Central Luzon Tourism Plan

P a g e | 1

I. Background/Rationale

The last five years saw the world economies, particularly those of advanced nations, reel

from the impacts of the global financial meltdown in the U.S. and from natural

calamities that hit many parts of the world. Many economies teetered on the brink of

collapse due to the crises, while activities were widely disrupted as an aftermath of the

disasters. On the other hand, travel and tourism sustained its growth momentum, even

picking up gas by breaching the one billion mark in 2012. The number of international

tourists grew by 4 percent, expanding to 1.035 billion from 996 million in 2011. This

growth helped cushion the impact of economic crisis in countries worldwide including

the Philippines, with the tourism industry providing the revenues and creating the jobs

that helped sustain the economy and kept it afloat.

But while the countrys visitors swelled, the numbers remain a paltry share of the

worlds total and a remote comparison of even the countries in the ASEAN. For example,

while the number of tourists in the Philippines rose to a high of 3.9 million in 2011 as

compared to only 3.5 million in 2010, inbound tourists already counted 24.7 million in

Malaysia and 19.10 million in Thailand. Nevertheless, hopes are still high that with more

creative marketing, the country will be able to attract more visitors and breach the 5-

million mark as it already hit 4.3 million in 2012.

A good number of the countrys foreign tourists are increasingly finding its way to

Central Luzon because of more air traffic at the Clark International Airport (CIA). From

about 39 flights per week in 2005, the current flight count has climbed to 224

international flights and 72 domestic flights per week. This apparently increased access

to Central Luzon, which coupled with improved road access, had visitor arrival surging

up from only 396,569(147,808 foreign tourists) in 2005to 2.06 million(354,560 foreign

tourists) in 2012.

The sense, however, is that for a region endowed with an international gateway,

tourism attractions and strategic location vis--vis Metro Manila the numbers would

have been higher than what Central Luzon currently generates. Apart from the low

reporting of accommodation establishments of their visitor count as apparent reason

for the relatively low number, the general impression is that the region needs to step up

and consolidate its efforts towards raising the quality of tourism experience in the

region to enable it to compete with the rest of the major regional destinations like

National Capital Region, Southern Tagalog, Central Visayas and Northern Mindanao.

Perceiving therefore the need and opportunity to create a more vibrant tourism

industry, the RDC initiated the creation of a special committee on tourism with the

mandate to formulate a regional master plan for the development of tourism in Central

Luzon. The Committee was formed on February 25, 2011 by virtue of RDC Resolution

P a g e | 2

No. 03-03-2011. Mayor Edgardo Pamintuan of Angeles City was named chairman of this

committee.

Coinciding with the committees creation is the completion of the NTDP, which outlines

the foci of development efforts for the promotion of tourism in the country. The plan

provides for the strategic direction appropriate for each region or tourism development

cluster, and as such is meant to serve as a guide for the local governments in the region

in preparing their respective local tourism development plans.

With the NTDP already providing the framework and development direction, the SCT

formulated a regional tourism action plan instead of crafting a master plan. The RTAP is

intended to identify the key interventions needed to propel regional tourism growth, as

well as clarify and harmonize the roles of the various tourism stakeholders and local

tourism areas.

Essentially, with the RTAP providing the roadmap, the region aims to attract a bigger

share of the growing number of tourists. As more tourists mean more business, more

work and more income for the people of Central Luzon, the regional tourism action

plan, as formulated, shall guide actions towards enhancing tourism development and

its accompanying benefits.

P a g e | 3

II. Planning Area

a. Regional Economy

Central Luzons economy is endowed with diverse resources, from the highlands to its

coastal waters. The region has vast alluvial plains that produce an array of agricultural

products from the countrys main staple, i.e. rice, among other crops, to livestock and

aquaculture. These products make the region a major contributor to the countrys GVA in

agriculture, fishery and forestry, accounting for 10 percent.

Providing balance to agriculture are the regions

services and manufacturing sectors which now

account for the bigger share of the regional

economy. In 2011, the services sector (that

includes tourism) accounted for about 41 percent

of the regions economy, the industry sector for 42

percent and agriculture for 17 percent (Figure 1).

Together, the three sectors serve as backbone of

the regions economy, and help push the region as

a vital cog in national economic growth and

development.

b. Growth Strategy

With services, industry and agriculture as main

economic drivers, Central Luzon adopted a three-

pronged spatial strategy that strongly pushes for

the promotion and development of the said

sectors. Figure 2 shows the conceptual design of

the regions growth strategy referred to as the W-

Growth Corridor Strategy. The strategy involves

the development of tourism in the western section

of the W referred to as the tourism belt; industry

in the central section or the industrial belt; and

agriculture in the eastern section or the green belt.

The strategy is based on the resource

endowments, potentials and opportunities present in the various areas of the region. The

tourism belt covering Bataan and Zambales provinces has a long coastline with fine

beaches. The central section has been identified as the industrial corridor because of the

presence of industrial estates or economic zones as well as the concentration of industrial

establishments here. On the other hand, the green belt covering portions of Bulacan and

AFF

17%

Services

40%

Industry

43%

Figure 2. W-Growth Corridor Strategy

Figure 1. W-Growth Corridor Strategy

P a g e | 4

Tarlac, Nueva Ecija and Aurora provinces has been described as such because of the

primarily agricultural nature of this section of the regions economic activities.

Nonetheless, the regional strategy also recognizes that each province may have something

unique to offer especially in tourism and, therefore, encourages the promotion and

development of such tourism potential region wide. This is to help achieve the regions

vision of becoming a favored tourist destination in the country.

III. Current Situation

a. Global Trend

Notwithstanding current global economic

challenges, international tourism

continued its way up, surpassing previous

levels and making milestones. For the

first time ever in 2012, tourist arrival

count worldwide crossed the 1-billion

mark, reaching 1.035 billion or a growth

of 4 percent from last years 983 million

tourists. Said growth is also the long-term

average according to the UNWTO for the

period 1995 to 2012 (Figure 3). For 2013,

a similar or slightly slower pace (3-4

percent) is expected taking into account

prevailing global conditions, while the

UNWTOs long-term outlook Tourism

Towards 2030 projects an average growth of 3.8 percent for the period 2010-2020. If

proven correct, this will help push international tourist level to 1.8 billion in 2030.

The advanced economies led by France, remain to capture the bigger slice of the

international tourists (53.1 percent), albeit the emerging economies performed relatively

better at 4.1 percent (as opposed to 3.6 percent for the advanced economies) according to

the UNWTO (Figure 4). The latter also reported that by region, Asia and the Pacific saw the

highest relative growth at 7 percent, while by sub-region South-East Asia and North Africa

recorded the largest increase in arrivals with 9 percent, followed by Central and Eastern

Europe with 8 percent. In terms of share, however, Europe tops the list with a 51 percent

share, followed by Asia and the Pacific (23 percent), Americas (16 percent), Africa (5

percent) and the Middle East (5 percent). (Figure 5)

Source: Worl d Touris m Organization (UNWTO)

0

200

400

600

800

1000

1200

19

95

19

96

19

97

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

(million)

Figure 3. International Tourist Arrivals

P a g e | 5

Source: UNWTO

Europe

52%

Asia and the

Pacific

22%

Americas

16%

Africa

5%

Middle East

5%

Table 1 shows that in 2011, the top ten

destinations were: France (79.5 million),

United States (62.3 million), China (57.6

million), Spain (56.7 million), Italy (46.1

million), Turkey (29.3 million), United

Kingdom (29.2 million), Germany (28.4

million), Malaysia (24.7 million), and

Mexico (23.4 million). In the Asia-Pacific

region, trailing China and Malaysia are:

Hong Kong (22.32 million), Thailand

(19.10 million), Macau (12.93 million),

Singapore (10.39 million), South Korea

(9.80 million), Indonesia (7.65 million),

India (6.29 million) and Japan (6.22

million).

b. Local Performance

In the Philippines, the trend has in general also been positive, with growth averaging 9

percent in the last ten years. Although its share of the Asia-Pacific traffic remains

comparatively minuscule, it is increasingly getting attention and recognized as one of the

worlds best destinations by travel and tourism organizations. Thus, the outlook as earlier

mentioned is promising with the DOT projecting volume of tourists to exceed the 5-million

mark in 2013. The top ten sources of tourists for the country in 2012 as shown in Figure 6

are: Korea (24.13 percent), USA (15.27 percent), Japan (9.65 percent), China (5.87 percent),

Taiwan (5.07 percent), Australia (4.47 percent), Singapore (3.47 percent), Canada (2.90

percent) and Malaysia (2.68 percent).

Source: UNWTO

0

100

200

300

400

500

600

2000 2005 2010 2011 2012

Arriv

als

(in

m

illi

on

)

Advanced Economies

Emerging Economies

Country Volume (Mn)

France 79.5

United States 62.3

China 57.6

Spain 56.7

Italy 46.1

Turkey 29.3

United Kingdom 29.2

Germany 28.4

Malaysia 24.7

Mexico 23.4

Source: UNWTO

Figure 5. International Tourist Arrival by Region Figure 4. International Tourist Arrival by Economy

Table 1. Top Ten Country Destinations, 2011

P a g e | 6

Source: DOT

19326771907226

2291352

26230842843345

309199331394223017099

3520000

3917454

4272811

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

4500000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

On the other hand, visitor arrival in Central Luzon (Figure 7) is also in the upswing, with

positive annual growth from 2001 up to 2012. In 2011, the region breached the 1-million

mark for the very first time when it recorded 1.7 million during the year [more tourists were

captured this time because of the improved recording and reporting system of visitor survey

adopted by the SBMA]. A 20-percent increase followed in 2012, bringing the figure to an all-

time high record of 2.06 million.A bigger volume is expected this year and beyond with the

coming in of more airlines: The Emirates is expected to launch flights in Clark in October

2013.

Domestic tourists share for about 70 percent of Central Luzons visitors, while foreign

tourists account for 30 percent. Major drawers are Clark (for foreign tourists) and Subic (for

domestic tourists) as illustrated in Figures 8 & 9.

Source: DOT

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

Domestic Foreign Total

Figure 7. Region III Visitor Arrival, 2001-2012 Fig. 6. Visitor Arrival to the Philippines, 2002-2012

Figure 8. Domestic Visitor Arrival,

by Province/Tourism Area, 2011

Figure 9. Foreign Visitor Arrival,

by Province/Tourism Area, 2011

P a g e | 7

c. Tourism Development Challenges

The tourism industry faces a host of challenges, such as institutional weaknesses,

underdeveloped and poor tourism products and destinations, as well as deficiencies in

marketing and promotion. Poor coordination, under-preparation, and under-investments

mark the sector reason for the country and the region in particular to underperform and

fall behind other destinations. Annex A shows a list of the issues and challenges the regions

tourism sector faces as identified in the NTDP, the SCAD Tourism Roadmap and from the

results of the Central Luzon Tourism Summit.

A comprehensive discussion of the challenges has already been made in the SCAD Tourism

Roadmap, but a brief description is also given here if only to give another forum for

recognition of these challenges as well as to provide a fresh perspective of the tourism

situation in the region.

Tourism Product Development and Marketing

Central Luzons wealth of diversity is also reflected in its tourism products or attractions,

with natural, cultural to man-made recreations dotting the regions tourism landscape.

However, it lags behind in visitor statistics compared with other regions of the country even

as the region lies geographically proximate to Metro Manila, which serves as the biggest

local source-market for tourism. If any this only reflects the lack of competitiveness or

readiness of the regions products to meet visitors expectations and needs. In this regard,

the sector needs more help in terms of developing and packaging tourist

attractions/destinations into something more competitive and sufficiently interesting as to

stimulate curiosity and visits.

As earlier mentioned the regions tourism attractions are numerous and varied, from the

West Philippine Sea to the Pacific, and across all seven provinces. Many of these attractions,

however, are underdeveloped or poorly maintained hence they do not get the desired

attention or interest. Albeit the number of visitors is growing, these largely converge in the

provinces of Zambales and Pampanga, or in particular the Subic-Clark area. As tourists go

where they naturally could gain tourism experience, the influx of tourists in the SCAD

Corridor only suggests that this destination has more to offer than the other

areas/provinces. Still the general observation is that the region has little to offer in terms of

experience, with the attractions, although numerous, not connected or organized into

interesting packages. A big factor to this is the fragmented nature of tourism planning and

development, with the latter being a responsibility of local governments. This being the

case, there is little of joint or collaborative action that is done to make tourism promotion

and development more efficient and produce more impact.

The responsibility of the LGUs in the formulation, implementation and monitoring of their

own local tourism development plans is reflected in the National Tourism Act of 2009 under

Rule VIII (Shared Responsibilities of National and Local Governments) where it states that

LGUs shall prepare, adopt, implement and monitor their local tourism development plans,

P a g e | 8

enforce standards for tourism enterprises and collect statistical data for tourism purposes.

The same Act likewise emphasizes the need for DOT and DILG to integrate all local tourism

development plans by LGUs in the formulation and annual updating of the national tourism

development plan.

Marketing is also not given enough push because of limited resources, lack of organized

tourism packages and poor coordination among tourism industry players. There is little also

of market research to generate the information needed for sound tourism product planning

and development. At best such information or task is left to the central agency or individual

industry player to generate or undertake. As provided for in the same Act, LGUs shall

implement a system for the collection and reporting of tourism statistics (including global

tourism market trends), status of tourism plans and programs, as well as inventory of

tourism resources in their area of responsibility for submission to the Department of

Tourism.

Access

Travel between points outside of the Subic-Clark Corridor is hampered by traffic; inefficient,

inadequate and uncoordinated transport system; and the lack of directional signage and

visitor information centers from which tourists could get assistance or information. Within

Subic and Clark, tourists are faced by the lack of regular public transport system and high

transport fares. Regular public transport is unavailable in strategic areas such as the airport

terminal where passengers are bound to seek low-fare transport service en route to the

main gate of Clark. In the absence of this, passengers are left at the mercy of overcharging

taxi drivers or car rental companies.

On the other hand, access to major tourist destinations or tourist centers in the region has

been a major concern of the department and for this reason has put in place the so-called

DOT-DPWH convergence program where roads leading to destinations have been identified

and accorded funding by DPWH.

Governance and Human Resource Development

The challenge in this concern is in gathering and harmonizing the individual actions of

industry players, so that the impact of such actions is felt and equitably enjoyed by all

players in the region. The DOT is doing its best to bring together the industrys key players

to pave the way for concerted action. Such effort, however, remains to be translated to

tangible actions in terms of delivering the necessary quality and quantity of products and

services that tourists look for.

Concerns needing attention include improving systems and policies for facilitating tourism

investment, and developing capacities for tourism planning and for delivering quality

services. For this purpose, the Department of Trade and Industry Region III may well be

the support system to promote investment in tourism under its trade and investment

promotions group while the Department of Tourism, in coordination with TESDA and

private tourism-related institutions/schools, may well handle the capacity building program

P a g e | 9

for tourism planning, delivery of quality service and conduct of human resource

development among workers in tourism-related establishments and services.

In summary, lifting the status of the region in the tourism market necessarily requires

more than putting in the necessary resources to build the attractions, but also establishing

and piecing together the institutions and systems essential for the efficient development,

promotion and management of tourism.

P a g e | 10

IV. The Region in the Context of the National Tourism

Development Plan

The national government through the DOT recently completed the preparation of the National

Tourism Development Plan 2011 2016. The plan outlines how the country shall build its

competitive strength as a tourist destination and realize its vision of becoming a must

experience destination in Asia. The plan takes on a spatial strategy which involves the

development of tourism cluster destinations the identification of which was based mainly on

the presence of access infrastructure or gateways and the areas tourism potential.

Because of its airport, sea port and excellent road network, Central Luzon has been identified in

the NTDP as one of the priority cluster destinations. The plan is to build on the regions strength

in the areas of: entertainment/amusement, sports, beach resort, events, MICE, ecotourism,

wellness, medical and retirement tourism.

A profile of the region, which describes the regions tourism development potential,

opportunities and needs, is here shown in Table 2. It would be on this basis that the regional

tourism action plan is formulated.

Table 2. Strategic Cluster Destination Profile

Name of Cluster NP-6 Central Luzon Cluster

Location &

Composition

The Cluster comprises seven Tourism Development Areas, namely: NP-6A Subic-Clark-Tarlac

Corridor, NP-6B Nueva Ecija, NP-6C Pampanga, NP-6D Bulacan, NP-6E Zambales, NP-6F Bataan

Coast and Hinterland, and NP-6G Aurora.

Main Tourism

Resources / Assets

Coastal beaches and coves, protected forested mountain landscapes and ecotourism resources,

rich cultural heritagehistoric sites and buildings, customs, tradition, cuisine and festivals of its

peoples, and its leisure, entertainment, sport and meetings facilities.

Access Direct international air services to Clark and Subic and by road (mostly expressway) from Metro

Manila, as well as from Northern Luzon.

Tourist

Accommodation

Facilities

2,089 hotel rooms in DOT-accredited facilities located mainly in urban centers operating at

+65% room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not

accredited.

Tourism Metrics 533,847 arrivals in tourist accommodation in 2008 of which 165,322 were international and

368,525 were domestic arrivals. 2000 to 2008 CAGR was 10.65%. The Subic-Clark-Tarlac

Corridor accounted for around 60% of total arrivals.

Development Potential

Internal Strengths Internal Weaknesses

Clark and Subic international gateways

Well- developed road access to and within the

cluster

Substandard access and visitor infrastructure and services

at most tourist sites

Insufficient accommodation capacity to allow for sustained

P a g e | 11

Diversity of tourism assets

Strong private sector regional tourism

association

growth

Weak public sector coordination and tourism governance

External Opportunities External Threats

Expanding international and domestic tourism

markets

Positioning the Cluster as a major mixed use

tourism destination attracting niche to mass

international and domestic markets

Consolidate Clark as the premier international

tourism gateway to the Philippines

Uncoordinated and uncontrolled development leading to

overdevelopment, congestion, pollution and loss of natural

and cultural heritage value

Volcanic eruptionsMt. Pinatubo and earthquakes

Typhoons

Market Product Development Opportunities

Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-

purpose convention and exhibition facilities directed at the regional international and domestic tourist markets

supported by broad range of nature and culture sightseeing activities.

Key Products: Nature Based, Sun and Beach, Cultural Tourism

Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism

Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism

Key Development Deficiencies and Needs

Access &

Connectivity

Completion of phase 2 of terminal 1 (budget carrier terminal) and second terminal at Clark

Completion of national road improvements linking the provinces within the cluster and to

the clusters to the North

Gaining access to legacy flight carriers or markets

Tourist Site &

Attraction

Development

Improving last mile access road access and at-site visitor infrastructure and operations and

maintenance to key natural and cultural heritage tourist sites coastal, island and mountain

landscapes and protected areas

Tourist

Accommodation

Needs

Develop small, medium and large beach resorts

Develop major leisure, entertainment, sport, and convention and events facilities in Clark,

Subic and Tarlac

Develop extensive day tour sightseeing, theme attraction, adventure, and sports products.

Well-maintained facilities and services in every tourism destination (airports, parks etc.)

Forecasts Arrivals 2010 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016

Foreign: 145,767

Domestic: 446,338

Total: 592,105

Foreign: 195,342

Domestic: 598,136

Total: 793,478

Foreign: 435, 258

Domestic: 790,715

Total: 1,225,973

Note: Lifted from the NTDP

P a g e | 12

V. Action Plan

Figure 10 illustrates the framework and the general direction of action towards achieving

tourism development in the region. It shows how the Central Luzon Tourism Action Plan

(CLTAP) will take off from the development approach and strategies identified in the NTDP, and

contribute to achieving the national tourism goals and vision.

Relevant to said pursuit, the CLTAP is therefore geared towards building the regions own

tourism competitive strength, with focus on the measures or steps falling under the three

major thrusts of the NTDP: a) improving market access and connectivity; b) developing and

marketing competitive tourist destinations and products; and c) improving tourism

institutional, governance and human resource capacities.

Figure 10. Central Luzon Tourism Development Framework

P a g e | 13

Core Strategy

Development of Tourism Centers and Themes

Said activities shall build on the main strategy, which is to develop a core area in each province

as main attraction or service center, while developing Subic and Clark as the nuclei or hub for

tourism in the region, with these areas providing the gateways.The core areas shall be called

the tourism centers of the region. While the strategy does not preclude the development of

other areas or attractions in the provinces, priority attention shall be given to developing the

tourism centers as the regions major tourism showcase. The idea is to have in each province a

convergence point where visitors would have the amenities, facilities and attractions of

interests to tourists all in one place. Each tourism center would promote a different theme or

carry a unique feature that would engage tourists to a different experience as they go from one

province to another. This would allow also the province or tourism center to stand alone and

provide visitors a feeling of must experience even without seeing the other areas of the

P a g e | 14

region. As such, province would have its unique attractions and capacity to meet tourist

expectations.

Figure 11 shows an illustration of the regions basic design concept or core strategy. The

colored points or circles are the tourism centers, with the biggest circle as the gateway and

jump off point. The arrows show that from the gateway, tourists can choose to go to any of the

various tourism centers as destination.

For the themes, the provinces have chosen to develop their tourism centers around the

following concept:

Province/TDA Core Theme

Figure 11. Tourism Development Areas/Service Centers

P a g e | 15

As earlier mentioned, development of tourism centers will be pursued taking into consideration

the core potential of the provinces. The target is to develop the areas or tourism centers into

hubs of attractions in the respective provinces, by creating a physically appealing and secure

environment and by making available the amenities, facilities, services and infrastructure

needed.

The strategy will be supported by the following interventions to be carried out in the next four

(4) years, from 2013-2016. Such actions/measures shall serve as platform for LGUs and other

tourism stakeholders for development of tourism in their respective sphere of influence. Table

5shows the plan in matrix form with corresponding expected outputs or outcome.

A. Developing and Marketing Competitive Tourist Destination and Products

Product Development

Aurora Surfing and Country Get Away

Bataan Historic Place of Valor

Bulacan Arts, Cultural and Historical Center

Nueva Ecija Agri-Tourism and Nature Adventure Destination

Pampanga Culinary Hotspot

Subic-Clark Leisure, Sports, MICE Hub

Tarlac Pilgrimage and Ecotourism Site

Zambales Beach and Mountain Hideaway

P a g e | 16

Tourists travel beyond borders for leisure and fun and to experience and learn from what

other places have to offer. It is important therefore that tourist destinations are ready to

provide or meet the expectations of tourists, otherwise, anything less may diminish tourists

interests and enthusiasm and limit the opportunities for return visits or free word-of-mouth

promotion.

Earlier assessment of the regions tourist attractions describes these as needing

enhancements, not being enough and not connected. Although the region has the

advantage of access, it is not the preferential choice as statistics also indicate. Thus, the

challenge for the region is to develop its tourist attractions into something that would truly

be a must experience for tourists.

Below are the steps the region shall take towards achieving the above-said objective:

1. Organize clusters of tourism development areas.

The region shall pursue clustering of the TDAs as a strategy in the development and

promotion of tourism destinations. This is to facilitate integrated planning and

convergence of efforts of areas in the cluster --- such approaches being necessary in

coming up with tourism products capable of generating a bigger impact than that

created by individual TDA. The approach is likewise recommended to help in organizing

and promoting tour packages covering attractions from one or several TDAs. The TDAs

shall be divided into four (4) clusters (see Figure 12):

C-1: West Central Luzon Cluster consisting of Zambales, Bataan, SCADC, the Subic

Freeport and Olongapo City;

C-2: North Central Luzon Cluster with Pampanga, Angeles City, CSEZ, Tarlac and

SCADC;

C-3: South Central Luzon Cluster with Bulacan and Pampanga; and

C-4: East Central Luzon covering Nueva Ecija and Aurora

Figure 12. Central Luzon Tourism Clusters

P a g e | 17

2. Rehabilitation/redevelopment of TDAs

2.1. Formulate local and site tourism development and management plans for

enhancing the regions tourist attractions.

Each tourism development area is assigned a product theme based on the areas natural

assets and tourism potential. However, much of the existing related tourist attractions,

including facilities, in the TDAs are underdeveloped and needing enhancement. As such,

local development plans including site development and management plans shall be

prepared to lay down how the attractions and facilities in the TDAs may be enhanced to

provide tourists high quality experience.

2.2. Site improvement

P a g e | 18

In enhancing the tourist destinations, attention shall be given to increasing the activities

that tourists can engage in including the following:

Developing unique features, such as architecture, customs and traditions;

Enhancing the aesthetic character/environment or beautification;

Open space/amusement or green park development;

Development of walk paths, local art or craft shops;

Providing areas or venues for sports or outdoor recreation;

3. Develop new market-competitive destinations and products.

The clusters long-run objective is to develop new market- competitive destinations and

products, identify areas of complementation, and accordingly work towards said end.

One promising venture that may be explored is the development of Subic as one

destination in several island-hopping cruise packages, the like of Subic-Puerto Galera-

Boracay-Palawan cruise. Priority shall also be given to developing the regions strength

as identified in the NTDP: entertainment/amusement, food, sports, beach resort,

events, MICE, ecotourism, wellness, medical and retirement tourism. Developing these

attractions would be done according to the TDAs core themes, to facilitate

complementation of attractions as well as to ensure that resources are invested in areas

or activities that would have a bigger chance of being sustained. The DOT, ATOCEL and

the appropriate agencies (i.e. DENR for ecotourism; DTI and PRA for wellness, medical

and retirement tourism) shall engage themselves in identifying the attractions to be

developed and in preparing the plan for each category of attraction (i.e. ecotourism

development plan, retirement tourism development plan, beach development plan,

etc.).

For ecotourism, the sites initially identified for development are:

P a g e | 19

The potential of the region, particularly Clark and Subic, as destination or site for big

conventions shall be looked into. Currently, only small to medium-scale conventions are

being catered to by the freeports because of limited facilities. Efforts hence shall be

taken towards establishing the appropriate incentives for encouraging investment on

large-scale convention facilities.

The region shall also look into opportunities for developing integrated resorts such as

the like of Resort World in Manila, Genting Highland of Kuala Lumpur and Sentosa in

Singapore. This could be an output of the clustering approach or of individual local

government unit or private group or individual.

4. Establish Tourism Enterprise Zones and relevant incentives for encouraging tourism

investments.

Relatedly, to encourage investments in tourism (i.e. investments in new facilities,

expansion, rehabilitation or upgrading), the TDAs shall look into the establishment of

Tourism Enterprise Zones and the development of the appropriate incentives for such

endeavors. Identified zones shall be delineated or mapped and incorporated in the land

use plans of the municipalities or cities encompassing the TEZs.

5. Conduct cultural mapping and implement preservation and development of cultural and

historical heritage sites.

P a g e | 20

Another priority as emphasized in the NTDP is cultural tourism. Efforts are now underway in

various parts of the country for the mapping of these areas cultural heritage. The same

shall be pursued in the region, with the mapped sites subsequently preserved and

developed into tourist attractions for the perpetual appreciation of both local and

foreign visitors. To encourage such development, local governments shall put in place

the necessary policies and incentives.

6. Develop or improve accommodation and other service facilities

The region could benefit from more and better accommodation facilities as these were

described as relatively fewer than in other regions and of poorer quality. Hence, efforts

shall be taken towards establishing the appropriate incentives for encouraging

investments in developing or rehabilitating accommodation facilities and for

maintaining these. Programs and policies for monitoring and regulation of such facilities

shall also be put in place to ensure sustainability and continuous improvement. Priority

or focus shall be given to tourist service centers or urban core.

Marketing and Promotion

Equally essential in the promotion of tourism is effective marketing and promotion. This

entails, among others, raising awareness on tourist destinations and providing easy access

to information that would help tourists decide and plan on their travel.

To facilitate marketing and promotion of the regions tourist destinations, the following

shall be undertaken:

1. Tourism branding

The region shall engage its stakeholders in the formulation of a tourism brand for the

region. More than an advertising tool, tourism branding shapes and bestows on a

tourism destination an identity uniquely its own, the purpose of which is to build

recognition of and to elicit interest and excitement about the destination. Tourism

brands are also developed to differentiate a tourist destination from its competitors,

and to direct efforts on the relevant tourism development interventions or areas.

2. Target marketing

The region shall initially focus its marketing efforts on existing and priority destinations

or attractions, and then to gradually extend to new products. To optimize use of limited

resources, the region shall adopt target marketing as an approach, which is

implementing programs or campaigns directed at specific target markets, such as beach

P a g e | 21

buffs, culinary enthusiasts, ecotourists, sports/adventure enthusiasts. Use of multi-

media shall increasingly but judiciously utilized to generate as much interest as is widely

possible, particularly in the domestic market as the regions main source.

3. Harmonize promotional collaterals and expand use of other marketing media.

Industry stakeholders, i.e. DOT, LGUs, SBMA, CDC, private organizations, shall review

and harmonize promotional collaterals for their efficient production and greater impact.

Travel guides/ flyers/brochures shall be unified and made available in visitor information

centers. Also, the internet and other forms of social media will be used extensively for

posting information or travel guides to include important information such as transport

routes and cost.

4. Organize and encourage participation of tour operators in local tourism promotion.

Tour operators in Tarlac, Nueva Ecija, Aurora and Zambales in particular (other areas

have organized tour operators) shall be encouraged to organize and participate in

promoting destinations in their areas. Presently, tour operators are focused on the

outbound market because tourism packages from outside of the region are more

mature and ready for selling.

5. Develop day-trip and weekend tours.

In the short term period, the clusters shall work on organizing their day-trip and

weekend tours or packages. The clusters shall work closely with tour operators to

develop tour packages with a better chance of being marketed. For this attention may

be given to developing:

Nature and eco-trail

Historical and cultural trail

Culinary trail

Outdoor recreation trail

Green trail

6. Market research build-up and database management

Market research shall be intensified via public and private sector collaboration. Apart

from improving DOTs market research function, the agency shall tap into the network

of academic institutions offering tourism as a course for research support. Likewise, the

possibility of extending DOT and ATOCEL partnership to cover research shall be

examined, while the private sector (e.g. hotels and travel agencies) may be engaged to

conduct market surveys. The DOT shall work with these institutions in identifying the

needed market research and the mechanics for partnership. Ultimately, the DOT shall

P a g e | 22

serve as the repository of all data and researches done on the industry and by various

entities.

B. Improving Tourism Institutional, Governance and Human Resource

Capacities

Sustaining tourism requires that attractions are not only present in the right quantity and

quality, but the relevant support institutions, systems and manpower are robust and

adequately equipped to respond to the needs of the industry. Thus, steps to enhancing the

institutions capacities for governance of the regions tourism sector and equipping of the

regions human resources shall also be pursued. Some of the measures are described

below:

1. Pursue the development and implementation of a tourism enterprise accreditation

system.

All efforts to developing tourist attractions and luring tourists to come would be futile if

the quality of tourism enterprises and services are proven to be inferior or below

standards. The latter undermines customer satisfaction and ultimately drives away

tourists. In a recent world travel and tourism competitiveness index report, the

Philippines has been shown not only to lag behind other ASEAN countries but that its

index has fallen farther. In this connection, RA 9593 has made it a mandate of the DOT

to ensure the promotion and enforcement of tourism standards and the accreditation of

tourism enterprises, to help enhance the delivery of the countrys tourism services and

push it to a more competitive level.

Consequently, the DOT Region 3 together with Angeles City and other parties had taken

the initial steps of improving and instituting a system of accreditation in the region, with

Angeles City serving as the pilot implementing channel. An output of this collaboration is

a guidebook for tourism industry frontliners, investors and expatriates. But as the

guidebook and accreditation system are yet in their initial runs, refinement of these will

continue. Once the final form is prepared, it will then be disseminated to other LGUs or

TDAs for possible replication. To facilitate adoption by other LGUs, RDC endorsement of

the same shall be secured through the RDC Special Committee on Tourism.

Subsequently, LGUs shall institute their set of policies governing the operation and

activities of tourism enterprises, which shall include rules and regulations on compliance

to standards, monitoring, and penalties for violations.

P a g e | 23

2. Implement streamlining of business permit and licensing system and lower cost of doing

business.

The region has already made headway in the streamlining of LGU business permit and

licensing system and consequently in reducing the cost of doing business. Effort on this

continues with the DTI and the DILG collaborating to ensure a 100-percent adoption by

LGUs. As the latter is a work in progress and needs persistency of pursuit for this to

materialize, the RDC shall look into ways of encouraging LGUs to implement BPLS

streamlining and reduce permitting and licensing cost.

3. Institutionalize local tourism offices and build capacities of LGUs

The LGUs are at the forefront of actions in tourism development and promotion. While

the Tourism Act mandates the creation of local tourism offices, budgetary constraints

are preventing LGUs to create such an office. Few LGUs have people assigned to tourism

development while for some those designated are handling multiple roles and are

functioning in an ad hoc capacity. The effect is that while LGUs have identified tourism

as one of development areas, attention to this as well as efforts fall short of a holistic

and winning tourism development.

What is needed and, therefore, what will be pursued is the promotion of local

institutionalization of tourism offices or strengthening of such an office if one already

exists through equipping of the appropriate manpower as well as provision of budget

for the needed promotion and development of tourism assets. Consequently, the RDC

shall help by advocating or endorsing to the concerned LGUs the establishment of local

tourism offices and to DBM for the review of the funding possibilities for the local

tourism offices operating budget.

In conjunction with establishing an office, building capacities of LGUs to manage local

tourism affairs shall also be a priority undertaking, with DOT providing the necessary

support through trainings.

4. Establish an Investors Assistance Office (IAO)

While creation of local tourism offices responsible for coordinating and promoting

tourism development at the local level (i.e. provincial and municipal) shall be pursued,

the region shall also look into the establishment of an Investors Assistance Office at the

regional level that would connect and integrate current development and opportunities

at the local level. Specifically, the task of the IAO would be to help promote investment,

provide information that would help investors decide where to put in their investment,

and facilitate in the investment process.

P a g e | 24

The region shall initially look at existing structures, such as the NERBAC, ATOCEL, and

the SCAD, as possible mechanism or facility for tourism investment facilitation. NERBAC

and SCAD are currently into investment facilitation, but their scope of work is limited to

local businesses for NERBAC and the Subic-Clark-Tarlac corridor for SCAD. One option is

to establish areas of complementation of these two offices to create a network and

system for responding to investment facilitation needs. ATOCEL could be tapped for

support in terms of information and other forms of assistance as appropriate in the

members respective areas. Another option is the creation of an entirely new office that

would be the hub for all investment promotion and facilitation in the region on tourism.

This could take the form of an authority or commission especially dedicated to tourism

investment facilitation and promotion in the region.

5. Strengthen multi-stakeholder partnerships and industry integration

Tourism is more than a governments job. It is a pursuit that requires concerted

partnerships among the sectors stakeholders. Vital in said alliances is the private sector,

this being at the frontline of tourism activities, i.e. providing the products and services

enjoyed by tourists. Getting the sector to engage in the decision-making processes for

the promotion of tourism is not only beneficial but critical to ensuring sustainability of

tourism.

Local tourism councils have been formed in all TDAs but most are inactive. Tapping on

the wealth of public and private resources to stir tourism development shall be pursued

to help bring the region to where it wants to go. Corollary, revival and strengthening of

said councils shall be among the activities, including a look at a proposal to increase

private sector membership in the councils, as well as encouraging sub-sector integration

in the private sector. The latter is to have better coordination among sub-sector

members, encourage these to carry only one voice and to participate more actively in

the development process, to complement those in the public sector such as the

Association of Tourism Officers of Central Luzon (ATOCEL).

6. Strengthen DOTs role as facilitator and coordinator of regional tourism development

and promotion.

DOT support is especially crucial in building capacities of LGUs in planning for and

responding to the challenges to tourism development and management at the local

level. However, active and effective rendering of its role requires that it is equipped with

the necessary resources, both human and capital, or that it taps on other institutions to

help provide the necessary assistance. Relatedly, DOT shall seek to strengthen its

manpower complement and budget, and to network with other entities in providing

assistance to LGUs and other industry stakeholders. It shall also strengthen coordination

P a g e | 25

and partnership with ATOCEL, and assist the association develop its capacity for helping

promote tourism development.

7. Public and Private Resource Mobilization

As public funds are most often not enough to finance tourism promotion and

development, building on public-private sector collaboration is vital to securing the

resources for supporting the sectors pursuits. This is also to ensure that limited

government funds are invested in areas where it would most matter, such as in

infrastructure support and enhancing government services, while leaving or allowing

private sector participation in areas where these have the expertise such as in site

development and marketing. This way also the region is able to ensure that no area is

left out in the process of developing the sector.

To help augment national government resources, the local government units shall

examine and institute measures for raising local funds, such as from taxes or fees from

tourism- related activities or enterprises.

8. Develop competent and productive tourism workforce.

Tourism is a people to people enterprise. It needs good, competent workforce to deliver

the services that would meet customer satisfaction. Superb service in addition to

excellent attractions guarantees repeat visits or patronage. Hence, it shall be the

regions quest to develop the quality of human resources fitted for the industrys

requirement. This shall be done by tapping on the formal and informal institutions to

provide the necessary education and training. Consequently, a review and matching of

the needed skills and training courses shall be done through the combined effort of the

DOT, TESDA, DepEd and DOT-accredited tourism schools including state universities and

colleges. Specific attention shall be given to tour guiding which is basically lacking in the

region. The target is to train service providers including transport service operators in

tour guiding for additional value added.

9. Improve governance in the area of safety, security and in dealing with tourists

Tourist safety and security is fundamental to tourism promotion and development.

Depending on the security risk, tourists either flock to or shun going to a destination.

Hence, maintaining peace and security is a necessary condition for tourism to thrive.

While there is already a PNP tourist protection program, a boost in implementation

would go a long way into providing a secure and safe climate for tourists. Increased

visibility in tourist convergence points shall be ensured that includes installation of

P a g e | 26

tourist police assistance outposts in strategic locations and provision of the necessary

tools for police quick response. In addition, barangay orientation shall also be

undertaken to raise tourism awareness and elicit cooperation in the maintenance of

peace and order in the concerned barangays.

10. Develop and implement programs for safeguarding vulnerable groups

Tourism promotion and development should not be at the expense of vulnerable

groups, especially women, children and the indigenous groups. Hence, consideration for

these sectors protection from possible adverse impact must be taken in tourism

planning and promotion. Safeguarding of the welfare of such vulnerable groups requires

the collaboration of DOT, DSWD and other relevant parties in the conduct of social

awareness campaigns, and implementation of programs on response and enforcement

of related statutes.

11. Formulate and adopt local tourism codes

Codes are necessary guide for action or set of principles that act as limits or boundaries

to what individuals and entities can or cannot do. As service standards or guidelines for

regulating and managing actions, tourism codes therefore are formulated to ensure that

tourism development is sustainable.

Currently, only Olongapo City and Angeles City have legislated tourism codes. To ensure

that growth from tourism is inclusive and that no area in Central Luzon is left out, the

region shall hence encourage LGUs and other relevant agencies (e.g. DENR for

ecotourism) to craft their tourism code.

C. Improving Market Access and Connectivity

Infrastructure is key to mobility and access of tourists to tourism destinations. This makes it

hence an indispensable component that government must provide among other elements

in order that tourists may be encouraged to visit. Ease of access may be facilitated through

provision of paved roads and transport facilities that are convenient, safe and reasonably

priced. In ensuring this for the regions visitors, the following measures shall be pursued:

1. Study how to rationalize transport fares and organize transport services from the Clark

International Airport to points of destination to ensure reliable and reasonably cost

transport service. In the interim, the region shall work on setting the transport cost from

point to point and posting such information online or on signages in transport terminals.

P a g e | 27

This shall be realized through the collaborative effort of the relevant agencies/entities:

DOT, CIAC, LTFRB, DOTC, CDC, SBMA, transport organizations, LGUs.

2. Provide alternative transport modes other than land-based transport. The potential of

sea-based transport shall be explored especially in the western seaboard. The PPA shall

be requested to look into the possibility of reviving port operations, such as in Orion, to

provide alternative mode of transport connecting Central Luzon to Metro Manila and

other islands.

3. Identify and construct priority road infrastructure that shall connect the regions

gateways with the tourist service centers/destinations and attractions.

A number of road infrastructure projects have already been identified under the DOT-

DPWH Convergence Program (see Figure 13). Tables 3 & 4 show the list of approved

projects and proposed projects for 2012 to 2014. The DOT shall continue to work with

the LGUs and the DPWH for other road projects to be proposed for the succeeding

years.

4. Develop minor tourism infrastructure such as visitor information centers (VICs), rest

stops, and directional signage.

The above-said services are needed for ease of mobility and travel convenience. The

target is for all TDAs to have their VICs and to establish these in areas frequented by

tourists, such as in malls and major service centers.

Directional signage on the tourist spots shall also be put up along major and minor

thoroughfares including expressways. Also, signage providing direction to transport

terminals or routes shall be installed to help tourists find their way in and around the

region. Public and private resources or partnerships shall be tapped to help put up the

signages. Annex B lists the tourist spots to be indicated in the signages.

5. Ease flow of traffic

Ease of access means not only the presence of roads but also easy or manageable

traffic. Improving traffic particularly in tourist service centers and gateways shall be

pursued to make travel in and around the region more convenient for visitors and

residents alike.

P a g e | 28

Figure 13. tourism Road Infrastructure 2012/2013 Approved/Proposed TRIP

P a g e | 29

Table 3. TRIPs with Approved Allocation

Name/Location of Project Allocation (P000) Status

I. FY 2012

1. Pantabangan-Canili Bypass Road

Aurora

100,000 Phase 1: 27.19 % completed

(Target Date of Completion:

February 2014)

2. Aquino Byway Manila North Road (via

Mabalacat-Magalang Road)

Pampanga

100,000 1.5% completed (TCD: April 16,

2014); suspended due to RROW

issues

II. Proposed for FY 2013

1. Pantabangan-Canili Bypass Road

Aurora

150,000 Phase 2 : Ongoing preparation of

Program of Work (POW)

2. Sabang, Baler Road

Aurora

50,000 22.2% completed (TCD: October

2013)

3. Clark-Angeles-Magalang Road

Angeles City

100,000 Target Start: May 2013

TCD: May 2014

4. West Circumferential Road

(Friendship Highway, Angeles City

section)

100,000 Bidded out/Post Bid evaluation

ongoing

5. Aquino Byway MNR

(via San Jose MalinoAnao Road and

del Rosario-Calulut)

San Fernando City, Pampanga

150,000 Ongoing survey works for the

preparation of plans thru

outsource by BOD

6. Lourdes-Clark Airbase Road

Tarlac

100,000

Ongoing As staked survey

Target Start: May 2013

TCD: January 2014

Source: DOT-RIII and DPWH-III

Note: Status as of June 20, 2013

P a g e | 30

Table 4. TRIPs Proposed for FY 2014

Name of Project Project Cost

(P000)

Location

Bagac-Mariveles Road (Upgrading)

(access road leading to Anvaya Cove and

Bataan Technology Park)

572,000.000 Bataan

Paseo del Congreso (access road leading to

Barasaoin Church and Casa Real)

152,988.000 Bulacan

Concreting/Improvement of Duhat-

Bunducan Road, Bocaue, Bulacan(access

road leading to Ciudad de Victoria)

109,005.843 Bulacan

Concreting/Improvement of Bocaue Sta.

Maria via Taal Road Bocaue, Bulacan(access

rd leading to Ciudad de Victoria)

273,929.910 Bulacan

Concreting/Improvement of Bocaue Old

Road, Bocaue, Bulacan(access rd leading to

Ciudad de Victoria)

53,730.682 Bulacan

Concreting/Improvement of Bintog-Liciada-

Pandi Rd. (access road leading to Ciudad de

Victoria)

238,007.016

Bulacan

Concreting/Improvement of SantolBintog

Rd, Balagtas, Bulacan (access road leading to

Ciudad de Victoria)

170,684.162 Bulacan

Concreting/Improvement of Igulot Municipal

Rd, Bocaue, Bulacan (access road leading to

Ciudad de Victoria)

7,584.872 Bulacan

Concreting/Improvement of Balubaran Rd,

Bocaue, Bulacan (access road leading to

Ciudad de Victoria)

13,977.134 Bulacan

Concreting/Improvement of Bolocan Road,


Ciudad de Victoria)

12,428.427 Bulacan

Concreting/Improvement of Binang 1st Road,


Ciudad de Victoria)

5,999.119 Bulacan

Concreting/Improvement of Binang 2nd Rd,


Ciudad de Victoria)

1,734.521 Bulacan

Bocaue-San Jose-Bagbaguin-Puso Rd., Sta.

Maria, Bulacan (access road leading to

Ciudad de Victoria)

63,412.039 Bulacan

P a g e | 31


(P000)

Location

Widening of Sta. Maria Bridge and

Approaches (access road leading to Ciudad

de Victoria)

75,324.423 Bulacan

Construction of San Gabriel By-Pass Bridge,

Sta. Maria, Bulacan(access road leading to

Ciudad de Victoria)

73,910.234 Bulacan

San Gabriel_MahabangParang Rd., Sta.


Ciudad de Victoria)

64,190.024 Bulacan

Paso-San Gabriel Rd., Sta. Maria, Bulacan

(access road leading to Ciudad de Victoria)

67,280.390 Bulacan

Paso-TabingBakod Rd., Sta. Maria, Bulacan


48,509.787 Bulacan

San-Gabriel-Camangyanan-Kaybitin Rd., Sta.


Ciudad de Victoria)

61,293.354 Bulacan

Duhat-Marilao Exit Rd. (service road), Sta.


Ciudad de Victoria)

32,028.232 Bulacan

TabingBukod-Bagbaguin By-Pass Rd., Sta.

Maria (access road leading to Ciudad de

Victoria)

15,692.862 Bulacan

San Gabriel By-Pass Rd., Sta. Maria, Bulacan


20,612.135 Bulacan

Patubig Road, Marilao, Bulacan (access road

leading to Ciudad de Victoria)

22,130.345 Bulacan

Sta. Rosa II-Camangyanan Road, Marilao,

Bulacan (access road leading to Ciudad de

Victoria)

50,787.678 Bulacan

Camangyanan Road, Sta. Maria, Bulacan


26,533.641 Bulacan

Camangyanan-Kaybitin Road, Sta. Maria,

Bulacan (access road leading to Ciudad de

Victoria)

16,575.681 Bulacan

Rehabilitation/Improvement of Mayantoc

San Clemente Circumferential Road (access

road leading to Kalaw National Park and

Timangguyob)

114,470.000 Tarlac

P a g e | 32


(P000)

Location

Concreting of Eco Park Downhill access

road leading to Eco-Tourism Park

78,205.000 Tarlac

Asphalt Overlay of Tibag Eco Park Road and

Construction of Lubigan Bridge (access road

leading to Eco-Tourism Park and Monasterio

de Tarlac)

641,600.000 Tarlac

Rehabilitation/Improvement of Cycling

Circuit Road (access road leading to Mt.

Ngile Picnic Ground)

181,108.000 Tarlac

Concreting of Road Network within Eco-

Tourism Park

24,840.000 Tarlac

Concreting of LubiganBueno Access Road

leading to Bueno Hot Spring

277,640.000 Tarlac

Construction of BuenoODonnel Rest.-

Dapdap Road (access road leading to

Bamban hills and cave)

136,305.000 Tarlac

DampaySalaza Road (access road leading to

Mount Tapulao Eco-Tourism Project)

78,205.000 Zambales

Source: DPWH-RIII

P a g e | 33

Implementation Program

Table 5. Central Luzon Tourism Action Plan Matrix

NTDP Strategic Direction 1:

Developing and marketing competitive tourist destination and products

Action Responsible/Participating

Entity(ies)

Time Frame

Short

Medium

Long

Product Development

Organize Clusters of TDAs DOT, ATOCEL

Rehabilitate/redevelop TDAs

Conduct diagnostic assessment

of sites

Formulate local tourism

area/site development

plans/business plan

LGUs, DENR, DOT, DTI, SBMA, CDC

Implement site improvement LGUs, DOT, TIEZA

Developing unique features,

such as architecture,

customs and traditions

Enhancing the aesthetic

character or environment/

beautification

Open space/ amusement or

green park development

Development of walk paths,

local art or craft shops

Providing areas or venues

for sports or outdoor

recreation

Develop new market-competitive

destinations and products

Development of Subic for

cruise tourism

SBMA, DOT

Develop facilities for large

conventions in Clark and Subic

SBMA, CDC, DOT

Develop potential for

entertainment/amusement,

LGUs, DOT, DENR, DTI, SBMA, CDC,

private sector

P a g e | 34

sports, ecotourism, wellness,

medical and retirement

tourism

Development of integrated

resort

Private Sector

Establish TEZs and investment

incentives

TIEZA, LGUs

Conduct Cultural Mapping LGUs, NHI

Implement preservation and

development of cultural and

historical heritage

LGUs, NHI, DOT

Develop or improve

accommodation and other service

facilities

DOT, private sector/associations of

hotels, resorts and restaurants,

LGUs

Intensify promotion of tourism-

local industry linkage

DTI, DOT, private sector

Marketing and Promotion

Develop and promote a unified

tourism brand

LGUs, DOT, SBMA, CDC

Determine target markets DOT, ATOCEL, CDC, SBMA *

Mobilize various media to promote

CLs attractions

DOT, LGUs, CDC, SBMA *

Harmonize marketing and

promotion collaterals

SBMA, CDC, LGUs, DOT

Organize tour operators DOT, tour operators

Develop tour packages Tour operators, SBMA, CDC

Strengthen market research and

database management

Build DOTs market research

database

DOT

Network with academic and

other institutions

DOT, academe, market research

institutions *

P a g e | 35


Improving tourism institutions, governance and human resource


Entity(ies)

Time Frame

Short

Medium

Long

Develop and implement a tourism

enterprise accreditation system and

standards

DOT, LGUs, RDC

Institutionalize/establish policies

for regulating and monitoring

tourism enterprises

DOT, LGUs

Streamline business permit and

licensing system and reduce cost of

doing business

DTI, LGUs

Institutionalize local tourism offices

and build capacities of LGUs

LGUs, DOT *

Determine and establish an

appropriate mechanism for

facilitating tourism investment

promotion[Investors Assistance

Office (IAO)]

RDC, DTI, SCAD

Strengthen stakeholder

partnerships

DOT

Strengthen DOTs capacity as

coordinating and facilitating body

DOT, TIEZA

Mobilize public and private

resource for tourism promotion

and product development

ATOCEL, LGUs, NGAs *

Develop competent and productive

tourism workforce

LGUs, SBMA, CDC, DOT, TESDA *

Intensify tourism security LGUs, PNP *

Develop and implement programs

for safeguarding vulnerable groups

LGUs, DSWD

Formulate and adopt local tourism

codes

LGUs

P a g e | 36


Improving market access and connectivity


Entity(ies)

Time Frame

Short

Medium

Long

Organize tourist transport services

and rationalize transport fares

LTFRB, SBMA, CDC, CIAC, DOTC

Study the possibility of alternative

transport mode, in particular the

revival of the port of Orion for

Metro Manila and Central Luzon

connection through the western

seaboard

DOTC, LGUs

Identify and build priority tourism

road infrastructure

LGUs, DPWH, DOT,

Build, install VICs, clean rest stops,

directional signage

DOT, TIEZA, DPWH

Improve traffic management LGUs, DOTC *

Note: * - continuing activity

VI. Policy Recommendations

Policies are needed to guide and set the basis for actions. Such are important to facilitate the

implementation of the plan as well as in eliciting the cooperation and participation of all

concerned stakeholders. The following policies are recommended for adoption especially at the

local level (national policies are already in place):

Support tourism industry development through provision of appropriate incentives,

infrastructure and services.

Ensure management and protection of the environment and natural resources in tourism

development areas.

P a g e | 37

Preservation and development of the tourism potential of historical and cultural heritage

sites/assets for the perpetual enjoyment, education and appreciation of both local people

and tourists.

Ensure reasonable transport fares for locally-regulated public utility vehicles.

Ensure ease of access through provision of road infrastructure and traffic management.

In the rehabilitation or upgrading of tourism road infrastructure, preserving trees alongside

roads to be rehabilitated is given premium to the extent that it is practicable, otherwise

replacement of trees that have to be cut must be ensured.

Ensure the accreditation of tourism establishments with the DOT and the maintenance of

facilities, amenities and services within standards.

Promote skills upgrading and licensing of tourism workers.

Ensure that the local areas physical development should be in harmony with nature and its

scenic attractions/ambiance.

No signboards shall be installed in areas that would block, diminish or ruin the regions

scenic views/landscapes.

Provide for the protection of children, women, indigenous people and other vulnerable

groups from the adverse social impacts of tourism.

Ensure safety and security of tourists in TDAs at all times.

VII. Implementation Arrangement

As the task of tourism promotion and development encompasses broad range of activities and

players from various fronts national government agencies, local governments, government

corporations/authorities and private organizations coordination and integration of all said

entities actions is therefore crucial to the successful accomplishment of our tourism goals.

More important is the actual delivery or discharge of the tasks or roles of the network of

stakeholders in the promotion of tourism. Delineation of the roles of the various sectors or

institutions is important to provide clear guide for actions, and avoid duplication of functions

and non-action.

P a g e | 38

DOT: As the lead agency in the promotion of tourism development, the DOT shall be at the

forefront of the RTAPs implementation. Primarily, DOTs role shall include the following:

Oversee/coordinate the implementation of the CLTAP and report on progress to the

RDC;

Provide technical assistance to tourism stakeholders for the effective discharge of their

roles or functions;

Assist LGUs build their capacities for implementing activities supportive of the tourism

action plan and the promotion of tourism in general;

Provide direction or guidelines as may be necessary in the implementation of programs

or activities relative to the Plan.

RDC-SCT: As the body created to formulate the CLTAP, the Committee shall have the primary

role of monitoring and assessing the Plans implementation; providing policy directions and

recommendations that would help push for the attainment of the Plans objective; and ensure

consistency of contribution to the overall regional development thrust and priorities.

LGUs: Also at the forefront of tourism promotion and development, the LGUs shall take the

following roles:

Facilitate implementation of the plan at the local level through provision of the

necessary mechanisms and systems;

Provide for the environment conducive to tourism development in the area; and

Promote the culture of tourism at the local level to help create a tourist-friendly

environment and enhance the local areas tourism attraction.

ATOCEL:

Assist the DOT in ensuring the harmonious and coordinated implementation of the plan

Provide technical assistance in the implementation of the Plan

Ensure plan implementation at the local level

Concerned RGAs/government offices:

Support implementation of the RTAP through appropriate programs and budget

Private Sector/Associations of Tourism Stakeholders:

Ensure that activities are in line with and supportive of the objectives of the plan.

Develop products in accordance with the Plan

P a g e | 39

VIII. Monitoring and Evaluation

The RDC-SCT through the RDC Secretariat shall conduct annual monitoring of the plan

with the assistance of the DOT and ATOCEL. This is to keep track of the progress of the

plan implementation, and to identify gaps that need to be addressed as well as to make

adjustments in the plan as may be necessary.

Evaluation of the plan and its implementation after the plan term shall be carried out to

assess the plans effectiveness vis--vis the attainment of the plans objectives. This is to

identify areas of strengths and weaknesses to serve as basis for the crafting of future

interventions appropriate for raising the level of tourism in the region.

Central Luzon Tourism Plan

Documents

Transcript of Central Luzon Tourism Plan