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CENTRAL LUZON TOURISM ACTION PLAN, 2011-2016

Table of Contents

MESSAGE FROM THE CHAIR OF THE REGIONAL DEVELOPMENT COUNCIL III AND GOVERNOR OF BULACAN ............ iii

MESSAGE FROM THE REPRESENTATIVE OF THE 3RD DISTRICT OF PAMPANGA ............................................ iv

MESSAGE FROM THE CHAIR OF THE SECTORAL COMMITTEE ON TOURISM AND MAYOR OF ANGELES CITYv

MESSAGE FROM THE DIRECTOR OF THE DEPARTMENT OF TOURISM III ..................................................... vi

MESSAGE FROM THE VICE-CHAIR OF THE REGIONAL DEVELOPMENT COUNCIL III AND DIRECTOR OF NEDA REGION III .......................................................................................................................................... vii

ACKNOWLEDGMENT ................................................................................................................................... viii

ACRONYMS ................................................................................................................................................... ix

FOREWORD ................................................................................................................................................... x

EXECUTIVE SUMMARY .................................................................................................................................. xi

I. Background/Rationale ......................................................................................................................... 1

II. Planning Area ....................................................................................................................................... 2

III. Current Situation ................................................................................................................................. 3

A. Global Trend.................................................................................................................................. 3

B. Local Performance ........................................................................................................................ 5

C. Tourism Development Challenges ................................................................................................ 6

IV. The Region in the Context of the National Tourism Development Plan (NTDP) .................................. 8

V. Action Plan ......................................................................................................................................... 10

A. Core Strategy .............................................................................................................................. 11

B. Developing and Marketing Competitive Tourist Destination and Products ................................ 17

C. Improving Tourism Institutional, Governance and Human Resource Capacities ........................ 23

D. Improving Market Access and Connectivity ................................................................................ 26

VI. Policy Recommendations .................................................................................................................. 34

VII. Implementation Arrangement ........................................................................................................... 35

VIII. Monitoring and Evaluation ................................................................................................................ 36

ANNEXES ..................................................................................................................................................... 37

REFERENCES ................................................................................................................................................ 45

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List of Tables Table 1. Top Ten Country Destinations, 2011 ............................................................................................... 4 Table 2. Strategic Cluster Destination Profile ................................................................................................ 9 Table 3. TRIP’s with Approved Allocation .................................................................................................... 28 Table 4. TRIP’s Proposed for FY 2014 .......................................................................................................... 29 Table 5. Central Luzon Tourism Action Plan Matrix ..................................................................................... 31

List of Figures Figure 1. Regional Economy .......................................................................................................................... 2 Figure 2. W-Growth Corridor Strategy .......................................................................................................... 3 Figure 3. International Tourist Arrivals .......................................................................................................... 3 Figure 5. International Tourist Arrival by Region ........................................................................................... 4 Figure 4. International Tourist Arrival by Economy ....................................................................................... 4 Figure 6. Visitor Arrival to the Philippines ..................................................................................................... 5 Figure 7. Region III Visitor Arrival .................................................................................................................. 5 Figure 8. Domestic Visitor Arrival, by province/Tourism Area, 2011 ............................................................. 6 Figure 9. Foreign Visitor Arrival, by province/Tourism Area, 2011 ................................................................ 6 Figure 10. Central Luzon Tourism Development Framework ...................................................................... 11 Figure 11. Tourism Development Areas/Service Centers ............................................................................ 12 Figure 12. Central Luzon Tourism Clusters .................................................................................................. 18 Figure 13. Tourism Road Infrastructure 2012/2013 Approved/Proposed TRIP ........................................... 27

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MESSAGE FROM THE CHAIR OF THE REGIONAL DEVELOPMENT COUNCIL III AND GOVERNOR OF

BULACAN

The Regional Development Council (RDC) takes pride of the completion of the Central Luzon Tourism Action Plan (CLTAP) 2011-2016. The Council is grateful to the Special Committee on Tourism headed by Mayor Edgardo D. Pamintuan and to all the individuals who have taken time and effort to participate in the crafting of the plan.

But more than being pleased in having a document as another RDC accomplishment, I am gratified by the thought of a plan that will guide and coordinate tourism development efforts in the region. I see this as crucial given the wide array of players involved in tourism promotion whose actions and activities need to be coordinated so that tourism may bear the full fruits of its benefits and share more to economic growth as synergy from said efforts is achieved. As Central Luzon holds so much potential in tourism, it will no doubt stand to benefit from a planned and integrated approach to tourism development. Harnessing of such potential will definitely go a long way in contributing to the economic growth of the region, at the same time, in preserving the region’s natural, historical, and cultural wonders.

As the current chairman of the RDC, I enjoin all stakeholders to be guided by the Tourism Action Plan, to put their acts together and actively participate in fostering tourism growth and development as a strategy towards achieving rapid, sustained and inclusive growth, which is one of the goals espoused in the Central Luzon Development Plan 2011-2016.

WILHELMINO C. SY-ALVARADO

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MESSAGE FROM THE REPRESENTATIVE OF THE 3RD DISTRICT OF PAMPANGA

Kudos to the Regional Development Council - Special Committee on Tourism headed by Angeles city Mayor Edgardo D. Pamintuan, for the earnest work in completing the Central Luzon Action Plan. Indeed the region needs to be proactive and to capitalize on the fact that it is a major gateway in order to capture a larger share of the booming tourism market. The region cannot afford to be complacent and leave to chance or market forces tourism promotion and growth, because of the huge opportunity cost that is lost by simply maintaining the "status quo" and allowing competitors in other regions dominate those of Central Luzon. While the Clark International Airport provides the region an advantage over the other regions, it would benefit more from such physical advantage if these will be coupled by excellent tourism products and services. The plan can guide the identification, development and implementation of tourism programs that would meaningfully and effectively create an atmosphere attractive enough for tourists to want to visit the region. To be truly competitive, we will have to enhance infrastructure, strengthen support services, and intensify promotion. Now that the framework has been drawn for achieving the region's tourism development goal, the next important step is to translate the plan to concrete actions. It is thus with great note that I enjoin all tourism stakeholders in Central Luzon help bring to fruition the Tourism Action Plan, for the sake of the region's development and that of its people in particular. Mabuhay ang Central Luzon! OSCAR S. RODRIGUEZ

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MESSAGE FROM THE CHAIR OF THE SECTORAL COMMITTEE ON TOURISM AND MAYOR OF

ANGELES CITY

As chairman of the RDC Special Committee on Tourism, it is with honor and pride that I present to the region’s stakeholders the Central Luzon Tourism Action Plan. I am grateful to the RDC for taking the initiative and providing the cue for the plan’s preparation, opportune as it is because of the growing tourist arrival in the region, and the increasing number of tourists in the global market. The region is fortunate that it has in its midst the Clark International Airport which has allowed easier access to the region to both local and foreign travellers. The region though should not be content in just having a gateway, but must work on developing more reasons for tourists to want to stay and spend more time here, to maximize the benefits that the region could gain from tourism in the form of revenues and jobs. The CLTAP’s value is in providing a framework of action for developing and promoting tourism in the region. It suggests of the concerns that the region should be directing its attention that would help it raise the level and quality of tourism in the region. As such actions require commonly and essentially the collective efforts of all concerned stakeholders, I call on the participation of all interest and responsible groups to work together and give their share in ensuring that we achieve our vision of being a favored tourism destination. I would like to thank Director Ronaldo P. Tiotuico of the DOT and all the other members of the Technical Working Group for the commitment they have shown in preparing and completing the CLTAP. EDGARDO D. PAMINTUAN

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MESSAGE FROM THE DIRECTOR OF THE DEPARTMENT OF TOURISM III

As the government’s primary arm in promoting tourism development, the Department of Tourism (DOT) is grateful for the initiative taken by the Regional Development Council in coming up with the Central Luzon Tourism Action Plan. Indeed the plan is vital and timely as the region braces for more tourist arrival with the expansion and modernization of the region’s primary gateway –the Clark International Airport. With this as forthcoming, the region needs to be able to prepare and set an environment for tourists to want to stay, explore and experience the region. Such an environment, however, requires the creative and integrated work of all the players involved in tourism promotion, not just the DOT. It is therefore with high hopes that through the CLTAP, collaboration among stakeholders may be strengthened and that efforts at building a more attractive tourism climate be better contrived with all the players contributing their share towards said end. My deepest appreciation to the members of the Technical Working Group for their shared time and inputs that made possible the completion of the CLTAP, and to Mayor Edgardo D. Pamintuan for his unrelenting support to this endeavor as well as championing the cause of tourism development in the region.

RONALDO P. TIOTUICO

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MESSAGE FROM THE VICE-CHAIR OF THE REGIONAL DEVELOPMENT COUNCIL III AND

DIRECTOR OF NEDA REGION III

The Secretariat is thankful to all who have extended their help and made possible the completion of the Central Luzon Tourism Action Plan. The idea for the plan was hatched in 2011 through the inspiration of former RDC Chairman, Congressman Oscar Rodriguez. The intent is to have a blueprint that would guide the region to better seize the opportunities from a growing tourism market and the improvement in access to the region brought about by the modernization of the region’s international gateway and seaports. As more tourists are bound to enter our gateway, it only behooves the region to prepare itself in responding to the demands of the tourism market. This could be done, however, with a well laid-out plan and a tourism industry collaborating and acting in sync. The plan, which is anchored on the National Tourism Development Plan (NTDP) and the Central Luzon Tourism Master Plan 1998, was framed as a guide for action to planners, decision-makers, support institutions, and investors in the tourism industry. We hope that the plan would truly serve its purpose and help the region develop into a “must-see destination” comparable to the leading destinations of the country.

SEVERINO C. SANTOS

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ACKNOWLEDGMENT The Central Luzon Tourism Action Plan 2011-2016 owes its completion to the Special Committee on Tourism – Technical Working Group led by DOT Regional Director Ronaldo P. Tiotuico and with members composed of: Name Agency/LGU 1 Ronaldo P. Tiotuico Department of Tourism Region III 2 Michael Palispis Aurora 3 Cesar Cuayson Bataan 4 Sonny Crisitobal Bulacan 5 Limuel Jan Lobederio Bulacan 6 Carolina Uy Nueva Ecija 7 Grace Irabagon Nueva Ecija 8 Arwin Paul Lingat Pampanga 9 Ma. Asuncion Fronda Tarlac

10 Elmer Bulaon Tarlac 11 Maria Domitela D. Mora Zambales 12 Benito Bon Zambales 13 Christine Nunag Angeles city 14 Rico Suarez Angeles city 15 Lorela Montoya Olongapo City 16 Erlinda Lim Olongapo City 17 Noemi Garcia Clark Development Corporation 18 Josephine Poyaoan Clark Development Corporation 19 Linda Pamintuan Subic-Clark Alliance Development Corporation 20 Rommel De Jesus Subic-Clark Alliance Development Corporation 21 Frankie Villanueva Metro Angeles Chamber of Commerce and Industries 22 Mitch Otsuro Metro Angeles Chamber of Commerce and Industries 23 Jem Camba Subic Bay Metropolitan Authority 24 Nida Roio Subic Bay Metropolitan Authority 25 Gilda Padua Alliance of Travel and Tour Agencies of Pampanga

Special thanks to the Policy Formulation and Planning Division of NEDA III for packaging the plan and to Ms. Rowena Victoria P. David for doing the cover and layout. Pictures used on this action plan were taken from the web and from DOT Region 3. Appreciation is above all extended to Angeles City Mayor Edgardo D. Pamintuan for pushing for the completion of the plan and in advocating for the plan’s adoption.

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ACRONYMS

ATOCEL - Association of Tourism Officers in Central Luzon

BPLS - Business Permit and Licensing System

CDC - Clark Development Corporation

CLTAP - Central Luzon Tourism Action Plan

DepED - Department of Education

DILG - Departement of the Interior and Local Government

DMIA - Diosdado Macapagal International Airport

DOT - Department of Tourism

DPWH - Department of Public Works and Highways

DSWD - Department of Social Welfare and Development

DTI - Department of Trade and Industry

LGU - Local Government Unit

MICE - Meetings, Incentives, Conferencing, Exhibitions

NLEX - North Luzon Expressway

NTDP - National Tourism Development Plan

PNP - Philippine National Police

PPA - Philippine Ports Authority

PPP - Public-Private Partnership

RDC - Regional Development Council

RGA - Regional Government Agency

RTAP - Regional Tourism Action Plan

SBMA - Subic Bay Metropolitan Authority

SCAD - Subic-Clark Alliance for Development

SCT - Special Committee on Tourism

SCTEX - Subic-Clark-Tarlac Expressway

TDA - Tourism Development Area

TESDA - Technical Education and Skills Development Authority

TEZ - Tourism Enterprise Zone

VIC - Visitor Information Center

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FOREWORD

In 2011 the world’s tourists recorded 980 million, a 4.4 percent increase from the previous year’s level of 930 million. If the projection for 2012 is proven correct, that is a 3-4 percent increase, the number of tourists for the year would already be surpassing the one billion mark by year-end. And if the trend continues its way up, the UNWTO projects that by 2030 the volume of tourists would be 1.8 billion.

Not only is the number of international tourists growing but the Asia-Pacific region is taking a growing slice of the global travel market, with share in 2011 of 22 percent. This share is second to Europe with a 51 percent share of the global market, while the Americas slid to third with a 16 percent share. Apparently the growth in volume of tourists in Asia-Pacific has been more robust with the region securing a 5.6 percent growth in 2011 compared to 6.0 percent for Europe and 4.2 percent for the Americas.

Given the above scenario, the opportunity for the Philippines is high to capture more of the ballooning number of tourists particularly in the Asia-Pacific, with its own unique set of

attractions. The figure in fact has already gone up to 3.5 million in 2011, the highest ever recorded for the country. Nevertheless, the number still pales in comparison with that of other ASEAN countries, reason for us now to think about how to increase our chance of attracting more tourists and maximizing the benefits that may be derived from it.

The Central Luzon Tourism Action Plan was formulated to help in the country’s quest for higher tourism growth. In the same way that the National Tourism Development Plan 2011-2016 was crafted to provide a strategic framework and guide to the tourism sector for its development, the regional tourism action plan provides a guide or a way forward to the region’s tourism stakeholders towards enhancing the region’s tourism industry, making it more robust and able to contribute to job creation and economic growth. The plan includes interventions for strengthening institutions and partnerships, developing competitive attractions and improving marketing as well as building the necessary support infrastructure.

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EXECUTIVE SUMMARY

Despite uncertainties in the global market, travel and tourism kept its growth, even 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. The country’s 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 2005 to 2.06 million (354,560 foreign tourists) in 2012. Nevertheless, said number remains a paltry share of the country’s tourists, although the sense is that the region is rich in potential which when tapped and harnessed could further the region’s tourism industry’s growth. Hence, to take on the opportunity of creating 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 No. 03-03-2011, with Mayor Edgardo D. Pamintuan of Angeles City named as chairman of the committee. The Committee, however, agreed that instead of a master plan, an action plan that is anchored on the National Tourism Development 2012-2016 would be prepared. The regional tourism action plan 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. The Central Luzon Tourism Action Plan (CLTAP) takes off from the development approach and strategies identified in the NTDP. Geared towards building the region’s own tourism competitive strength, the plan focuses on 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.

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Primarily, the main strategy 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 region’s 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 region. Shown below is an illustration of said concept:

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Tourism development of the provinces or tourism development areas (TDA) would also be pursued around the following themes:

To realize the above strategies and respond to meeting the thrusts and goals of the NTDP, the Region shall endeavor to carry out the following measures:

NTDP Strategic Direction 1: Developing and marketing competitive tourist destination and products

Action Responsible/ Participating Entity(ies)

Time Frame

Short Medium Long PRODUCT DEVELOPMENT

Organize Clusters of TDAs DOT, ATOCEL

Rehabilitate/redevelop TDAs

• Conduct diagnostic assessment of sites • Formulate local tourism area/site development

plans/business plan

LGUs, DENR, DOT, DTI, SBMA, CDC

• Implement site improvement LGUs, DOT, TIEZA Developing unique features, such as architecture,

customs and traditions

Enhancing the aesthetic character or environment/ beautification

Open space/ amusement or green park development

Development of walk paths, local art or craft shops

Providing areas or venues for sports or outdoor recreation

Develop new market-competitive destinations and products

• Development of Subic for cruise tourism SBMA, DOT • Develop facilities for large conventions in

Clark and Subic SBMA, CDC, DOT

• Develop potential for entertainment/amusement, sports, ecotourism, wellness, medical and retirement tourism

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

Province/TDA Core Theme 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

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Time Frame

Short Medium Long • Development of integrated resort Private Sector Establish TEZs and investment incentives TIEZA, LGUs

Conduct Cultural Mapping LGUs, NHI

Implement preservation and development of cultural and historical heritage

LGUs, NHI, DOT

Develop or improve accommodation and other service facilities

DOT, private sector/associations of hotels, resorts and restaurants, LGUs

Intensify promotion of tourism-local industry linkage

DTI, DOT, private sector

MARKETING AND PROMOTION Develop and promote a unified tourism brand LGUs, DOT, SBMA, CDC

Determine target markets DOT, ATOCEL, CDC, SBMA *

Mobilize various media to promote CL’s attractions

DOT, LGUs, CDC, SBMA *

Harmonize marketing and promotion collaterals SBMA, CDC, LGUs, DOT

Organize tour operators DOT, tour operators

Develop tour packages Tour operators, SBMA, CDC

Strengthen market research and database management

• Build DOT’s market research database DOT

• Network with academic and other institutions DOT, academe, market research institutions

*

NTDP Strategic Direction 2:

Improving tourism institutions, governance and human resource


Time Frame

Short Medium Long Develop and implement a tourism enterprise accreditation system and standards

DOT, LGUs, RDC

Institutionalize/establish policies for regulating and monitoring tourism enterprises

DOT, LGUs

Streamline business permit and licensing system and reduce cost of doing business

DTI, LGUs

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NTDP Strategic Direction 2: Improving tourism institutions, governance and human resource


Time Frame

Short Medium Long Institutionalize local tourism offices and build capacities of LGUs

LGUs, DOT *

Determine and establish an appropriate mechanism for facilitating tourism investment promotion[Investor’s Assistance Office (IAO)]

RDC, DTI, SCAD

Strengthen stakeholder partnerships DOT

Strengthen DOT’s capacity as coordinating and facilitating body

DOT, TIEZA *

Mobilize public and private resource for tourism promotion and product development

ATOCEL, LGUs, NGAs *

Develop competent and productive tourism workforce

LGUs, SBMA, CDC, DOT, TESDA

*

Intensify tourism security LGUs, PNP *

Develop and implement programs for safeguarding vulnerable groups

LGUs, DSWD

Formulate and adopt local tourism codes LGUs

Organize tourist transport services and rationalize transport fares

LTFRB, SBMA, CDC, CIAC, DOTC

Study the possibility of alternative transport mode, in particular the revival of the port of Orion for Metro Manila and Central Luzon connection through the western seaboard

DOTC, LGUs

Identify and build priority tourism road infrastructure

LGUs, DPWH, DOT,

Build, install VICs, clean rest stops, directional signage

DOT, TIEZA, DPWH

Improve traffic management LGUs, DOTC *

Note: * - continuing activity

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In pursuit of the Action Plan, the following policies are also recommended:

• 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.

• 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 area’s 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 region’s 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.

Given the enormity of the task for implementing the Plan, it is therefore crucial that all industry players play a role or participate in this effort. Hence, all are enjoined to give their share because it is only truly through partnership and collaboration could the intent of the Plan be achieved and the tourism sector’s sustainable development be a reality.

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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 country’s visitors swelled, the

numbers remain a paltry share of the world’s total and a remote comparison of even the countries in the ASEAN. For example, while the number of tourists in the Philippines rose to a high of 3.9 million in 2011 as compared to only 3.5 million in 2010, inbound tourists already counted 24.7 million in Malaysia and 19.10 million in Thailand. Nevertheless, hopes are still high that with more creative marketing, the country will be able to attract more visitors and breach the 5-million mark as it already hit 4.3 million in 2012.

• A good number of the country’s 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 2005 to 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-à-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 No. 03-03-2011. Mayor Edgardo Pamintuan of Angeles City was named chairman of this committee.

• Coinciding with the committee’s 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.

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• With the NTDP already providing the framework and development direction, the SCT formulated a regional tourism action plan (RTAP) 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.

II. Planning Area a. Regional Economy

Central Luzon’s 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 country’s main staple, i.e. rice, among other crops, to livestock and aquaculture. These products make the region a major contributor to the country’s GVA in agriculture, fishery and forestry, accounting for 10 percent.

Providing balance to agriculture are the region’s 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 region’s economy, the industry sector for 42 percent and agriculture for 17 percent

(Figure 1). Together, the three sectors serve as backbone of the region’s economy, and help push the region as a vital cog in national economic growth and development.

b. Growth Strategy

With services, industry and agriculture as main economic drivers, Central Luzon adopted a three-pronged spatial strategy that strongly pushes for the promotion and development of the said sectors. Figure 2 shows the conceptual design of the region’s growth strategy referred to as the W-Growth Corridor Strategy. The

strategy involves the development of tourism in the western section of the W referred to as the tourism belt; industry in the central section or the industrial belt; and agriculture in the eastern section or the green belt.

Figure 1. Regional Economy

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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 Tarlac, Nueva Ecija and Aurora provinces has been described as such because of the primarily agricultural nature of this section of the region’s 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 region’s vision of

becoming a favored tourist destination in the country.

III. Current Situation

A. Global Trend

Notwithstanding current global economic challenges, international tourism continued its way up, surpassing previous levels and making milestones. For the first time ever in 2012, tourist arrival count worldwide crossed the 1-billion mark, reaching 1.035 billion or a growth of 4 percent from last year’s 983 million tourists. Said growth is also the long-term average according to the UNWTO for the period 1995 to 2012 (Figure 3). For 2013, a similar or slightly slower pace (3-4 percent) is expected taking into account prevailing global conditions, while the UNWTO’s 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.

Figure 2. W-Growth Corridor Strategy

Figure 3. International Tourist Arrivals

Source: UNTWO

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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)

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).

Figure 4. International Tourist Arrival by Region

Figure 5. International Tourist Arrival by Economy

Table 1. Top Ten Country Destinations, 2011

Source: UNTWO

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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 world’s 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).

On the other hand, visitor arrival in Central Luzon (Figure 7) is also in the upswing, with positive annual growth from 2001 up to 2012. In 2011, the region breached the 1-million mark for the very first time when it recorded 1.7 million during the year [more tourists were captured this time because of the improved recording and reporting system of visitor survey adopted by the SBMA]. A 20-percent increase followed in 2012, bringing the figure to an all-time high record of 2.06 million. A bigger volume is expected this year and beyond with the coming in of more airlines: The Emirates is expected to launch flights in Clark in October 2013.

Domestic tourists share for about 70 percent of Central Luzon’s 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 7. Region III Visitor Arrival 2001-2012

Figure 6. Visitor Arrival to the Philippines 2002-2012

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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 region’s 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 Luzon’s wealth of diversity is also reflected in its tourism products or attractions, with natural, cultural to man-made recreations dotting the region’s 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 region’s 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 region’s 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

Figure 9. Foreign Visitor Arrival by province/Tourism Area, 2011

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

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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, 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.

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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 industry’s 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 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.

IV. The Region in the Context of the National Tourism Development Plan (NTDP)

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 region’s 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 region’s 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.

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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 heritage—historic 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 • Diversity of tourism assets • Strong private sector regional tourism

association

• Substandard access and visitor infrastructure and services at most tourist sites

• Insufficient accommodation capacity to allow for sustained 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 eruptions—Mt. Pinatubo and earthquakes

• Typhoons

Market Product Development Opportunities

Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-purpose convention and exhibition facilities directed at the regional international and domestic tourist markets supported by broad range of nature and culture sightseeing activities. Key Products: Nature Based, Sun and Beach, Cultural Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism

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Key Development Deficiencies and Needs

Access & Connectivity

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

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

• Gaining access to legacy flight carriers or markets

Tourist Site & Attraction Development

• Improving last mile access road access and at-site visitor infrastructure and operations and maintenance to key natural and cultural heritage tourist sites coastal, island and mountain landscapes and protected areas

Tourist Accommodation Needs

• Develop small, medium and large beach resorts • Develop major leisure, entertainment, sport, and convention and events facilities in

Clark, Subic and Tarlac • Develop extensive day tour sightseeing, theme attraction, adventure, and sports

products. • Well-maintained facilities and services in every tourism destination (airports, parks

etc.)

Forecasts Arrivals 2010 – 2016

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

Foreign: 145,767 Domestic: 446,338 Total: 592,105

Foreign: 195,342 Domestic: 598,136 Total: 793,478

Foreign: 435, 258 Domestic: 790,715 Total: 1,225,973

Note: Lifted from the NTDP

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 region’s 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.

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Figure 10. Central Luzon Tourism Development Framework

A. 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 region’s 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 region. As such, province would have its unique attractions and capacity to meet tourist expectations. Figure 11 shows an illustration of the region’s basic design concept or core strategy. The colored points or circles are the tourism centers, with the biggest circle as the gateway and jump off point. The arrows show that from the gateway, tourists can choose to go to any of the various tourism centers as destination.

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

Province/TDA Core Theme 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

Figure 11. Tourism Development Areas/Service Centers

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Aurora: Surfing and Country Get Away

Bataan: Historic Place of Valor

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Bulacan: Arts, Cultural & Historical Center

Nueva Ecija: Agri-Tourism & Nature Adventure Destination

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Pampanga: Culinary Hotspot

Subic-Clark: Leisure, Sport & MICE Hub

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Tarlac: Pilgrimage and Eco-tourism Sites

Zambales: Beach & Mountain Hideaway

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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 2011-2016. Such actions/measures shall serve as platform for LGUs and other tourism stakeholders for development of tourism in their respective sphere of influence. Table 5 shows the plan in matrix form with corresponding expected outputs or outcome.

B. Developing and Marketing Competitive Tourist Destination and Products

Product Development 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 region’s tourist attractions describes these as needing enhancements, not being enough and not connected. Although the region has the advantage of access, it is not the preferential choice as statistics also indicate. Thus, the challenge for the region is to develop its tourist attractions into something that would truly be a “must experience” for tourists. Below are the steps the region shall take towards achieving the above-said objective:

1. Organize clusters of tourism development

areas. The region shall pursue clustering of the TDAs as a strategy in the development and promotion of tourism destinations. This is to facilitate integrated planning and convergence of efforts of areas in the cluster --- such approaches being necessary in coming up with tourism products capable of generating a bigger impact than that created by individual TDA. The approach is likewise recommended to help in organizing and promoting tour packages covering attractions from one or several TDAs. The TDAs shall be divided into four (4) clusters (see Figure 12): C-1: West Central Luzon Cluster consisting of

Zambales, Bataan, SCADC, the Subic Freeport and Olongapo City;

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

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

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

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Figure 12. Central Luzon Tourism Clusters

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2. Rehabilitation/redevelopment of TDAs

2.1. Formulate local and site tourism development and management plans for enhancing the region’s tourist attractions. Each tourism development area is assigned a product theme based on the area’s 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 In enhancing the tourist destinations, attention shall be given to increasing the activities that tourists can engage in including the following: • Developing unique features, such as architecture, customs and traditions; • Enhancing the aesthetic character/environment or beautification; • Open space/amusement or green park development; • Development of walk paths, local art or craft shops; • Providing areas or venues for sports or outdoor recreation;

3. Develop new market-competitive destinations and products. The clusters’ long-run objective is to develop new market- competitive destinations and products, identify areas of complementation, and accordingly work towards said end. One promising venture that may be explored is the development of Subic as one destination in several island-hopping cruise packages, the like of Subic-Puerto Galera-Boracay-Palawan cruise. Priority shall also be given to developing the region’s 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: 1. Mt. Tapulao 2. Subic-Bataan Rainforest 3. Mt. Arayat National Park 4. Biak-na-BatoNational Park 5. Pinagrealan National Park 6. Mt. Pinatubo 7. Bataan National Park 8. Minalungao National Park 9. Hermana Mayor Marine Protected Area

10. Pawikan Conservation Project Site 11. Pantabangan-Carranglan Watershed 12. Balanga Wetland and Nature Park 13. Matanda River and Mangrove Stand* 14. Yaha Mangrove Patch and Panglit Marine

Sea Bed Protected Area* 15. Talavera Watershed Forest Reserve* 16. Roosevelt National Park*

* no pictures available

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From top to bottom: (1) Mt. Tapulao; (2) Subic-Bataan Rainforest; (3) Mt. Arayat National Park; (4) Biak-na-Bato National Park; (5) Pinagrealan National Park; (6) Mt. Pinatubo; (7) Bataan National Park; (8) Minalungao National Park; (9) Hermana Mayor Marine Protected Area; (10) Pawikan Conservation Project Site; (11) Pantabangan-Carranglan Watershed; and, (12) Balanga Wetland and Nature Park

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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.

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 region’s 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.

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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 buffs, culinary enthusiasts, ecotourists, sports/adventure enthusiasts. Use of multi-media shall increasingly but judiciously utilized to generate as much interest as is widely possible, particularly in the domestic market as the region’s 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 DOT’s 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 serve as the repository of all data and researches done on the industry and by various entities.

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C. 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 region’s tourism sector and equipping of the region’s 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 country’s 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. 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

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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 Investor’s 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 Investor’s 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.

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 government’s job. It is a pursuit that requires concerted partnerships among the sector’s 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 DOT’s role as facilitator and coordinator of regional tourism development and promotion.

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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 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 sector’s 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 region’s quest to develop the quality of human resources fitted for the industry’s 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 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,

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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.

D. 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 region’s 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. 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 region’s gateways with the tourist service centers/destinations and attractions.

A number of road infrastructure projects have already been identified under the DOT-DPWH Convergence Program (see Figure 13). Tables 3 & 4 show the list of approved projects and proposed projects for 2012 to 2014. The DOT shall continue to work with the LGUs and the DPWH for other road projects to be proposed for the succeeding years.

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

The above-said services are needed for ease of mobility and travel convenience. The target is for all TDAs to have their VICs and to establish

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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.

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

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Table 3. TRIP’s with Approved Allocation

Name/Location of Project Allocation

(P’000) Status

I. FY 2012 1. Pantabangan-Canili Bypass Road (Aurora) 100,000 Phase 1: 27.19 % completed

(Target Date of Completion: February 2014)

2. Aquino Byway Manila North Road (via Mabalacat-Magalang Road)-Pampanga

100,000 1.5% completed (TCD: April 16, 2014); suspended due to RROW issues

Subtotal 200,000 II. Proposed for FY 2013 1. Pantabangan-Canili Bypass Road (Aurora) 150,000 Phase 2 : Ongoing preparation of

Program of Work (POW)

2. Sabang, Baler Road (Aurora) 50,000 22.2% completed (TCD: October 2013)

3. Clark-Angeles-Magalang Road (Angeles City) 100,000 Target Start: May 2013/TCD: May 2014

4. West Circumferential Road (Friendship Highway, Angeles City section)

100,000 Bidded out/Post Bid evaluation ongoing

5. Aquino Byway – MNR (via San Jose MalinoAnao Road and del Rosario-Calulut, San Fernando City, Pampanga)

150,000 Ongoing survey works for the preparation of plans thru outsource by BOD

6. Lourdes-Clark Airbase Road-Tarlac 100,000 Ongoing As staked survey /Target Start: May 2013/ TCD: January 2014

Subtotal 650,000 Grand Total 850,000

Source: DOT-RIII and DPWH-III Note: Status as of June 20, 2013

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Table 4. TRIP’s Proposed for FY 2014

Name of Project Project Cost (P,000) Location

Bagac-Mariveles Road (Upgrading)-(access road leading to Anvaya Cove and Bataan Technology Park)

572,000.00 Bataan

Paseo del Congreso (access road leading to Barasaoin Church and Casa Real)

152,988.00 Bulacan

Concreting/Improvement of Duhat-Bunducan Road, Bocaue, Bulacan(access road leading to Ciudad de Victoria)

109,005.84 Bulacan

Concreting/Improvement of Bocaue –Sta. Maria via Taal Road Bocaue, Bulacan(access rd leading to Ciudad de Victoria)

273,929.91 Bulacan

Concreting/Improvement of Bocaue Old Road, Bocaue, Bulacan(access rd leading to Ciudad de Victoria)

53,730.68 Bulacan

Concreting/Improvement of Bintog-Liciada-Pandi Rd. (access road leading to Ciudad de Victoria)

238,007.02 Bulacan

Concreting/Improvement of SantolBintog Rd, Balagtas, Bulacan (access road leading to Ciudad de Victoria)

170,684.16 Bulacan

Concreting/Improvement of Igulot Municipal Rd, Bocaue, Bulacan (access road leading to Ciudad de Victoria)

7,584.87 Bulacan

Concreting/Improvement of Balubaran Rd, Bocaue, Bulacan (access road leading to Ciudad de Victoria)

13,977.13 Bulacan

Concreting/Improvement of Bolocan Road, Bocaue, Bulacan (access road leading to Ciudad de Victoria)

12,428.43 Bulacan

Concreting/Improvement of Binang 1st Road, Bocaue, Bulacan (access road leading to Ciudad de Victoria)

5,999.12 Bulacan

Concreting/Improvement of Binang 2nd Rd, Bocaue, Bulacan (access road leading to Ciudad de Victoria)

1,734.52 Bulacan

Bocaue-San Jose-Bagbaguin-Puso Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

63,412.04 Bulacan

Widening of Sta. Maria Bridge and Approaches (access road leading to Ciudad de Victoria)

75,324.42 Bulacan

Construction of San Gabriel By-Pass Bridge, Sta. Maria, Bulacan(access road leading to Ciudad de Victoria)

73,910.23 Bulacan

San Gabriel_MahabangParang Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

64,190.02 Bulacan

Paso-San Gabriel Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

67,280.39 Bulacan

Paso-TabingBakod Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

48,509.79 Bulacan

San-Gabriel-Camangyanan-Kaybitin Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

61,293.35 Bulacan

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Name of Project Project Cost (P,000) Location

Duhat-Marilao Exit Rd. (service road), Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

32,028.23 Bulacan

TabingBukod-Bagbaguin By-Pass Rd., Sta. Maria (access road leading to Ciudad de Victoria)

15,692.86 Bulacan

San Gabriel By-Pass Rd., Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

20,612.14 Bulacan

Patubig Road, Marilao, Bulacan (access road leading to Ciudad de Victoria)

22,130.35 Bulacan

Sta. Rosa II-Camangyanan Road, Marilao, Bulacan (access road leading to Ciudad de Victoria)

50,787.68 Bulacan

Camangyanan Road, Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

26,533.64 Bulacan

Camangyanan-Kaybitin Road, Sta. Maria, Bulacan (access road leading to Ciudad de Victoria)

16,575.68 Bulacan

Rehabilitation/Improvement of Mayantoc –San Clemente Circumferential Road (access road leading to Kalaw National Park and Timangguyob)

114,470.00 Tarlac

Concreting of Eco Park Downhill access road leading to Eco-Tourism Park

78,205.00 Tarlac

Asphalt Overlay of Tibag Eco Park Road and Construction of Lubigan Bridge (access road leading to Eco-Tourism Park and Monasterio de Tarlac)

641,600.00 Tarlac

Rehabilitation/Improvement of Cycling Circuit Road (access road leading to Mt. Ngile Picnic Ground)

181,108.00 Tarlac

Concreting of Road Network within Eco-Tourism Park 24,840.00 Tarlac Concreting of LubiganBueno Access Road leading to Bueno Hot Spring 277,640.00 Tarlac Construction of BuenoO’Donnel Rest.-Dapdap Road (access road leading to Bamban hills and cave)

136,305.00 Tarlac

DampaySalaza Road (access road leading to Mount Tapulao Eco-Tourism Project)

78,205.00 Zambales

Total 3,782,723.51

Source: DPWH-RIII

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Implementation Program

Table 5. Central Luzon Tourism Action Plan Matrix


Action Responsible/Participating Entity(ies)

Time Frame

Short

Medium

Long

Product Development Organize Clusters of TDAs DOT, ATOCEL Rehabilitate/redevelop TDAs • Conduct diagnostic assessment of sites • Formulate local tourism area/site

development plans/business plan

LGUs, DENR, DOT, DTI, SBMA, CDC

• Implement site improvement LGUs, DOT, TIEZA

Developing unique features, such as architecture, customs and traditions

Enhancing the aesthetic character or environment/ beautification

Open space/ amusement or green park development

Development of walk paths, local art or craft shops

Providing areas or venues for sports or outdoor recreation

Develop new market-competitive destinations and products

• Development of Subic for cruise tourism SBMA, DOT • Develop facilities for large conventions in

Clark and Subic SBMA, CDC, DOT

• Develop potential for entertainment/amusement, sports, ecotourism, wellness, medical and retirement tourism

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

• Development of integrated resort Private Sector Establish TEZs and investment incentives TIEZA, LGUs Conduct Cultural Mapping LGUs, NHI

Implement preservation and development of cultural and historical heritage

LGUs, NHI, DOT

Develop or improve accommodation and DOT, private

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Time Frame

Short

Medium

Long

other service facilities sector/associations of hotels, resorts and restaurants, LGUs

Intensify promotion of tourism-local industry linkage

DTI, DOT, private sector

Marketing and Promotion Develop and promote a unified tourism brand

LGUs, DOT, SBMA, CDC

Determine target markets DOT, ATOCEL, CDC, SBMA *

Mobilize various media to promote CL’s attractions

DOT, LGUs, CDC, SBMA *

Harmonize marketing and promotion collaterals

SBMA, CDC, LGUs, DOT

Organize tour operators DOT, tour operators

Develop tour packages Tour operators, SBMA, CDC

Strengthen market research and database management

• Build DOT’s market research database DOT

• Network with academic and other institutions

DOT, academe, market research institutions

*



Time Frame

Short

Medium

Long

Develop and implement a tourism enterprise accreditation system and standards

DOT, LGUs, RDC

Institutionalize/establish policies for regulating and monitoring tourism enterprises

DOT, LGUs

Streamline business permit and licensing system and reduce cost of doing business

DTI, LGUs

Institutionalize local tourism offices and build capacities of LGUs

LGUs, DOT *

Determine and establish an appropriate mechanism for facilitating tourism investment promotion[Investor’s Assistance Office (IAO)]

RDC, DTI, SCAD

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Time Frame

Short

Medium

Long

Strengthen stakeholder partnerships DOT

Strengthen DOT’s capacity as coordinating and facilitating body

DOT, TIEZA

Mobilize public and private resource for tourism promotion and product development

ATOCEL, LGUs, NGAs *

Develop competent and productive tourism workforce

LGUs, SBMA, CDC, DOT, TESDA

*

Intensify tourism security LGUs, PNP *

Develop and implement programs for safeguarding vulnerable groups

LGUs, DSWD

Formulate and adopt local tourism codes LGUs

NTDP Strategic Direction 3: Improving market access and connectivity


Time Frame

Short

Medium

Long

Organize tourist transport services and rationalize transport fares

LTFRB, SBMA, CDC, CIAC, DOTC

Study the possibility of alternative transport mode, in particular the revival of the port of Orion for Metro Manila and Central Luzon connection through the western seaboard

DOTC, LGUs

Identify and build priority tourism road infrastructure

LGUs, DPWH, DOT,

Build, install VICs, clean rest stops, directional signage

DOT, TIEZA, DPWH

Improve traffic management LGUs, DOTC *

Note: * - continuing activity

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VI. Policy Recommendations

Policies are needed to guide and set the basis for actions. Such are important to facilitate the implementation of the plan as well as in eliciting the cooperation and participation of all concerned stakeholders. The following policies are recommended for adoption especially at the local level (national policies are already in place): • Support tourism industry development

through provision of appropriate incentives, infrastructure and services.

• Ensure management and protection of the environment and natural resources in tourism development areas.

• 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 area’s 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 region’s 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.

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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. DOT: As the lead agency in the promotion of tourism development, the DOT shall be at the forefront of the RTAP’s implementation. Primarily, DOT’s 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 Plan’s implementation; providing policy directions and recommendations that would help push for the attainment of the Plan’s 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

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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

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 plan’s effectiveness vis-à-vis the attainment of the plan’s 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.

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ANNEXES

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Annex A. Tourism Development Issues/Challenges in Central Luzon

Issues/Challenges

Market

• Lack of information/knowledge on behavior and characteristic of current markets (e.g. no visitor sample survey results)

• Lack of information/knowledge on the visitor experience – e.g. satisfaction levels for tour packages, amenities, facilities and services

• Lack of market intelligence on the needs and preferences of existing and potential MICE, adventure, religious, historical, culinary

• Lack of promotion on Subic-Clark as one destination • Lack of funds for professional marketing campaign and promotions • Poor coordination between the public and private sectors on the responsibilities and roles in the packaging

and promotion of events and tour packages. • Lack of synergy in the marketing efforts of Subic and Clark • Development and promotions are focused on Clark and Subic, with little emphasis on the environs such as

Tarlac, Bataan and Zambales

Products

• Need for development of new products and experience (local and regional) • Packages are limited to site visits or holding of events but lack focus on visitor’s experience • Limited organized tour packages in Aurora, Bataan, Nueva Ecija • Lack of packaged tourism attractions resulting in tourism operators focusing on outbound market

promotion. • Limited number of integrated destinations offering a variety of things to see and do (especially the highly

attractive leisure, entertainment, sport, and MICE complexes) able to support a large volume of tourists at a price that is competitive. (NTDP)

• Fragmented activities and attractions. No program that ties up the various destinations or attractions. This tends to limit the choices of tourists in terms of places to visit or attractions to enjoy.

• No identified brand of products specifically for the Region. Brand that would project good image of the region.

• For Subic and Clark, no institutionalized supplier of products from other regions • Limited activities within Subic Bay and Clark Zone.

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Facilities

• Less competitive level of MICE in Subic and Clark compared to other Asian countries. (less than 3000 rooms for the standard and deluxe category)

• Limited number of first class to deluxe room services • Lack of hotel accommodation in Zambales and Aurora areas • Lack of clean public amenities between Clark and Subic • Underdeveloped beaches in Zambales and Bataan; • Accreditation ratings do not reflect the quality of services provided • Lack of information about tourism sites and activities that can be easily accessed from hotel lobbies, airport

terminals, malls • Below tourist standards facilities and services (e.g. Bataan, Iba, Dingalan and Dinalungan, Baler, DMIA) • Lack of good and highly visible signages leading to tourism sites • Limited number of convention facilities

Infrastructure

• Lack of international commercial flights to connect DMIA to source markets such as Japan, Australia, China and the Middle East

• Lack of domestic flights connecting DMIA and other destinations such as Puerto Princesa, Davao, Bohol, Iloilo, Bacolod in order to motivate visitors to use DMIA as entry point

• Need for new Terminal for DMIA to accommodate future growth of carriers, especially low-cost carriers • Absence of an integrated transportation system that will seamlessly move visitors from Subic to other

destinations in the region • Lack of regular public transport system to move visitors within Subic and Clark • Lack of regular public transport system to move from Subic and Clark to surrounding areas, e.g. Tarlac,

Zambales • High taxi fares in DMIA • Improve transport system to include railway (high speed train) to reduce travel time between Metro Manila

and DMIA and the Corridor • Lack of connectivity between and among provincial tourist destinations • Poor lighting system along SCTEX • Inability to develop and expand air accessibility to key growth markets in terms of routes, frequencies, and

capacities. (NTDP) • Inadequate air, sea, and road connectivity between the major international gateways and domestic market

centers and destinations of interest (NTDP)

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Institutional

• Long process for application and renewal of visa • Weak/poor coordination among government institutions • Lack of professional tourism officers at the local level because of the lack of support from LGUs • Setting up one-stop shops for business and investments • Promoting sustainable tourism programs • Infrastructure development for inter-municipality roads • Few tour operators for in-bound tourism • Lack of tour guides that private tour operators which can easily tap • Overlapping institutional functions between and national government and LGUs resulting in uncoordinated,

fragmented, and inefficient outcomes (NTDP) • Need for visitor information and assistance centers in tourism areas to help/assist tourist in moving around

the region • Need to develop tourism in Tarlac

Source: National Tourism Development Plan 2011-2016, Subic-Clark Corridor Tourism Roadmap, Regional Development Plan

Other issues/challenges as identified in previous workshops:

Issues/Challenges

• Need to ensure safety standards as one of the primary concerns of tourists. • Need to develop self-guided, intra-provincial tours for the domestic market with detailed itineraries and

maps. • The region should think about where it would position itself vis-à-vis other competing regions in the

Philippines and how it would be more competitive. • As with other countries, tourism offices need to be located along highways or main road for easy access

of tourists. • Airport hustling or poor tourist handling in airports. Tourist handlers should be able to put in place

appropriate and excellent services for tourists using our airports. • Need to promote a culture of tourism among the region’s populace to help in creating an environment

conducive to tourism. • There should be more activities and places to see and enjoy and interact with the people. • Need to revive value-formation slogans.

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Annex B. Central Luzon’s Tourist Attractions, By Province/TDA

Tourism Sites/Activity/Products by TDA

ANGELES CITY

Culinary Culinary museum, cooking demo Culinary Tour: Kapampangan (Bale Dutung)

International cuisine: Thai – Balibago Middle Eastern Food - Fields District European, Mexican, Japanese - Don Juico Korean - FilAm Friendship Highway

Sisig hotspots

Historical/Cultural /Religious Heritage Tour, Museum and Art Tour, Architectural Tour: Museo Ning Angeles, Pamintuan house, Center for Kapampangan Studies , Founder’s house Independence day reenactment @ Pamintuan House Lantern Festival (Lubenas ning Pasku) Fiesta Tour: Religious Processions , Kapampangan Fiesta Buffet, Filipino traditional childhood games (Palusebo, luksong tinik, etc. Tilbury Horse Competition, Open Air orchestra (Serenata), Local and International Cultural Performances, Street dance party sa araw at gabi Sapang Bato Bagius Festival : Wing theme dancing Red Tour: History tour of the red light district Religious Tour: Siete Palabras (Crucifixion/passion of Christ during Holy Week) October Fiesta Month: Apu Archdiocesan Shrine and Holy Rosary Church

Entertainment and Gaming Casino Filipino

Sports Tourism Deca Clark Wakeboarding

CLARK

Sports Events Hot Air Balloon Festival, Clark Parade Grounds sports events (cricket, rugby, paintball, Frisbee, softball, baseball, ect.), Clark International Speedway, Clark Eagle Firing Range

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Golf Course Mimosa Golf and Country Club, Fontana Water Park and Golf Club, FACC (Korean Golf Club)

Eco-adventure El Kabayo Riding Stables, Paradise Ranch/Zoocobia

Educational Clark Educational Tours

OLONGAPO CITY

Historical/Cultural /Religious Historical Tours in Olongapo City museum and landmarks Groto sa Mabayuhan , Three Cross at Mt. Balimpuyo

Entertainment Olongapo Nightlife (original Gapo sounds/bands)

Eco-tour Mountain and hill treks, falls Scuba Diving and other water activities

SBMA

Theme Parks Ocean Adventure, ZOOBIC safari, Treetop Adventure

Eco-tour Pamulaklakin forest trail, bird watching

Sports Tourism Asean Triathlon (swimming, bike and run), International regatta sailboat

Diving Subic dive site

MICE

AURORA

Surf Sabang Beach, Baler; Charlie’s Point, Baler; Cobra Reef, Baler; Dicasalarin Cove, Baler; Lindy’s Point, Baler; Secret Point, Baler; Lobbot, Dipaculao; Dinadiawan, Dipaculao; Ditale, Dipaculao; Dalugan Beach, Casiguran; Diniog Point, Dilasag; Dimanayat Point, San Luis; Dicapinisan, San Luis

Trek Mt. Mingan, Dingalan; Ditumabo Falls, San Luis; Dibudalan Trail, San Luis; Mt. Minoli, San Luis; Mt. Danayag, San Luis; Mt. Maaling-aling, San Luis; Mt. Udok, Maria Aurora; Bazal-Baubo Watershed, Maria Aurora; Mt. Anacuao, Dinalungan; Kasaysayan, Dilasag; Kayak at Manggitahan River, Dilasag; Mountain Biking, Bird Watching

Dive Munitng Gasang, Baler; Cobra Reef, Baler; Tariktik Point, Baler; Aniao Point, Baler; Nabaliw, Baler; Dibutunan, Dipaculao; Digarin Point, San Luis; Mabudo, Dinalungan; Ditangol, Dinalungan; Tordil, Casiguran; Pandungan, Casiguran; Canawer, Casiguran

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Festivals Aurora Day Celebration, Kinagunasan Festival (A Festival of Hope, a Celebration of Life), Sabutan Festival, Coco-Sabutan Festival, Rang-ay Festival, Pagbiagan Festival, Saba Festival, Diget Sayahan Festival, Penitensya (Holy Week) in Baler and Casiguran, Komedya de Baler, Phil-Spanish Friendship Day

Local Cuisine/Delicacies and Products

Ensaladang pakpo; ginataang pako; ginataang suso; suman; peanut butter; coco jam; sabutan hats, bags, slippers & accessories; buting; katid; pelishokin

Historical/Cultural Sabutan Festival, Coco sabutan Festiva, Holy Week Rites (Ermita Hill,-Casiguran- Nuestra Senora de la Ermita), Aurora Day Celebration, Phil-Spanish Friendship Day, Aurora Surfing Competitions

BATAAN

Historical/Cultural Araw ng Kagitingan (March 30 to April 9) May Flower Festival ng Pagbubunyi (May) Las Casas; Holy Week ritual

Pilgrimage Tour

Eco Tour Pawikan Festival and wetland migratory birds

Sports Tourism Mountain biking

Beach/Inland Resort Tourism

BULACAN

Historical/Cultural Kakarong De Sili, Biak na Bato, Barasoain Church Fertilility, Carabao, Singkaban Festivals Capitangan Crucifixion, Groto Vista

Educational Arts and crafts, Tour of old houses, Barasoain Kalinangan Theater Group, culinary

Nature/ Ecotourism DRT caves and falls, river cruise/sports

Products Buntal Hats, Minasa

MICE

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NUEVA ECIJA

Eco-Adventure Trekking, mountaineering, white water tubbing, rafting, sports fishing, jetski, wild duck hunting

Educational Tour/agri-tourism

PAMPANGA

Heritage/Cultural Old Churches: Minalin, Betis Festivals: Giant Lantern, Lubenas , “aguman sandok” Fellowship of the Laddle, “Kuraldal” Fertility Dance, Holy Week rituals, Apo Iru fluvial procession

Ecotourism Candaba wetland’s bird watching, Mt. Arayat

Arts and Crafts Wood carvings, lantern making

Culinary Delicacies, processed meat

TARLAC

Historical/Cultural /Religious Capas Shrine, Ninoy Aquino Museum Monastery

Eco-adventure Pinatubo trek, San Jose mountain climbing, kayaking, bird watching

Sports Tarlac Recreational Park

ZAMBALES

Historical/Cultural /Religious Magsaysay Ancestral House Museum, Casa San Miguel, PMMA Garden of Prayer, Subic Ina Poonbato, Loob-bunga, Botolan Old Churches: Sta. Monica Church,St. Augustine Cathedral, San Andres Church Festivals: Zambales Mango Festival, Domorokdok Festival, Binabayani Festival

Eco-adventure Capones Island, Anawangin Cove Mapanuepe Lake, Sunken Village (Pundaquit) Mountain Treks in Cinco Picos, Subic and Mt. Tapulao, Palauig

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References: 1. DENR. List of Priority Ecotourism Sites in Central Luzon. 2. DPWH FY 2014 Proposed Budget. 3. DOT Region III. Central Luzon Tourism Master Plan 1993. 4. DOT. National Tourism Development Plan, 2011-2016. 5. En.wikipedia.org. World Tourism Ranking. 6. http://www.clarkairport.com. “Clark International Airport: The Future Is Here.” 7. http://www.nscb.gov.ph. Contribution of Tourism Industry to the Economy Averages 5.8 Percent.

Dec. 21, 2011. 8. http://www.unwto.org. UNWTO World Tourism Barometer. Volume 11, Jan. 2013. 9. http://www.visitmyphilippines.com. Report on the Regional Distribution of Travellers, 2010, 2011,

2012. 10. NEDA III. Central Luzon Tourism Summit 2005 Workshop Output. 11. RDC III. Central Luzon Economic Forum. 2002. 12. RDC III. Regional Development Plan 2011-2016. 13. SCADC. Subic-Clark Tourism Roadmap.

http://www.clarkairport.com/

http://www.nscb.gov.ph/

http://www.unwto.org/

http://www.visitmyphilippines.com/

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