Page |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 5million 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

Page |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.

Page |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.
Figure 1. W-Growth Corridor Strategy

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

AFF
17%
Industry
43%

Services
40%

Figure 2. W-Growth Corridor Strategy

With services, industry and agriculture as main

economic drivers, Central Luzon adopted a threepronged 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 WGrowth 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

Page |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.

Current Situation
a. Global Trend
Figure 3. International Tourist Arrivals

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

Notwithstanding current global economic

challenges,
international
tourism
(million)
1200
continued its way up, surpassing previous
levels and making milestones. For the
1000
first time ever in 2012, tourist arrival
800
count worldwide crossed the 1-billion
mark, reaching 1.035 billion or a growth
600
of 4 percent from last years 983 million
400
tourists. Said growth is also the long-term
200
average according to the UNWTO for the
period 1995 to 2012 (Figure 3). For 2013,
0
a similar or slightly slower pace (3-4
percent) is expected taking into account
prevailing global conditions, while the
Source: World Touris m Organization (UNWTO)
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.
1995

III.

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)

Page |5
Figure 4. International Tourist Arrival by Economy

Figure 5. International Tourist Arrival by Region

Arrivals (in million)

600
Africa
5%

500
400

Middle East
5%

Americas
16%

300
Europe
52%

200
100

Advanced Economies

Emerging Economies

2000

2005

2010

2011

Asia and the

Pacific
22%

2012

Source: UNWTO

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).

Source: UNWTO

Table 1. Top Ten Country Destinations, 2011

Country
France
United States
China
Spain
Italy
Turkey
United Kingdom
Germany
Malaysia
Mexico

Volume (Mn)
79.5
62.3
57.6
56.7
46.1
29.3
29.2
28.4
24.7
23.4

Source: UNWTO

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).

Page |6
Fig. 6. Visitor Arrival to the Philippines, 2002-2012

4272811
3917454

4500000
4000000
3500000
3000000
2500000

Figure 7. Region III Visitor Arrival, 2001-2012

2,500,000

3520000
309199331394223017099
2843345
2623084
2291352
19326771907226

2,000,000
1,500,000

2000000
1,000,000

1500000
1000000

500,000

500000
0

Domestic

Foreign

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Total

Source: DOT

Source: DOT

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 alltime 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.
Figure 8. Domestic Visitor Arrival,
by Province/Tourism Area, 2011

Figure 9. Foreign Visitor Arrival,

by Province/Tourism Area, 2011

Page |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,

Page |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

Page |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 multipurpose 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

Foreign: 195,342
Domestic: 598,136

Foreign: 435, 258

Domestic: 790,715

Total: 592,105

Total: 793,478

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
Province/TDA

Core Theme

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.

Figure 11. Tourism Development Areas/Service Centers

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

P a g e | 15
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

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

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:

C-2:

C-3:
C-4:

West Central Luzon Cluster consisting of Zambales, Bataan, SCADC, the Subic
Freeport and Olongapo City;
North Central Luzon Cluster with Pampanga, Angeles City, CSEZ, Tarlac and
SCADC;
South Central Luzon Cluster with Bulacan and Pampanga; and
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 GaleraBoracay-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 multimedia 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 DOTDPWH 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

I.

Name/Location of Project
FY 2012
1. Pantabangan-Canili Bypass Road
Aurora

2. Aquino Byway Manila North Road (via

Mabalacat-Magalang Road)
Pampanga
II. Proposed for FY 2013
1. Pantabangan-Canili Bypass Road
Aurora
2. Sabang, Baler Road
Aurora
3. Clark-Angeles-Magalang Road
Angeles City
4. West Circumferential Road
(Friendship Highway, Angeles City
section)
5. Aquino Byway MNR
(via San Jose MalinoAnao Road and
del Rosario-Calulut)
San Fernando City, Pampanga
6. Lourdes-Clark Airbase Road
Tarlac
Source: DOT-RIII and DPWH-III
Note: Status as of June 20, 2013

Allocation (P000)

100,000

100,000

150,000
50,000
100,000
100,000

Status

Phase 1: 27.19 % completed

(Target Date of Completion:
February 2014)
1.5% completed (TCD: April 16,
2014); suspended due to RROW
issues
Phase 2 : Ongoing preparation of
Program of Work (POW)
22.2% completed (TCD: October
2013)
Target Start: May 2013
TCD: May 2014
Bidded out/Post Bid evaluation
ongoing

150,000

Ongoing survey works for the

preparation of plans thru
outsource by BOD

100,000

Ongoing As staked survey

Target Start: May 2013
TCD: January 2014

P a g e | 30
Table 4. TRIPs Proposed for FY 2014

Name of Project
Bagac-Mariveles Road (Upgrading)
(access road leading to Anvaya Cove and
Bataan Technology Park)
Paseo del Congreso (access road leading to
Barasaoin Church and Casa Real)
Concreting/Improvement of DuhatBunducan Road, Bocaue, Bulacan(access
road leading to Ciudad de Victoria)
Concreting/Improvement of Bocaue Sta.
Maria via Taal Road Bocaue, Bulacan(access
rd leading to Ciudad de Victoria)
Concreting/Improvement of Bocaue Old
Road, Bocaue, Bulacan(access rd leading to
Ciudad de Victoria)
Concreting/Improvement of Bintog-LiciadaPandi Rd. (access road leading to Ciudad de
Victoria)
Concreting/Improvement of SantolBintog
Rd, Balagtas, Bulacan (access road leading to
Ciudad de Victoria)
Concreting/Improvement of Igulot Municipal
Rd, Bocaue, Bulacan (access road leading to
Ciudad de Victoria)
Concreting/Improvement of Balubaran Rd,
Bocaue, Bulacan (access road leading to
Ciudad de Victoria)
Concreting/Improvement of Bolocan Road,
Bocaue, Bulacan (access road leading to
Ciudad de Victoria)
Concreting/Improvement of Binang 1st Road,
Bocaue, Bulacan (access road leading to
Ciudad de Victoria)
Concreting/Improvement of Binang 2nd Rd,
Bocaue, Bulacan (access road leading to
Ciudad de Victoria)
Bocaue-San Jose-Bagbaguin-Puso Rd., Sta.
Maria, Bulacan (access road leading to
Ciudad de Victoria)

Project Cost
(P000)
572,000.000

Location

152,988.000

Bulacan

109,005.843

Bulacan

273,929.910

Bulacan

53,730.682

Bulacan

238,007.016

Bulacan

170,684.162

Bulacan

7,584.872

Bulacan

13,977.134

Bulacan

12,428.427

Bulacan

5,999.119

Bulacan

1,734.521

Bulacan

63,412.039

Bulacan

Bataan

P a g e | 31

Name of Project
Widening of Sta. Maria Bridge and
Approaches (access road leading to Ciudad
de Victoria)
Construction of San Gabriel By-Pass Bridge,
Sta. Maria, Bulacan(access road leading to
Ciudad de Victoria)
San Gabriel_MahabangParang Rd., Sta.
Maria, Bulacan (access road leading to
Ciudad de Victoria)
Paso-San Gabriel Rd., Sta. Maria, Bulacan
(access road leading to Ciudad de Victoria)
Paso-TabingBakod Rd., Sta. Maria, Bulacan
(access road leading to Ciudad de Victoria)
San-Gabriel-Camangyanan-Kaybitin Rd., Sta.
Maria, Bulacan (access road leading to
Ciudad de Victoria)
Duhat-Marilao Exit Rd. (service road), Sta.
Maria, Bulacan (access road leading to
Ciudad de Victoria)
TabingBukod-Bagbaguin By-Pass Rd., Sta.
Maria (access road leading to Ciudad de
Victoria)
San Gabriel By-Pass Rd., Sta. Maria, Bulacan
(access road leading to Ciudad de Victoria)
Patubig Road, Marilao, Bulacan (access road
leading to Ciudad de Victoria)
Sta. Rosa II-Camangyanan Road, Marilao,
Bulacan (access road leading to Ciudad de
Victoria)
Camangyanan Road, Sta. Maria, Bulacan
(access road leading to Ciudad de Victoria)
Camangyanan-Kaybitin Road, Sta. Maria,
Bulacan (access road leading to Ciudad de
Victoria)
Rehabilitation/Improvement of Mayantoc
San Clemente Circumferential Road (access
road leading to Kalaw National Park and
Timangguyob)

Project Cost
(P000)
75,324.423

Location

73,910.234

Bulacan

64,190.024

Bulacan

67,280.390

Bulacan

48,509.787

Bulacan

61,293.354

Bulacan

32,028.232

Bulacan

15,692.862

Bulacan

20,612.135

Bulacan

22,130.345

Bulacan

50,787.678

Bulacan

26,533.641

Bulacan

16,575.681

Bulacan

114,470.000

Tarlac

Bulacan

P a g e | 32

Name of Project
Concreting of Eco Park Downhill access
road leading to Eco-Tourism Park
Asphalt Overlay of Tibag Eco Park Road and
Construction of Lubigan Bridge (access road
leading to Eco-Tourism Park and Monasterio
de Tarlac)
Rehabilitation/Improvement of Cycling
Circuit Road (access road leading to Mt.
Ngile Picnic Ground)
Concreting of Road Network within EcoTourism Park
Concreting of LubiganBueno Access Road
leading to Bueno Hot Spring
Construction of BuenoODonnel Rest.Dapdap Road (access road leading to
Bamban hills and cave)
DampaySalaza Road (access road leading to
Mount Tapulao Eco-Tourism Project)
Source: DPWH-RIII

Project Cost
(P000)
78,205.000

Location
Tarlac

641,600.000

Tarlac

181,108.000

Tarlac

24,840.000

Tarlac

277,640.000

Tarlac

136,305.000

Tarlac

78,205.000

Zambales

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)

Product Development
Organize Clusters of TDAs

DOT, ATOCEL

Rehabilitate/redevelop TDAs

Conduct diagnostic assessment LGUs, DENR, DOT, DTI, SBMA, CDC

of sites
Formulate local tourism
area/site development
plans/business plan

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
Develop facilities for large
conventions in Clark and Subic
Develop potential for
entertainment/amusement,

SBMA, DOT
SBMA, CDC, DOT
LGUs, DOT, DENR, DTI, SBMA, CDC,
private sector

Time Frame
Short

Medium

Long

P a g e | 34
sports, ecotourism, wellness,
medical and retirement
tourism
Development of integrated
resort
Establish TEZs and investment
incentives
Conduct Cultural Mapping

Private Sector
TIEZA, LGUs
LGUs, NHI

Implement preservation and

development of cultural and
historical heritage
Develop or improve
accommodation and other service
facilities
Intensify promotion of tourismlocal industry linkage
Marketing and Promotion

LGUs, NHI, DOT

Develop and promote a unified

tourism brand
Determine target markets

LGUs, DOT, SBMA, CDC

Mobilize various media to promote

CLs attractions

DOT, LGUs, CDC, SBMA

Harmonize marketing and

promotion collaterals
Organize tour operators

SBMA, CDC, LGUs, DOT

Develop tour packages

Tour operators, SBMA, CDC

Strengthen market research and

database management
Build DOTs market research
database
Network with academic and
other institutions

DOT, private sector/associations of

hotels, resorts and restaurants,
LGUs
DTI, DOT, private sector

DOT, ATOCEL, CDC, SBMA

*
*

DOT, tour operators

DOT
DOT, academe, market research
institutions

P a g e | 35

NTDP Strategic Direction 2:

Improving tourism institutions, governance and human resource
Responsible/Participating
Entity(ies)

Action
Develop and implement a tourism
enterprise accreditation system and
standards
Institutionalize/establish policies
for regulating and monitoring
tourism enterprises
Streamline business permit and
licensing system and reduce cost of
doing business
Institutionalize local tourism offices
and build capacities of LGUs

DOT, LGUs, RDC

Determine and establish an

appropriate mechanism for
facilitating tourism investment
promotion[Investors Assistance
Office (IAO)]
Strengthen stakeholder
partnerships
Strengthen DOTs capacity as
coordinating and facilitating body
Mobilize public and private
resource for tourism promotion
and product development
Develop competent and productive
tourism workforce

RDC, DTI, SCAD

Time Frame
Short

DOT, LGUs

DTI, LGUs

LGUs, DOT

DOT
DOT, TIEZA
ATOCEL, LGUs, NGAs

LGUs, SBMA, CDC, DOT, TESDA

Intensify tourism security

LGUs, PNP

Develop and implement programs

for safeguarding vulnerable groups
Formulate and adopt local tourism
codes

LGUs, DSWD
LGUs

Medium

Long

P a g e | 36

NTDP Strategic Direction 3:

Improving market access and connectivity
Action

Responsible/Participating
Entity(ies)

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:

VI.

Time Frame
Short

Medium

Long

* - continuing activity

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

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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.