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Marikina City Profile

Marikina is located along the eastern border of Metro Manila, it is bordered on the west by Quezon City, to the south by Pasig City and Cainta, Rizal, to the north by San Mateo, Rizal and to the east by Antipolo City, the capital of Rizal province. It is approximately 21 kilometers away from Manila and lies within 14°38′24″N 121°5′50″E.

Marikina lies on so-called the Marikina Valley which extends to the south towards Pasig City and Cainta, Rizal.  Sierra Madre mountains lies to the east and Quezon City hills to the west. Marikina River runs through the mid-west portion of the city, with its tributary including Nangka River. Nangka River runs through the north slicing between Marikina and San Mateo, while the small waterway called Sapang Baho Creek slicing the southeast between Marikina and Cainta and Antipolo City. It is also threatened by flash floods usually along the riverbanks and creekside during heavy rains.

The Boundaries of Marikina, from north it occupies most of the south bank of Nangka River. The east slices at the foot end of Sierra Madre mountains ofAntipolo and sliced by the streets of Montserrat Hill, Bonanza and Starlite in Barangay Concepcion Dos. The southeast slices by Sapang Baho River occupies the north-west bank. The south portion sliced by Marcos Highway and occupies most of the north side of the highway and extends to the west until it occupies the MRT-2 Santolan Station depot until it reaches the Marikina River.

The east occupies the southernmost of Quezon City hills which lies Barangay Industrial Valley and sliced by C5 Road occupies the west side until it reaches Ateneo de Manila University campus. The east part of the campus covers the city extends up to the north and sliced by several roads of Loyola Grand Villas which covers the east part of the village until it reaches Marikina River and its tributary Nangka River to the north.

Marikina has its total Land area of approximately 21.5 square kilometers (km²) or 2,150 hectares (ha). This represents about 3.42% of the total land area of Metro Manila. At present, the city is composed of 16 barangays. Barangay Fortune, Concepcion Dos and Marikina Heights are among the largest barangays in terms of land area.

Marikina economy once upon a time, was tagged as shoe capital of the Philippines.  Marikina was the biggest manufacturer of quality shoes, and Marikina produced almost 70% of the shoe production in the Philippines. Marikina also the Philippines’ largest exporter of leather shoes throughout the world.

Most of locally produced shoes are made in Marikina, it produced shoes which is made of rubber, wood (bakya) and plastic as well as sandals, slippers and other footwear.

Hundreds of footwear establishments are located across the city and generates thousands of jobs that remained the shoe and leather industry still the top livelihood in the city. By the entry of Globalization in year 2000, the Marikina shoe industry was affected by competition mostly by Chinese manufacturers.

The Marikina City population

City has a land area of 21.5 square kilometer (, representing about 3.44% of the tatal land area of Metro Manila. A lush valley bounded by mountain ranges and sliced by a river, is one of the seventeen (17) cities and municipalities comprising Metro Manila area. It lies within 14º 35’ latitude and 14º 41’ longitude, approximately 16 kilometers away from the City of Manila passing through Quezon City. On the east, Marikina is bounded by the Sierra Madre Mountains, on the west by the hills of Quezon City, on the north by the town of San Mateo and Antipolo City and on the south by the town of Cainta and the City of Pasig.

Ang Marikina ay binubuo ng Dalawang (2) distrito na may 16 na Barangay. Ang Distrito Uno ay binubuo ng mga sumusunod na Barangay District 1 are compost of the following Barangay; 1. Sto. Nino, 2. Malanday, 3. Barangka, 4. San Roque, 5. Jesus Dela Pena, 6. Tanong, 7. Kalumpang, 8. Industrial Valley Complex, 9. Sta. Elena. And District 2 compost of 1. Concepcion Uno, 2. Tumana, 3. Concepcion Dos, 4. Marikina Heights, 5. Nangka, 6. Parang, 7. Fortune. Marikina City has a total popolation of 424,150 as of May 1, 2012 according to NSCB. Marikina City Income Sa taong 2013 ang kabuuan kinita ay umabot ng P1.743 billion in 2013. Na kumakatawan sa 93 porsyento mula sa lahat ng opisinang pinagkakakitaan ng pamahalaang lunsod ng Marikina. Ilan sa mga pangunahin pinagkunan ng mga koleksyon ang ang mga sumusunod; PMFTC Inc., Manila Electric Company, JT International (Philippines) Inc., Arms Corporation of the Philippines, Fortune Tobacco Corporation, DELFI Marketing, Inc., SM Marikina Department Store, SM Supermaket, Manila Water Co. Inc., DELFI Foods, Inc,. Ayon sa tala ng City Business Permits and Licensing Office (BPLO), may 2,313 mga bagong negosyo na nagparehistro at 13,201 na dating negosyo na nagrehistro.


Disaster CARE

How the project come into being? August 2012 habagat strike that was the result of having a flooding in Marikina City.

During disaster c2g2 is a bystander, onlookers in the sufferings of Marikina people, even after the disaster on its recovery period still c2g2 is bystander.

Instead of supporting and doing something that could help to elevate the suffering of the people c2g2 was vigilance in the conduct of LGU response and rehabilitation of the affected communities and affected people.

On a Board of Directors meeting, discussed about the disaster happens. C2G2 acknowledge that should have something to do during the disaster. Helping the people is not only in terms of being vigilant in the LGU. When there is a disaster the organization should have its owned plan to support and assist in time of calamities and sufferings of the people.

For that reason, c2g2 Board of Directors decided to formulate disaster project.

The board decided and introduce a project called Community Advance Response in Calamities (Disaster CARE).

go to Disaster CARE Site


Many residents from Marikina City, particularly those who live beside the river and creeks, are still traumatized.

Marikina was among the cities in the national capital region that was hardest hit by Ondoy. Most of its 70 casualties drowned. The cost of damage in infrastructure and agriculture reached more than 27 million pesos.

A 200-hectare area, the country’s “Shoe Capital” lies in a valley with a river running across it. It has a population of about 500,000.

During the two disasters, 70 percent of the city was flooded, with 30 percent under 20 feet of water, 20 percent under 10 feet of water, and 10 percent under five feet of water, said the vice-mayor.

SOME 70,000 houses and 2,000 buildings were damaged or destroyed, as were 20,000 vehicles.

For a time, the flood also rendered 21 public schools and 11 of 16 health facilities unusable. About P2 billion worth of property was damaged or destroyed.–how-marikina-recovered-from-ondoy-and-habagat

Of the more or less 500 people killed by Ondoy, 68 were from Marikina, a city of 16 barangays.

Of the more or less 500 people killed by Ondoy, 68 were from Marikina, a city of 16 barangays.

Ondoy poured a record amount of rainfall over Metro Manila and other parts of Luzon, affecting 4.8 million people and leaving P11 billion worth of crops and infrastructure damaged in its wake.

Meanwhile, a year ago, in early August, water level at the Marikina River peaked at 20.6 meters due to torrential monsoon rains, way above the critical level, forcing local officials to sound the fifth alarm — the highest — as soon as the water level breached the 19-meter mark.

The monsoon rains of 2012 soaked Metro Manila and surrounding provinces and drove almost 50,000 Marikeños out of their homes and into 22 public schools-turned-evacuations centers, as well as gymnasiums and churches. There were no recorded deaths.


62 dead, 2.4 million affected by habagat rains, floods

Almost 2.5 million people in 149 towns and 31 cities in 16 provinces,  more than 384,000 have evacuated

Central Luzon is the hardest-hit area, with floods affecting at least 1,545,380 people.

In metro manila Around 343,193 people were affected.

The national government has yet to release estimates on the damage caused by the massive floods, but the DSWD said P45.3 million worth of relief assistance have been given by the national and local governments, and non-government organizations for flood victims.

Worst floods since the 1970s

The flooding that submerged 80 percent of Manila early in the week has largely subsided, allowing people to return to their homes, but vital rice-growing areas to the north remained under water as more rain fell there.

“We need something to eat. I haven’t gone to work or been paid for a week,” said Rogelio Soco, a construction worker and father-of-three in the small farming town of Apalit, about 60 kilometres (40 miles) from Manila.

The Southeast Asian archipelago endures about 20 major storms or typhoons each rainy season, many of which are deadly.

The Principles of Good Governance

Fair Conduct of Elections, Representation and Participation

  • Local elections are conducted freely and fairly, according to international standards and national legislation, and without any fraud.
  • Citizens are at the centre of public activity and they are involved in clearly defined ways in public life at local level.
  • All men and women can have a voice in decision-making, either directly or through legitimate intermediate bodies that represent their interests. Such broad participation is built on the freedoms of expression, assembly and association.
  • All voices, including those of the less privileged and most vulnerable, are heard and taken into account in decision-making, including over the allocation of resources.
  • There is always an honest attempt to mediate between various legitimate interests and to reach a broad consensus on what is in the best interest of the whole community and on how this can be achieved.
  • Decisions are taken according to the will of the many, while the rights and legitimate interests of the few are respected.


  • Objectives, rules, structures, and procedures are adapted to the legitimate expectations and needs of citizens.
  • Public services are delivered, and requests and complaints are responded to within a reasonable timeframe.

Efficiency and Effectiveness

  • Results meet the agreed objectives.
  • Best possible use is made of the resources available.
  • Performance management systems make it possible to evaluate and enhance the efficiency and effectiveness of services.
  • Audits are carried out at regular intervals to assess and improve performance.

 Openness and Transparency

  • Decisions are taken and enforced in accordance with rules and regulations.
  • There is public access to all information which is not classified for well-specified reasons as provided for by law (such as the protection of privacy or ensuring the fairness of procurement procedures).
  • Information on decisions, implementation of policies and results is made available to the public in such a way as to enable it to effectively follow and contribute to the work of the local authority.

 Rule of Law

  • The local authorities abide by the law and judicial decisions.
  • Rules and regulations are adopted in accordance with procedures provided for by law and are enforced impartially.

Ethical Conduct

  • The public good is placed before individual interests.
  • There are effective measures to prevent and combat all forms of corruption.
  • Conflicts of interest are declared in a timely manner and persons involved must abstain from taking part in relevant decisions.

 Competence and Capacity

  • The professional skills of those who deliver governance are continuously maintained and strengthened in order to improve their output and impact.
  • Public officials are motivated to continuously improve their performance.
  • Practical methods and procedures are created and used in order to transform skills into capacity and to produce better results.

 Innovation and Openness to Change

  • New and efficient solutions to problems are sought and advantage is taken of modern methods of service provision.
  • There is readiness to pilot and experiment new programmes and to learn from the experience of others.
  • A climate favourable to change is created in the interest of achieving better results.

 Sustainability and Long-term Orientation

  • The needs of future generations are taken into account in current policies.
  • The sustainability of the community is constantly taken into account. Decisions strive to internalise all costs and not to transfer problems and tensions, be they environmental, structural, financial, economic or social, to future generations.
  • There is a broad and long-term perspective on the future of the local community along with a sense of what is needed for such development.
  • There is an understanding of the historical, cultural and social complexities in which this perspective is grounded.

 Sound Financial Management

  • Charges do not exceed the cost of services provided and do not reduce demand excessively, particularly in the case of important public services.
  • Prudence is observed in financial management, including in the contracting and use of loans, in the estimation of resources, revenues and reserves, and in the use of exceptional revenue.
  • Multi-annual budget plans are prepared, with consultation of the public.
  • Risks are properly estimated and managed, including by the publication of consolidated accounts and, in the case of public-private partnerships, by sharing the risks realistically.
  • The local authority takes part in arrangements for inter-municipal solidarity, fair sharing of burdens and benefits and reduction of risks (equalisation systems, inter-municipal co-operation, mutualisation of risks…)

 Human rights, Cultural Diversity and Social Cohesion

  • Within the local authority’s sphere of influence, human rights are respected, protected and implemented, and discrimination on any grounds is combated.
  • Cultural diversity is treated as an asset, and continuous efforts are made to ensure that all have a stake in the local community, identify with it and do not feel excluded.
  • Social cohesion and the integration of disadvantaged areas are promoted.
  • Access to essential services is preserved, in particular for the most disadvantaged sections of the population.


  • All decision-makers, collective and individual, take responsibility for their decisions.
  • Decisions are reported on, explained and can be sanctioned.
  • There are effective remedies against maladministration and against actions of local authorities which infringe civil rights.