
Qualified individuals may also be appointed according to personal services contracts for periods
specified by the Mayor.
The TPTMU Director or an Officer-in-Charge shall be appointed ahead of the staff, and shall
recommend the qualified candidates to the staff positions in consultation with the HRM Office
and with other officials that the Mayor may designate.
Section 12. PROGRAMS OF PLANNING AND MANAGEMENT – The TPTMU shall formulate
medium-term and annual programs of work, including projects, for transport planning and traffic
management, and shall review and update them near the end of each term or year. Such
programs and projects shall reflect the basic objectives and functions of the TPTMU, its
accomplishments for the period just past, and the priorities necessitated by the conditions of the
transport and traffic sector and mandated by the legislative-executive agenda of the City
government.
Such programs and projects shall form the main basis for the TPTMU’s annual and medium-term
budget proposals to be presented to the Mayor and the SP.
Each of the TPTMU’s sub-units shall be responsible for formulating and updating its plans,
programs, projects, and priorities. In addition, the Traffic Management section shall review and
revise its operational priorities for enforcement and EIC campaigns on a quarterly basis or as
often as necessary.
Section 13. TPTMU’S ROLE AS TRAFFIC CODE IMPLEMENTOR – The TPTMU shall serve
as the primary agency for implementing the Transport and Traffic Code [See “Outline”] and other
related ordinances and resolutions, and shall observe and report from time to time on the
implementation and results of the traffic rules and regulations implemented, analyse any
problems that the TPTMU may encounter in implementing them, and recommend measures to
the Mayor and the SP toward solving them.
Section 14. KEY PROGRAM AREAS – The TPTMU shall try its best to identify and articulate
the strategic areas of concern in the transport and traffic sector. These may include the
challenges of continuing affirmative stakeholder engagement, effectively communicating its
efforts with the City’s concerned communities, and obtaining sustained cooperation in
implementing its transport and traffic programs. The TPTMU shall devise strategies and
techniques to get the people of the City to share their leaders’ vision of accessibility, mobility, and
environmental quality in transport planning, and to secure their compliance with policies and
rules to promote safety, efficiency, convenience and comfort in traffic.
Annex C-5
Section 15. INTERAGENCY COORDINATION AND COOPERATION; TRAFFIC IMPACT
ASSESSMENT (TIA) - The TPTMU shall coordinate and work closely with the CPDO, CEO, the
SP transport committee and tricycle franchising unit, the local PNP force, and other agencies in
common areas of concern. Their cooperation may include short-term exchanges of personnel
on detail basis, as called for by a project or service. Among other areas, the TPTMU shall lead
the development and institution, by ordinance, of a Traffic Impact Assessment (TIA) system to be
implemented in cooperation with the zoning, subdivision, and building regulators of the City.
Section 16. CONSULTANTS - The TPTMU may, with the approval of the Mayor, engage the
services of qualified private consulting firms or individual expert consultants to advise and assist
the Unit in planning, designing and implementing particular projects or in monitoring and
evaluating such projects, over specified periods. Consultants may be hired also for general
transportation planning assignments.
Section 17. ORGANIZATIONAL AND CAREER DEVELOPMENT PROGRAMS – The HRM

Office and other appropriate units shall formulate and recommend organizational development
(OD) and career development (CD) programs for itself, in line with the mandate of the Local
Government Code of 1991 and according to guidelines supplied by the Civil Service
Commission. The OD program shall serve to guide the structural, functional, and staffing
refinements of the TPTMU during its formative periods. The complementary CD program shall
set the career channels, requirements, incentives and mechanisms for professional growth and
advancement of its personnel in qualification, job performance, and promotion, and the future
paths that they may pursue within the City government and beyond.
Section 18. EXTERNAL ASSISTANCE – The TPTMU may, as project proposals require and
financial circumstances of the City justify, recommend funding from bilateral or multilateral aid
agencies as well as from local fiscal and financial resources such as taxes and loans. Any
long-term loans, foreign or domestic, should be viewed in terms of their burden on future
generations, which must be exceeded by the long-term benefits expected from the project to be
funded from them.
Section 19. TRANSITORY PROVISIONS –
Section 20. INCONSISTENCY OF EXISTING ORDINANCES OR PROVISIONS –
Section 21. EFFECTIVITY
Approval by the Sangguniang Panlunsod ______________ By the Mayor

______________________
Annex C-6
Annex D: Organizational Concept for a TPTM Unit
ORGANIZATIONAL CONCEPT FOR A TRANSPORT PLANNING & TRAFFIC MANAGEMENT (TPTM) UNIT1
MAYOR SANGGUNIANG
PANGLUNGSOD
City Administrator Regulatory

Board
Vice Mayor
CEO CPDO
Transportation Tricycle
Regulatory Unit TPTM Unit Franchising Unit
Transport Planning Traffic Management Research & Data

Management
• Transport master plan
• Traffic rule formation
• Program and project • Road inventories
planning • Regulation & enforcement
• Parking & terminals • Surveys & analyses
• Network design • GIS, mapping
• Public transport planning • Road emergencies
• Public education (IEC) • Database management
• Planning studies, modeling • Records & reports
NOTE: The size and location of the TPTM Unit and its relations with other Offices or units are not prescribed above. Cities may opt for an incremental though scheduled process of keeping their
CPTs, next building up existing TM units, and finally adopting a full TPTM package like that shown above. Its size, location, and relationships may be decided at each stage. A TRU (Tricycle
Regulation Unit) that may exist separately from the SP’s TFU may be integrated early on in the TPTM Unit.
1 This is a template that the city government may adopt with modifications or inputs that it would like to make or add to suit its particular needs or preferences or to incorporate provisions
in its existing ordinances or traffic code.
Annex D-1
Annex E: Outline of Model Transport and Traffic Code
OUTLINE OF MODEL TRANSPORT AND TRAFFIC CODE1
EXPLANATORY NOTE (Report on the codification process and the reviews, studies,
consultations, and hearings undertaken)
PREAMBLE (“Whereases”) (The rationale, problems addressed, and legal, empirical, and policy
premises and objectives of the Code)
1. TITLE of the Code Ordinance
2. AUTHORITY
- The City Charter, Local Government Code of 1991, and NGA guidelines as sources
- The SP’s legislative power to provide for transport planning and traffic management,
particularly to issue tricycle franchises
- The Mayor’s share of legislation, and executive power over transport and traffic,
including regulation of tricycle operation
- The [proposed] ordinance creating the Transport Planning and Traffic Management
Unit to be the primary agency for the sector’s planning, regulation, and enforcement
3. GENERAL PROVISIONS
a) BASIC POLICIES
- Primacy of public interest over sectional interests, public transport services over
private vehicles, pedestrians over motorists at crossings
- Evidence-based and participatory planning, policies, and regulations; advanced
transport models, technologies, Traffic Impact Assessment (TIA), enforcement
approaches
- Simplified traffic rules and guidelines, clear traffic signs and signals, thus more
easily grasped and complied with by all concerned, including traffic enforcers(See
Annexes)
- Compliance and deterrence approaches - EIC and priority for helping subjects
comply with traffic rules and facilitating traffic flows rather than catching violators
b) PREPARING TO DRIVE A MOTOR VEHICLE

- Basic requirements: MV registration, driver’s license, franchise for PUVs
- Checking for roadworthiness, safety gear
- Maintenance and repair of motor vehicles
- Authority of enforcers to inspect motor vehicles
- Minimum necessary equipment and supplies required
- Liability for lack of or defective equipment, engine, or structure
- Driving without a headlight at night prohibited
- Weight, size, and load of vehicle
- No overloading with passengers or freight
to suit its particular needs or preferences or to incorporate provisions in its existing ordinances or traffic code.
Annex E-1
c) DRIVING A MOTOR VEHICLE IN TRAFFIC
- Starting from a parked position
- Entering a street or highway
- Speed limits
- Turning, turning signals
- Stopping, standing, parking
- Overtaking, passing another vehicle
- Reckless, careless driving unlawful/prohibited
- DUI of alcohol, drugs, prohibited substances prohibited
- Avoiding congestion at loading/unloading bays
- Authority of enforcers to stop, arrest suspected violators
- Road crashes, accidents – what to do
d) USES OF ROADS AND STREETS

- Authority to operate traffic controls
- Traffic signs and light signals
- Emergency vehicles’ priority
- Pedestrian walkways, overpasses
- Intersections and u-turns
- Median barriers, controls
- One-way streets
- Stops, loading/unloading, waiting sheds
- On-street and off-street parking
- Carports and garages required
- No-parking, tow-away zones
- Park-and-ride terminals
e) PUBLIC TRANSPORT MODES AND SERVICES

- Valid franchise, MV registration, driver’s and conductor’s licenses
- (c/o LTFRB, LTO for buses, jeepneys, taxis)
- SP franchise for tricycles, trisikads, and other such vehiicles
- Mayor’s permit to operate, TRU oversight, regulation
- “Color-coding” for routes, areas of operation, day/ time schedules
- Estimation of total PUV numbers to be permitted to operate
- RMC-type determination of optimum number of PUV units and
- routes or areas of operation
- Fare determination considering commuters’ ability to pay, PUV
- Driver living wage, operator’s viability, and primacy of public interest among
criteria
- Rates of fines and penalties for regulatory purpose, not revenue-generation
- Terminals, public and/or private
- Loading/unloading zones
- Waiting sheds and queuing schemes for commuters
- Possibility/feasibility of new mass-transit modes
f) SPECIAL MODES OF PUBLIC AND INDIVIDUAL TRANSPORT

- Trisikads, habal-habal, animal-drawn vehicles used as PUV
- Regulating the fabrication of sidecars
Annex E-2
- Regulating MC driving – designated lanes
- Monitoring of numbers, sale and prices of MCs and sidecars
- Bicycles and other non-motorized modes
- Developing bicycle lanes and networks
- Encouraging walking, sidewalk conditions, walkability, pedestrianization
- Possibility of watercraft, e-trike, NMT to reduce pollution
g) PRIORITY FOR PEDESTRIANS AND PUBLIC TRANSPORT PASSENGERS

- Explicit policy giving priority to pedestrians on pedestrian
- lanes, overpasses, and on sidewalks
- Ditto for PUV passengers whose ability to pay, convenience
- and comfort shall be paramount considerations in upgrading
- PUV level of service and fare determination
- Provision of adequate pedestrian lanes and traffic signals
- Ditto for waiting sheds at loading/unloading zones
- Institution of queuing rules for commuters and PUVs to minimize crowding
- Institute security and safety measures on PUVs and on the street
- Discipline discourteous and abusive motorists, PUV drivers, conductors,
- and other road users
CODE ANNEXES: MAPS SHOWING ONE-WAY STREETS, PARKING AND NO-PARKING

AREAS, PUV, STOPS, COLOR-CODED AREAS OF PUV OPERATION,
ETC.
Annex E-3
Annex F: Draft Model Ordinance for City Adoption of the TTMP Plans, Projects and
Policies
Draft Model Ordinance for City Adoption of the TTMP Plans, Projects and Policies1
CITY GOVERNMENT OF ________
WHEREAS, the Local Government Code of 1991 (LGC) devolved certain powers, functions, and
responsibilities to local government units (LGUs), including the preparation and implementation of
comprehensive development and land use plans, the franchising and regulation of tricycles, and
the exercise of other powers pertaining to local land transportation and traffic management;
WHEREAS, the City Government of ____ was selected as one of five pilot cities and 11 observer
cities of the Transport and Traffic Management Project (TTMP) undertaken by the League of
Philippine Cities (LCP) with the financial assistance of the international City Alliance and under
the technical supervision of the World Bank;
WHEREAS, the TTMP aimed to build up the pilot cities’ capabilities to prepare and undertake
effective and sustainable transport and traffic management plans, projects, and policies with the
end in view of making the more livable and inspiring similar efforts in other Philippine cities;
WHEREAS, in pursuance of these objectives, the TTMP conducted a series of stakeholder

consultations, personnel training, transportation and traffic surveys, institutional assessments,
plan preparation, and demonstration projects, under the technical guidance of consulting firm
ALMEC and its Project Team and in collaboration with the officials and Counterpart Project
Teams (CPTs) in the pilot cities;
WHEREAS, after carefully examining and deliberating on the TTMP package of transport and
traffic management plans, projects, and policies designed specifically for our City and duly
recommended by our Mayor (APPENDIX 1), the Sangguniang Panlunsod has concluded that it
would indeed improve accessibility and mobility and redound to a much more livable habitation
and better environment in ____________;
WHEREAS, our TTMP would especially be effective and sustainable if other complementary
measures arising from the overall Project -- such as the proposed revision or adoption of a Traffic
Code and the (draft) Ordinance to continue or replace the CPT -- are also adopted, and the TTMP
is periodically reviewed and refined so that would be or remain better informed about changing
conditions in our City and useful innovations abroad;
WHEREAS, in order to give the City’s TTMP legal force, institutional continuity, and substantive
integrity, it is necessary and desirable to enact this Ordinance to authorize its adoption and
facilitate its implementation as a whole and as individual TTMP components;
NOW, THEREFORE, BE IT ENACTED, AS IT IS HEREBY ENACTED,
ORDINANCE NO. _________, ADOPTING THE TTMP FOR OUR CITY,

AUTHORIZING ITS IMPLEMENTATION BY THE CITY AUTHORITIES, AND
ENJOINING COMPLIANCE WITH ITS PROVISIONS
to suit its particular needs or preferences or to incorporate provisions in its existing ordinances or traffic code.
Annex F-1
SECTION 1. This Ordinance shall be known as the Transport and Traffic Management Plan
(TTMP) of the City of ________ and shall be referred to by that short name below unless
otherwise specified.
SECTION 2. Statement of Policy. It shall be the policy of our City to adopt and faithfully
implement its TTMP in order to improve accessibility and mobility, induce a desirable pattern of
urban growth in line with its CDP and CLUP, and result in a more livable city. Public policy shall
give priority to transport modes that are safe, comfortable, affordable, and equitable, and to traffic
patterns that are safe, convenient, and efficient, for passengers, pedestrians, motorists, and other
residents and visitors. Transport and traffic authorities shall give as much attention to demand
management as to infrastructure development strategies.
SECTION 3. The TTMP as presented in APPENDIX 1 is hereby adopted and authorized for
implementation by the appropriate planning, regulatory, and implementing agencies, as
coordinated by the TTMP Counterpart Project Team (CPT) or as may have been defined by
Ordinance ____creating a replacement for the CPT to lead the efforts to sustain the TTMP and
related transport and traffic initiatives.
SECTION 4. The appropriate authorities shall endeavor to maintain the integrity of the approved
TTMP. Provided, however, that they may propose to modify or alter certain parts or provisions of
it if they find justifiable reasons to so due to changing circumstances, new or better information
coming to light or needed, and/or a shift in the demand or needs of constituents. Provided,
further, that proposed changes shall be justified with specific reference to the parts of the TTMP
being modified, for approval by or information of the Sangguniang Panlunsod (SP). The SP may
determine and set the thresholds for delegating minor changes to the Executive branch in the
interests of expediency.
SECTION 5. The implementation and amendment of the City’s TTMP shall comply with other
complementary rules and regulations that may be or may have already been adopted by the City,
such as the Traffic Impact Assessment (TIA) regulations recommended by the overall LCP TTMP.
SECTION 6. The City shall institute and maintain a system for monitoring and evaluating (M&E)
the progress and impact of the TTMP as its components are implemented or completed. The
appropriate agencies shall recommend the frequency of impact evaluation, while progress
monitoring may be done more frequently.
SECTION 7. TTMP project progress monitoring and reporting may be internally undertaken,
while more comprehensive impact evaluation of longer-term plans and policies may be
commissioned to outside qualified parties to ensure objectivity and impartiality of the results,
which shall be reported to the City authorities and the public.
SECTION 8. The City shall also faithfully observe national laws, rules, and regulations
governing public procurement, utilization, accounting, and other processes designed to guard
against red tape, graft and corruption and promote transparency, honesty, and accountability;
SECTION 9. The TTMP plans, projects, and policies shall be financed from the General Fund or
appropriate Special Funds of the City and from local loans and external grants and aids. Each
set of TTMP proposals, including its budget, shall be presented to the Mayor for approval and
endorsement to the SP and shall be justified by specific provisions for infrastructure, personal
Annex F-2
services, and MOOE as needed. Adequate provisions shall be made for long-term maintenance,
repair, and rehabilitation as well as capital improvements and operating management.
SECTION 10. The City agencies in charge of various aspects of the TTMP shall report the
progress, problems, and solutions that they have experienced and the resources they have used
as part of their annual report or special reports, for submission to the Mayor, the SP, and the
public, and to be used as basis for justifying their subsequent budget proposals.
SECTION 11. Existing ordinances, resolutions, rules, and regulations or parts thereof that are
contrary to or inconsistent with the provisions of this Ordinance and the TTMP are deemed
voided, without the other parts being nullified. Violations, including refusal to implement or
obstruction of duly approved TTMP activities or regulations, shall be liable for penalties and fines
to be defined by the SP in later legislation.
APPROVED:
Vice Mayor as SP Presiding Officer:
SP Secretary:
Date Approved:
Mayor’s Approval:
Date:
Annex F-3

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Traffic and Transport Management

for Philippine CDS Cities Project

Transport and Traffic Management Plan

TRANSPORT AND TRAFFIC MANAGEMENT PLAN

Figure 1.1 Plan Formulation Framework ...................................................................................1-4

BLGF Bureau of Local Government Finance

2 Iloilo City Background

3 Current Transport and Traffic Situation

4 Transport and Traffic Strategy

5 Proposed Projects and Implementation Program

Table ES.1: Proposed Projects

6 Potential Social and Environmental Impacts

22. Soil contamination √

7 Monitoring and Evaluation

8 Potential Funding Sources

9 Key Institutional Issues

Program Activity Objective / Rationale

10 Conclusion and Recommendations

1.1 Project Background

1.2 Project Objectives

1.3 Environmentally Sustainable Transport Planning Principles

The National Environmentally Sustainable Transport Strategy of the Philippines was

1.4 Plan Formulation Framework

Figure 1.1: Plan Formulation Framework

Current demand and

Stakeholder consultation Vision and Strategy Sustainable transport

Monitoring and evaluation

Source: TTM Project Team

2 ILOILO CITY BACKGROUND

Average Annual Growth

Figure 2.1: Location Map of Iloilo Province and Iloilo City

2.4 Financial Profile

Local Source External Source

Source: TTM Project Team

Average Amount (PHP million) Average Percent Share

General Public Services Economic Services Others

Source: TTM Project Team

Table 2.5: Breakdown of Total Expenditures of Iloilo City, 2009–2012

3) Net Operating Income (Loss)

4) Non-Current Expenditures and Budget for Traffic Management

Income Expenditures Surplus

Source: TTM Project Team

3 CURRENT TRANSPORT AND TRAFFIC SITUATION

3.1 Road Infrastructure

Based on Iloilo City’s Socio-Economic Profile of 2010 and

Figure 3.2: Road Network in Iloilo City by Administrative Classification

Source: TTM Project Team

Figure 3.3: Road Network in Iloilo City by Surface Type

Source: TTM Project Team

Source: TTM Project Team

(iii) on-street parking;

Figure 3.4: Road Network in Iloilo City by Number of Lanes

Source: TTM Project Team

Table 3.2: Road Condition/Inventory Form, Iloilo City

In front of Iloilo Illegal

Cor. Name Obstruction

Gen. Luna (crossing)

Gen. Luna Asphalt, Turn going

Gen. Luna Loading /

MH Del Pilar Illegal

Intersection of Right turn

Iznart street Loading/

Cor. Iznart and On-street