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Tourism Infrastructure and Enterprise Zone Authority
142 Amorsolo St., Legaspi Village, Makati City
www.tieza.gov.ph
Message
from the
Chairman
As in any developing country, any
industry where government intervention
is crucial has to have inclusiveness as its
most important objective. The capacity to
include as many people as possible in the
growth is of paramount importance to any
developing society.
11 23
Architectural Tourism
and Engineering Enterprise Zone
Services Sector Management Sector
37 66
Administration Board of
and Finance Directors
Sector
58 69
Office of the Corporate
Chief Operating Social
Officer Responsibility
Our Story: B eyond the charts and numbers, we share with
Strategic you some excerpts from our quest for organizational
excellence. There is a compelling reason for the narratives.
Shifts The footprints on the paths we trod may yet lead to more
inspiring accounts in later journals. For no matter how fast
and and far time flies, the past always bears on the present.
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In describing the challenges that the TIEZA contribute substantively to the nation’s poverty
faced, the GCG observed: reduction program.”
“Through its new mandate, the TIEZA targets to Following the directives of the GCG,
achieve ‘inclusive growth,’ within the economy to we reviewed our organizational priorities
address the existing disparity in wealth distribution and perspectives, resulting in a number of
of the country’s economic benefits, thereby helping paradigm shifts.
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We drew our strategy map with the Complying
corresponding Balanced Scorecard (BSC). with the policy
Taking off from the Kaplan-Norton model, the on access to
organization’s BSC perspectives included: Social information from
Impact, Customer Satisfaction, Financial, Internal government
Process, and Learning & Growth. Initially used as organizations,
a tool to measure organizational performance, we posted on our
our BSC model eventually evolved into our own website all the
Strategic Management Framework (SMF). Since organizational
2012, we held our yearly strategic planning data and information required in the
sessions within the context of this framework. Transparency Seal and Governance Seal.
Aside from the vision and mission To track departmental and individual
statements, the strategy map defined our performance, we applied the Strategic
strategic objectives that were aligned with the Performance Management System (SPMS)
goals of poverty reduction, job creation, and prescribed by the CSC. We customized
inclusive growth as declared in the Philippine our own versions of the Office Performance
Development Plan (2011-2016). The strategic Commitment and Review (OPCR) and
measures for each objective determined the Individual Performance Commitment and
targets in the performance scorecard that the Review (IPCR). To promote compliance with the
GCG and the TIEZA agreed on. In 2014, we new performance evaluation system, we held a
achieved 92.4 percent of our performance series of cascading and mentoring sessions in all
target, and 97.34 percent in 2015. departments and offices. By the second semester
of 2015, the SPMS was fully implemented across
the organization.
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We seized the momentum of structural change
for organizational transformation. We recognized
that our employees needed to feel loved even as
they needed to learn.
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What we have done thus far draws a twist
of hope for the future. With clearly defined
vision and a strong sense of mission, we have
embraced a performance framework for an
excellence-driven organization based on:
Moving on, we have no illusion that the road Over and above earning a living, we
ahead will be devoid of pitfalls. We may falter wish to leave a legacy, fully knowing that
after every fall, but we will bounce back and our organization, just like any GOCC, is only
rise to every challenge. We will have our share as good as how well it serves its reason for
of doubts and tears but surely there will also being. ⌂
be moments of fun.
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TIEZA-GCG Performance Agreement Negotiation
Front Row: TIEZA Director Roberto Teo, GCG Director Clarence Pascual, GCG Commissioner Ma. Angela Ignacio, TIEZA Director Atty. Lucas Nunag, TIEZA Director Ma.Vida Stoifl
Back Row: GCG Corporate Governance Officer II Anne Stephanie Nilo, GCG Corporate Governance Officer IV Ralph Owen de Castro, TIEZA ACOO (TEZ) Atty. Joy Bulauitan, TIEZA ACOO (AFS) Fidel Arcenas
TIEZA COO Atty. Guiller Asido, TIEZA ACOO (AMS) Jetro Nicolas Lozada, TIEZA Compliance Officer Atty. Niño Ruperto Aquino
Upon the instruction of the GCG, we applied they commented that we were one of the very few
the Organizational Performance Indicator GOCCs that had a BSC performance framework
Framework (OPIF) for our 2014 performance already in place. One of the commissioners,
framework since most GOCCs, per the however, suggested that we include Social Impact
Commission’s observation, were not yet fully in addition to the four basic BSC perspectives, the
attuned to the Balanced Scorecard (BSC). TIEZA being a non-profit public sector enterprise.
We have adopted that recommendation.
There is a side story to our use of the BSC. As
early as the late 2012, following the enactment For the 2015 performance framework, the GCG
of the GOCC Governance Act of 2011, we have required the use of the BSC for all GOCCs. We
already developed our own BSC-based strategy have also complied with that requirement. ⌂
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TIEZA 2014 Performance Scorecard (OPIF Framework)
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TIEZA 2015 Performance Scorecard (BSC Framework)
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TIEZA 2015 Performance Scorecard (BSC Framework)
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Architectural
and Engineering
Services S ince tourism is an export that is enjoyed
and remains on site, the development of
infrastructure essential to enhancing visitors’
experience is a game changer.
NAIA Lounge
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Alburquerque Sanitary Landfill Facility
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Reconstruction of Loboc River Terminal
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To gauge our clients’ assessment
of our performance, we engaged a
third-party survey for infrastructure
projects in the last two years.
At the beginning of the survey,
respondents were asked for their
general satisfaction rating on the
projects. The initial results (topline
satisfaction) revealed that 80%
were Very Satisfied, and only 20%
were Satisfied. However, the survey
did not merely inquire of the
respondents’ general satisfaction;
they were also interviewed on
the aspects of quality of work,
timeliness and coordination. After
the interview on these project
aspects, respondents were asked
again of their general satisfaction
rating. The results (endline
satisfaction) shifted to 70% - Very Satisfied,
27% - Satisfied and 3% - Not Satisfied. There was on other project aspects. The ratings for both
an increase in the Not Satisfied section when questions (topline and endline satisfaction) are
asked of their satisfaction after inquiring not statistically different at 95% confidence level.
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To clearly set our direction, we developed of NHI and NM; the restoration of the historical
a five-year infrastructure plan. This medium- sites in Intramuros District in partnership with
term blueprint highlights the strategic shift in IA; and the preservation of other historical sites
the use of our resources. In the next five years, in coordination with NCCA.
we will focus on the infrastructure in support
of the Flagship TEZ, the productive use of idle Building better for tourism may as well be
properties and improvement of our existing the slogan of the AESS. Hard work defines
facilities in the tourism zones, and priority every infrastructure project - from evaluation
projects in the revised NTDP. to planning to construction and completion.
Teams consult with the proponents to make
The AESS also took the lead in the TIEZA’s sure that the project design corresponds to their
convergence initiatives with other government expectations and the TIEZA’s fund allocation.
agencies particularly with the Department Project engineers track the progress of the
of Public Works and Highways (DPWH), construction and check its compliance with
Department of Social Welfare and Development specifications, while a separate team evaluates
(DSWD), the Intramuros Administration (IA), the contractor’s performance before turning over
National Commission for Culture and the Arts the completed project to the proponents.
(NCCA), National Historical Institute (NHI),
and National Museum (NM). The convergence The cycle goes on year in, year out. But every
with these agencies resulted in the construction project’s completion leads to another new
of the Iloilo Convention Center with the undertaking. By each project we open a door of
DPWH as the lead agency; the deployment of opportunity where tourism truly becomes an
local residents selected by the DSWD in the engine of socio-economic growth for the local
maintenance of the TIEZA tourist information communities, and for the country. ⌂
centers; the restoration of the old churches in
Bohol damaged by natural disasters in the case
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Five-Year Strategic Development Plan
for Infrastructure Projects (2016 - 2020)
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Funding for the projects under the five-year to be active partners in tourism. Through its
plan, projected in the amount of P6.8 billion, infrastructure projects, the TIEZA envisions to
shall be sourced from the Corporate Operating create jobs and generate tourism-dependent
Budget (COB) from 2016-2020. businesses and livelihood opportunities in the
local communities. This strategy is aligned with
The development of tourism enterprise the goals of the Philippine Development Plan:
zones (TEZs) and TIEZA-owned assets in job creation, poverty reduction, and inclusive
tourism zones encourages private stakeholders growth.
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Other projects may be subsequently management of destination, information,
identified and approved for funding by the education, and communication campaigns to
TIEZA Board in accordance with prevailing encourage community involvement. Tourism
circumstances and requirements that are at products development and improvement of
present non-existent. In the future, however, tourism-related skills and competencies will
all projects shall be consistent with the further enhance income-generating activities
general framework – that they must be in and livelihood opportunities.
support of a tourism zone.
The development, improvement,
Ecotourism projects in depressed provinces rehabilitation and preservation of historic,
with strong tourism potentials shall consider cultural, religious, and heritage sites shall be
the existing National Ecotourism Strategy implemented in close coordination with the
(NES) of the Department of Environment National Commission on Culture and the
and Natural Resources (DENR) and the Arts (NCCA). ⌂
DOT. The NES includes plans for sustainable
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Tourism
Enterprise
Zone
Management R epublic Act 9593 provides that Tourism
Enterprise Zone (TEZ) operators and
registered tourism enterprises (RTEs) may avail of
Hernando A. Enal
Manager, TEZ Assistance & Monitoring Department
The solution came by way of another program:
the development of flagship tourism enterprise
zones. In the Philippines, it is an innovative way
to attract investors sans the fiscal incentives. With
the DOT as its institutional partner, the TIEZA
proceeded to develop new hubs for investments in
the archipelago’s three major island groups.
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Take San Vicente, Palawan where fine white sand stretches
for about 14 kilometers along its shoreline. Complement
this with its pristine waters, and you have another
international tourist destination. We engaged the services
of Palafox Associates for the master plan of the priority area
of development consisting of 883 hectares. The tourism
master plan of San Vicente, Palawan as a Flagship Tourism
Enterprise Zone is a finalist in the category for International
Award for Planning Excellence at the 2016 Royal Town
Planning Institute (RTPI). Of the total development cost
of P4.9B the TIEZA Board of Directors last year approved
an initial funding of P390 million. The development of San
Vicente is a partnership among the DOT-TIEZA, the local
government, and the private landowners.
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Rizal Park | Manila
The (Bucas Grande) Flagship TEZ in Socorro, When fully operational, the Flagship TEZs are
Surigao del Norte, with an area of 167 hectares expected to create 10,000 rooms to accommodate
is another Flagship TEZ that is being master 1.7 million tourists, and generate an additional
planned by UP Planades. With its clear waters 280,000 jobs. This in effect will significantly
and beautiful islets and its unblemished contribute to the attainment of inclusive growth
landscapes and seascapes the area is an ideal in the communities where the Flagship TEZs will
ecotourism destination. be established.
The Flagship TEZ that the TIEZA recently Completing these big-ticket projects will
approved is the Panglao Bay Premiere group of certainly take time. They also require substantial
properties in Bohol which is owned by Panglao financial resources. We have no doubt, however,
Bay Premiere Parks and Resorts Corporation. that with the right business and investment plans
The site boasts of a 750-meter frontage of white- – these projects will in the long run not only pay
sand beach – the longest in any resort in Panglao for themselves but also positively make their
island. The TIEZA funded the preparation of mark in lifting the country’s tourism industry to
the master plan for this project. The agreement new heights. ⌂
between the TIEZA and the PBP is for the latter
to strictly comply with the approved master plan
in developing the property identified out as a
flagship TEZ.
Magdara A. Sarip
Resident Manager, Gardens of Malasag
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Zamboanga Golf Course and Beach Park
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The privatization of Banaue Hotel and Youth Tourism Complex in Ilocos Norte, the 5-hectare
Hostel and Club Intramuros Golf Course is Government Center in Zamboanga City, the
limited to operation and management (O&M) 30-hectare Maomawan Ecotourism Park and
only since the law prohibits the sale of the Moalboal Resorts Site in Cebu, the 116-hectare
TIEZA properties with cultural and historical Palina Ecotourism Park in Pugo, La Union,
significance. The Balicasag Island Dive Resort the San Fabian Beach Resort in San Fabian,
and the Gardens of Malasag Ecotourism Pangasinan, and the 20-hectare Watersports
Village are also up solely for O&M since the and Wakeboarding Facility in Clark Special
TIEZA does not own the sites of these entities. Economic Zone, Pampanga.
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To promote the on-line travel tax payment Panagbenga Festival, Tsinelas Festival, Pahiyas
system, the Business Development Department Festival, Maskara Festival.
drew up a multi-media campaign plan in the
last quarter of 2015. The implementation of the To complement the VPY-2015 campaign,
campaign is scheduled on the first quarter of we developed the VPY 2015 Rewards Card
2016. that extended 15 percent discount on the
published room rates of the TIEZA-owned
Another accomplishment of the sector was facilities, particularly Banaue Hotel, Club
the development and implementation of sales Intramuros Golf Course, Zamboanga Golf
programs and promotional activities for the Course. The VPY Rewards Card also offered
organization’s products and services. additional freebies on the 5th, 10th, and 15th visit
to promote repeat patronage of the TIEZA’s
We supported the Philippines’ Tourism facilities.
Campaign “VISIT THE PHILIPPINES
YEAR (VPY) 2015" of the DOT and To generate additional revenues for the
Tourism Promotions Board (TPB) by way TIEZA operating entities, we offered “Book
of sponsorship and participation in major and Buy” sales promo during travel trade
events such as the Madrid Fusion Manila, exhibits like the PTAA TravelTour Expo
Dive Resort Travel (DRT), World Trade Center (TTE), PHILTOA TravelMart (PTM), NAITAS
Association (WTCA), General Assembly and Travel and Trade Show (NTTS), and Travel
Asia Marketing Leadership Summit (AMLS). Innovators, Inc. – Travel Madness (TMI).
We also joined in a wide array of Philippine
festivals focusing on the country’s diverse We also designed new flyers for the entities
culture, products, and destinations such as and produced materials to effectively promote
the Sinulog Festival, Dinagyang Festival, and market the operating entities.
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The Boracay Island Water Company, Inc.
A joint venture company of the TIEZA the BIWC’s water distribution system. The
and Manila Water Co., Inc., the Boracay company achieved this service obligation
Island Water Company (BIWC) developed, through the implementation of an
improved, and expanded the water and aggressive network expansion program.
wastewater services in the three barangays
in Malay, Aklan. Its services have The BIWC also increased the sewage
benefitted not only the hotels, resorts, and flow in terms of strength and volume,
tourism-dependent businesses in Boracay while maintaining a minimum of 95
but also the local households. percent compliance with the DENR
effluent standards for water bodies
As early as 2013, 100 percent of the classified as Class SB. ⌂
island’s road network has been covered by
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Administration
and Finance
Sector T hree departments, performing different functions,
comprise the Administration and Finance Sector:
the Travel Tax Department (TTD), Administrative Services
Department (ASD), and Financial Services Department (FISD).
Josefina U. Soriano
Manager, Human Resource Services Division
Rodolfo E. Ancheta
Manager, Financial Services Department
Eva M. Yu
Manager, Budget Division
Leonila G. de Peralta
Manager, Accounting Division
Myrna A. Suarez
Manager, Treasury Division
One of the major innovations that the TTD
has implemented is the On-Line On-Site Travel
Tax Privilege Application and Payment System
(OOTTPAPS) with its depository bank, the
Development Bank of the Philippines, as the
gateway. Travel-tax payers can now pay their
travel tax thru the internet with Bancnet, Visa,
and Mastercard credit cards. The department
also deployed the on-site payment system
where passengers can pay travel tax with their
credit or debit cards at the main office or at the
travel service counters in the airports.
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The TTD opened travel tax service SM Aura Premier in the Global City, and SM
counters in malls, where travellers can Mall of Asia.
pay their travel tax or file applications for
reduced rates or full exemption. Soon new As part of TIEZA’s customer-centric
travel tax service counters will be opened at program, the TTD personnel attended
the main office of the Philippine Overseas a series of Customer Service Excellence
Employment Administration (POEA), trainings.
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Administrative Services Department
Aside from its role as the secretariat of the
The human resources development program
Personnel Placement Committees (PPCs), took a crucial turn, when TIEZA adopted
the ASD had to consider the employees’ the Balanced Scorecard (BSC) as its strategic
emotional state before, during and after the management framework. The BSC’s Learning
reorganization process. Inexperienced as the and Growth perspective integrated the culture
Change Management Team and the ASD were of continuous learning into the over-all strategic
in handling this volatile situation, they drew direction of the organization. So committed
some perspectives and insights from best change- was the organization to improve the skills and
management principles and practices, including competencies of its personnel that “an excellence-
William Bridges’ organizational transition model driven organization” became the linchpin of its
(1992, Managing Transitions). Despite the many vision. From 2014 to 2015, the Administrative
issues and concerns during the reorganization, Services Department (ASD) initiated a wide
neither the Appeals Committee nor the Civil
range of trainings across all levels.
Service Commission (CSC) received any formal
complaint with regard to the separation and
placement of personnel.
Recognizing that employees are the to efficiently execute the organization’s core
organization’s most valuable assets, top processes in an ever changing environment.
management responded to the employees’
need to learn. We had begun to aggressively Our learning sessions were primarily targeted
pursue our learning programs in 2014 even as to jibe with the five dimensions of the Strategy
the reorganization process was still underway. Map. We believed, however, that while every
This was necessary to bridge competencies perspective required separate sets of skills and
and skills gaps as new employees joined the competencies, these must be interwoven to
organization and as old-timers were appointed achieve organizational goals and objectives.
to new positions.
The long-term view however, is for the
With the Balanced Scorecard (BSC) as our learning continuum to result in organizational
strategic management framework, we decided transformation. Trainings for the past two
to be a learning organization. The direction years were not solely confined to providing
embraced three basic principles: a top-to-bottom the employees with cognitive tools to improve
clear understanding of the organization’s goals their performance. We also held a series of
and objectives as defined in our Strategy Map; teaming sessions that encouraged self-awareness,
empowering personnel from the down lines developed affective skills, and promoted
up to the level of top management to be open- harmonious relationship between and among
minded and innovative; and enabling an effective employees.
interface between and among groups or teams
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An integral part of the personnel
development thrust is the CSC-approved
Career Development Program. The program,
subject to specific terms and conditions, offers
local and foreign scholarship, study leave for
employees reviewing for bar or board exams,
and those who are about to complete their
Master’s degree.
Our learning sessions were primarily targeted to jibe with the five
dimensions of the Strategy Map. We believed, however, that while every
perspective required separate sets of skills and competencies, these must
be interwoven to achieve organizational goals and objectives.
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Another ASD major initiative was the accountabilities, duties, and responsibilities
development of leadership, technical, and expected of them.
core competency models for all positions.
The Personnel Selection Board (PSB) used these To preempt silos from gaining any foothold,
competency models in the interview and we held a series of teaming sessions. These
evaluation of applicants. The ASD also used teaming sessions, primarily designed to
these models to identify skills and competency develop particularly the employees’ affective
gaps that in turn determined the types of values, sought to improve internal processes
trainings that the department focused on. that require interface between and among
employees, divisions, and departments. The
The ASD began to develop the organization’s overriding objective was to create a synergy
Competency Based Job Description (CBJD) and make the whole organization more
last year to define the essential functions effective and productive. Last year, all the
of positions based on specific required top management and supervisory personnel
competencies. Aside from being an effective have undergone teaming exercises under
tool for recruitment, the CBJD also provides the guidance of one of the country’s top
employees an understanding of the consulting firms.
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The Personnel Selection Board
Personnel Selection Board in action. (L-R) Rodolfo Ancheta, Dr. Rosanna Olgado, Fidel Arcenas, Atty. Ivy Asetre, Nenita Medina
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Other responsibilities of the ASD include The ASD through its General Services Division
payroll preparation, updating and safekeeping provided logistical support to all sectors through
of personnel data and information, keeping track the procurement of required goods and services.
of employees’ benefits and contributions to the Maintenance of vehicles, security and janitorial
Government Service Insurance System (GSIS), services, inventory of non-expendable items,
PAG-IBIG, and PHILHEALTH. carpentry and electrical works were also among
its concerns.
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Procurement Accomplishment Report
Period Covered - CY 2015
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Gender and Development
Going by the number of male and female and 2015, we conducted a number of GAD-
employees in our organization, gender parity related activities. We also participated in the
is not a major concern. As of 2015 there were ASEAN Tourism GAD Forum organized
200 men and 271 women occupying various by the DOT, and the National Women’s
positions. Month and 18-Day Campaign to End Violence
Against Women spearheaded by the Philippine
Our recruitment and promotion processes Commission on Women (PCW).
placed all applicants, on even footing regardless
of sex, religion, and status. Recruitment is based
on competency, and promotion on merit.
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GAD Events and Activities in 2014 and 2015
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TEA Officers with DOT Sec. Ramon Jimenez Jr. and COO Atty. Guiller Asido. (L-R) Director Anita Torres, Director Sheena Borromeo, VP-Internal Dominador
Catbagan, Director Geraldine Pilapil, President Nenita Medina, Secretary Reyna Palacay, and VP-External Anna Cano.
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Signing of CNA
Emergency Response and Disaster
Preparedness
The Emergency Response Group (ERG) was The ERG has
created to lead the organization’s preparedness undergone trainings
and response to the occurrence of disaster and seminars on
and emergency. It is also tasked to coordinate disaster preparedness,
with the National Disaster Risk Reduction and rescue operation, first
Management Council, the DOT Risk Reduction aid and CPR. It has also
Team, and with other government and non- led the conduct of fire
government agencies in cases of disaster in a and earthquake drills.
larger scale.
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Financial Services Department
Equitable distribution of resources, taking into Authority. As of the preparation of this report,
the funding requirements for the organization’s the COA has yet to issue its opinion for 2015.
major programs, required a thorough review
of organizational priorities while taking into The Department regularly submitted the
account each sector’s personnel and operational following financial reports within the required
requirements. period:
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Office of
the Chief
Operating
Officer F
ollowing the resignation of Chief
Operating Officer Mark T. Lapid who
resigned on October 15, 2015 to vie for a senate
seat. Atty. Guiller B. Asido, the former Assistant
Chief Operating Officer for AESS, assumed the
COO post.
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Oath-taking of Atty. Guiller B. Asido as Chief Operating Officer of TIEZA
In defining his concept of synergy to the COO placed equal emphasis on personnel
boost organizational performance, the COO welfare and development, cultivating the value
underscored four basic principles: of integrity, and commitment to perform the
organization’s mandate.
• Shared vision, values and goals;
• Good leadership and fellowship; There are three departments directly under
• Embracing a culture of trust, respect the Office of the COO:
and compassion; and
• Creating a positive environment to • The Corporate Planning Department
build the business of tourism • The Management Information
Systems Department
Alongside his thrust to ensure the
• The Legal Department
organization’s financial sustainability,
Management Committee. (L-R) Technical and Secretarial Staff Sheena Anjeli Botiwey, Carmelita Zuñiga, CORPLAN Manager Racquel
Gaerlan; MANCOM Members ACOO Atty. Joy Bulauitan, COO Atty. Guiller B. Asido, ACOO Fidel Arcenas, ACOO Jetro Nicolas Lozada,
ACOO Nestor Domalanta, and Corporate Secretary Atty. Al Conrad Espaldon.
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The Corporate Planning Department
Acting as the top management’s core advisory Balanced Scorecard (BSC). The revision
body, the Corporate Planning Department (COPD) incorporated changes in its strategic directions.
oversaw and orchestrated the organization’s The revised BSC provided a clearer, more focused,
strategic planning activities. It took charge of and well-defined Strategy Map. It underscored
the cascading of strategic objectives in all levels, the linkages and interfaces between and among
and monitored the quarterly performance of all the departments and offices whose functions and
departments based on corporate targets. performance commitments had direct impact on the
attainment of strategic objectives.
From 2014 to 2015, the COPD took the lead role in
initiating a comprehensive review of the TIEZA’s
The COPD also set in place a monitoring system With its manager as the Quality Management
that enabled top management to keep track of Representative (QMR), the COPD also acted as the
the performance of each Sector and its respective coordinator of the implementation of the TIEZA’s
departments. It has developed an automated BSC Quality Management System (QMS). TUV
dashboard that provides updated performance data Rheinland Philippines issued the organization’s
and information. ISO 9001:2008 certificate on May 13, 2015.
In collaboration with the Administrative Since the reorganization, the COPD has
Services Department, the COPD assisted in the consistently played an important role in the
detailed formulation and review of performance change management process, focusing its attention
targets, indicators, and ratings following the CSC- on helping the organization to fully adapt itself
prescribed Office Performance Commitment and to new models of measuring performance, and
Review (OPCR) system. management frameworks that clearly define the
organization’s strategic directions.
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The Management Information Systems Department
The Online-Onsite Travel Tax Privilege Application The MISD has also started working on a
and Payment System (OOTTPAPS) ranked as one computerized system that would integrate all
of the top priorities of the Management Information the organization’s processes dubbed as TIEZA
Systems Department (MISD). The MISD, the Infrastructure Management Business Solution
OOTTPAPS Project Management Team, and the (TIMBA). It will cover the business operations of the
Travel Tax Department (TTD) with the Development Administration and Finance Sector, the Architectural
Bank of the Philippines (DBP), and the private and Engineering Services Sector, the Assets
systems developer collaborated to develop an Management Sector, and the Tourism Enterprise
automated system that allows travel-tax payment Zone Management Sector. The integrated system
with the use of Visa, Bancnet, and Mastercard. The shall guarantee the accuracy of information on real
system also allows travellers to apply online for time - an indispensable tool for monitoring financial
exemption and reduced rates in the payment of the performance and decision-making.
travel tax.
61 ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority
The TIEZA Management Team:
DOERS and CHANGERS
(L-R) ACOO for AMS Jetro Nicolas Lozada, ACOO for TEZ Atty. Joy Bulauitan, TIEZA COO Atty. Guiller Asido,
ACOO for AESS Engr. Nestor Domalanta, and ACOO for AFS Fidel Arcenas
Department Managers. (L-R) Godofredo Lapuz Jr., Florencio Abenes, Engr. Resurrecion Aspuria, Leonardo Mendoza, Ma. Evelyne Francisco, Dr. Rosanna Olgado, Atty. Ivy Asetre,
Atty. Ma.Teresa Alvarez, Racquel Gaerlan, Rodolfo Ancheta, Hernando Enal, and Atty. Niño Ruperto Aquino
Division Managers. Front Row (L-R) Leonila de Peralta, Josefina Soriano, Perlita Adefuin, Anna Leah Bayot, Myrna Suarez, Edna Mañgalino, Atty. Michelle P. Sabitsana
Back row (L-R): Engr. Jeoffrey Macalalad, Jose Ramon Ramos, Engr. Eliel Joy Sison, Engr. Amelita Caganda, Irene Tumaob, Raquel dela Cruz, Engr. Gregory Oller, Atty. Shangrila Quezon,
Eva Marie Vicedo, Ma. Zenaida Quinahan, Eva Yu, Adelfo Mendoza III, and Antonio Mari Oriondo.
(Not in photo) Atty. Al Conrad Espaldon, Atty. Jose Bechayda Jr., Edwin Verde, and Marlon Prieto
65 ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority
Board
of T he Secretary of the DOT chairs the TIEZA
Directors
Board of Directors, with the TIEZA COO as
Vice Chairman. On the part of the government, the
Secretaries of the Department of Public Works and
Highways (DPWH), Department of Environment
and Natural Resources (DENR), Department of
Interior and Local Government (DILG), Mindanao
Development Authority (MINDA), or their
alternates, sit as members of the Board. The other
Sec. Ramon R. Jimenez, Jr. five members represent each of the following
Department of Tourism sectors of the tourism industry:
Chairman
ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority 66
• Funding for the master planning of
one flagship TEZ, the Panglao Bay
Premiere group of properties, owned by
Panglao Bay Premiere Parks and Resorts
Corporation in Panglao, Bohol;
• Approval of the establishment of the TIEZA
Center for Competitive Tourism
• Approval of the TIEZA’s “No Gift Policy”
• Approval of funds for 2015 infrastructure
projects;
• Financial Sponsorship for Diving and
Resort Travel Expo Philippines;
• Approval of the TIEZA’s Guidelines and
Criteria in the grant of Sponsorship and
Financial Assistance;
• Approval of the TIEZA Competency Based
Human Resource System;
67 ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority
The Office of the Corporate Secretary
The Office of the Corporate Secretary preparation of the agenda and the scheduling
(CORSEC) provided corporate secretarial of meetings. It kept complete records of
services to the TIEZA Board of Directors. It the minutes of all Board deliberations and
ensured that all items in the agenda in the resolutions, and regularly issued advisories on
Board Committees or in the Board proper had the status of pending matters requiring board
undergone through complete staff work and action.
supported with proper documentations.
In 2014, the Department conducted several The IAD presented its audit findings to
types of audit in travel tax offices and operating the Sectors and Departments as part of the
entities. organization's efforts to continually improve
internal control systems and processes. ⌂
ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority 68
Corporate
Social
Responsibility I t started in 2012 as a class project of
TIEZA scholars taking up Master’s
degree at the University of the Philippines-
Los Baños. The class conceived the Trees
4 Tourism (T4T), as an advocacy for tree-
planting to promote:
• Sustainable ecotourism
• Disaster prevention
• Climate change protection
• Environmental beautification
71 ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority
Moving Forward
O ur journey continues. The stream of challenges will flow in different hues and forms,
sometimes predictably, oftentimes unexpectedly.
The prospects of the Philippine tourism industry have never been brighter. The TIEZA
will certainly deliver its commitment, as the country seizes the opportunities to make
tourism truly an “engine for socioeconomic growth.” Calling on the workforce of the TIEZA,
COO Atty. Guiller B. Asido, said:
“… the years to come will see the best of what the organization has to offer, and
what it can contribute fully to the inclusive goal of inclusive growth.”
In the face of the competition among countries regardless of their stage of development,
we are fortunate that the Philippines has one strong competitive advantage: the Filipino.
In his speech before the Makati Business Club three years ago, the DOT Secretary
Ramon R. Jimenez Jr. vividly described this advantage:
“If tomorrow, and around the world, the Philippines was able to successfully
convince investors that solid investment is not about where you invest your money
but whom you will work with, the Philippines will win hands down.”
“We are sitting on top of a goldmine, because the Filipino is really the most
significant advantage we have as a country.”
With the Filipino’s affinity with tourism, we have hurdled a greater part of the
challenge. Setting in place the right infrastructure will certainly keep us at par, if not
better, than other country destinations. The TIEZA, to the limit of its resources, in
convergence with the private sector and the agencies of government, and in accordance
with its 5-Year Strategic Development Plan for Infrastructure Projects (2016-2020) and the
National Tourism Development Plan, is committed to do just that. ⌂
ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority 72
Snapshots
73 ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority
Celebration of big and small wins has In the 2014 GCAA Chess Tournament, we
become part of our organizational culture. bagged the gold and silver medals in the first
Individual and organizational achievements and third boards. The hastily organized team
are accorded recognition during the often played with incomplete line up as some
culminating activities of the month-long members had to attend to official duties. In
yearly celebration of the Civil Service Week. the same year, we took the GCAA Sportfest
Our general assembly, usually held during Championship Trophy, and ranked 1st runner-
the organization’s anniversary celebration, up in golf and basketball. ⌂
showcased individual talents.
ANNUAL REPORT
Tourism Infrastructure and Enterprise Zone Authority 74
Credits
I n our first editorial meeting, the staff decided that this two-year report should tell a story. We could
have opted to simply dish out cold numbers and percentages. But that would be less than
fair to the men and women who helped transform our organization to what is today.
We couldn’t recall the last time the PTA press-printed a year-end report. We are certain, however, that
this is TIEZA’s first attempt to do one and upload the same version into our website.
Soon after COO G. B. Asido switched the green light, the indefatigable Corporate Planning Chief
R. A. Gaerlan, organized the editorial staff. Without their support this report would have been just
“a consummation devoutly to be wished.”
We, therefore, wish to acknowledge with gratitude Racquel A. Gaerlan, Atty. Michelle P. M. Sabitsana,
Anna Leah R. Bayot, Carmelita B. Zuñiga; Anthony L. Oriondo, Irene R. Tumaob, Atty. Shangrila C. Quezon,
Ana Ruth L. Mateo, Abigail R. Percela, Nicetas M. Godoy, Guillan F. Castillo, Ruby Amor C. Barraca, Lahren
Lee M. Caranay, Maria Kathleen R. Gamboa, Realyn B. Constantino, Ma. Cecilia C. de la Rosa, and Josie R.
Flores for the initial manuscripts; Raquel S. dela Cruz for the scorecards and Bernadette M. Alvarez for her
report on general services; Mikhael Bryan G. Caluya for coordinating the staff’s tasks;
Dr. Rosanna M. Olgado, Rodolfo E. Ancheta, Florencio V. Abenes, Leonardo M. Mendoza, Godofredo G.
Lapuz Jr., Ma. Evelyne A. Francisco; Atty. Niño Ruperto F. Aquino, Hernando A. Enal, Atty. Ma. Teresa C.
Alvarez; Atty. Ivy V. Asetre, Engr. Resurrecion L. Aspuria; Division Managers Engr. Amelita S. Caganda,
Engr. Eliel Joy A. Sison, Engr. Gregory A. Oller, Josefina U. Soriano, and Emily T. Cariaga for the data and
information from their respective departments; Kate Michelline S. Malano for collecting and checking out
important data;
Front Row: (L-R) Kate Michelline Malano, Realyn Constantino, Maria Kathleen Gamboa, Guillan Castillo, Mary Rose Loperez, Lyka Ellace Dado
Back Row: (L-R) Mark Anthony Virtus, Carmelita Zuniga, Ana Ruth Mateo, Raquel dela Cruz, Racquel Gaerlan, Atty. Michelle Sabitsana, Ma. Cecilia dela Rosa,
Ruby Amor Barraca, Irene Tumaob, Leah Bayot, Mikhael Bryan Caluya, and Fidel Arcenas.
(L-R) Renato de Leon, Mary Rose Loperez, Jose Ramon Ramos, Lyka Ellace Dado, Mark Anthony Virtus, Fidel Arcenas, Kate Michelline Malano, and Rodel Tala
David John D. Pontiga and Odonilo B. San Juan for mapping the locations of infrastructure projects; Rodel
L. Tala, Glory Hope M. Peco, and Renato S. de Leon for some of the photos; Jose Ramon “Ping” L. Ramos
who lent us his skills in graphics and experience in printing; and all those who in one way or the other
contributed to the completion of this report.
We also extend our gratitude and appreciation to our COO, and ACOOs Atty. Joy M. Bulauitan, Jetro
Nicolas F. Lozada, and Engr. Nestor M. Domalanta for their encouragement and support.
On a personal note, I wish to profusely thank Lyka Ellace C. Dado and Mary Rose U. Loperez of MISD, and
Mark Anthony K. Virtus of the TTD who literally pitched tent for weeks in my office as we did the first draft,
countless revisions, and the final layout. Lyka, our InDesign artist and Mark, our go-to-guy for the visuals
and graphics, collaborated on the page make-up. Mary Rose, with her skills in Photoshop, did the design
for a number of info-graphics. For me, working with these three millennials ushered recurring rushes of
déjà vu.
They’ve done their part exceedingly well. Any error in any form in this report is mine - and mine alone.
Fidel M. Arcenas
Editor-in-Chief