SCAD Tourism Roadmap 2011-2016

SCAD
TOURISM ROADMAP
2011-2016

SCAD Tourism Roadmap 2011-2016
ii

CONTENT

1 CONTEXT OF THE ROADMAP ........................................................................... 1
1.1 Tourism and the SCAD Corridor ......................................................................... 1
1.2 Preparing the Roadmap ..................................................................................... 2
1.3 NTDP and SCAD Roadmap ................................................................................. 2
1.4 Roadmap Objectives .......................................................................................... 2
1.4 Principles ........................................................................................................... 3
1.5 Process and Methodology ................................................................................. 3

2 SITUATIONAL ANALYSIS ................................................................................... 5
2.1 Market ............................................................................................................... 5
2.2 Destination Supply ............................................................................................. 8
2.3 Bridging Components ....................................................................................... 17
2.4 Institutions ........................................................................................................ 21

3 STRATEGIC DIRECTIONS, ACTIONS, ACTIVITIES AND PLANS ............................ 23
3.1 Vision ............................................................................................................... 23
3.2 Targets ............................................................................................................. 23
3.3. Strategic Directions ......................................................................................... 23
3.4 Strategic Actions and Activities ....................................................................... 23

4 STRATEGIC ACTIVITIES AND ACTION PLANS ..................................................... 29

5 IMPLEMENTATION MECHANISM .................................................................... 29

Annexes

Annex 1
Tourism Situationer
Annex 2 Tour Packages

iii
CONTEXT OF THE ROADMAP

1.1 Tourism and the SCAD Corridor

The Philippines is being positioned as the must experience destination in

Asia under the recently concluded National Tourism Development Plan
(NTDP) 2011-2016. The Aquino administration aims to bring in 6.6
international visitors and move 30 million domestic travellers by the end of
his term.
The Central Luzon cluster is one of the Top 10 clusters identified under the
plan given the presence of an international gateway, the Clark International
Airport. This clusters development hinges on the growth of tourism
facilitated by Clark Airport and the destination development programs in the
Subic-Clark Corridor.
Based on the data on arrivals of accommodation establishments, as
reported by the DOT Regional Office, the Central Luzon cluster hosted
593,366 visitors in 2010, 70 percent domestic and 30 percent foreign
arrivals. The complete data per province for the year 2010 were not yet
available at the time of writing this report.
The SCAD Corridor, composed of the provinces of Pampanga, Tarlac, Bataan
and Zambales, with Subic-Clark as anchor destinations, accounted for 88
percent of the total arrivals in 2010.
While growth has been evident, Central Luzon cluster continues to lag
behind the other regions of the Philippines, specifically Region IV-A, the
main competitor of the Central Luzon cluster in attracting international and
domestic tourists from Metro Manila. Survey results revealed that the top
destinations of international visitors outside of Metro Manila are Tagaytay,
Cebu, Batangas.

The NTDP projects that the Central Luzon cluster will attract 1.2 million
visitors by 2016, thus requiring an additional 3,200 to 4,000 quality rooms
from its current level of about 3,000 quality rooms (5,000 if all types of
rooms are counted). Note however that these forecasts are based on the
count of accommodation establishments that reported to the DOT. At this
time, there is no mandatory accreditation in place for the accommodation
establishments and thus the figures may be understated. Furthermore,
there are visitors who do not stay in these facilities and are therefore not
accounted for in the projections. This roadmap document serves only as
guide to key activities that the stakeholders in the Corridor identified during
the Consultations and have been aligned to the NTDP as well. After all, the
implementation of the NTDP will be done at the local levels and by local
units.
The potential of tourism as a major socio-economic driver for growth and

tools for development in the SCAD has been identified as one of the priority
sectors that will help hasten the integration of the provinces in the cluster
by 2016. The Subic-Clark Alliance for Development Councils (SCADC)
primary purpose is to ensure that there is an integrated and coordinated
approach towards the development of the SCAD Corridor as a logistics
center in the Asia Pacific Region. Its board members include the Bases
Conversion Development Authority (BCDA), Clark Development Corporation
(CDC), Clark International Airport Corporation (CIAC), Subic Bay
Metropolitan Authority (SBMA), Philippine National Railways. The SCAD
Corridor is composed of the provinces of Pampanga, Tarlac, Bataan and
Zambales, and anchored on the twin anchor destinations of Clark and Subic
Bay. The SCADC supports the development of tourism as an industry of
national importance (Republic Act No. 9593, or the Tourism Act of 2009) in
the SCAD Corridor and one that requires efficient logistics if the corridor is to
become a competitive destination.
Once the Roadmap is in place it will become vitally important for the
tourism coordinators of in the area to share the nature of their discussions
and planning with the Regional Tourism Office in order to ensure that the
there is synergy between local and provincial plans, sub-regional groups
such as the SCAD Corridor, the regional and national development efforts.
1.2 Preparing the Roadmap

In 2010, the SCADC initiated to prepare a Tourism Roadmap, in partnership

with the DOT Region 3 office, in order to consolidate the efforts being done
for tourism development and promotions. The SCADC partnered with the
stakeholders in preparing this roadmap.
The private sector is an essential player in the development process. In fact,
it serves the driver or engine of growth. The private sector refers to the
agglomeration of enterprises and communities of stakeholders including
NGOs and people organizations.
1.3 NTDP and SCAD Roadmap

1.4
The roadmap remains consistent with the thrust, strategic directions and
action plans of the NTDP. The NTDP serves as framework for developing
tourism, but the implementation and success of the NTDP rest on the local
units such as the DOT Region 3 office, provincial and local LGUs, the SCADC
and all stakeholders in tourism destination such as Subic-Clark.
Roadmap Objectives

The overall objective of this Roadmap is to develop a blueprint outlining
policies, programs and projects that can be implemented by tourism offices
at the provincial and/or local level. These programs cover essential
components of tourism development from product development to

marketing, and human resource development.
1.4 Principles

The strategic directions, actions and activities outlined in this Roadmap

integrate the four pillars of sustainable tourism development economic,
socio-cultural, environmental and institutional. The Roadmap considers that
sustainable development requires a balance between the economic gains
from tourism growth and the risks and negative effects that such growth
may bring on the local communities. Cases of displacement of local
residents to tourism enclaves have been well documented. The degradation
of resources, including cultural and heritage, is something that the Corridor
stakeholders must prevent given the already fragile nature of environmental
conditions in the area. Part of this sustainable development goal is the
consultation process and collaboration with the stakeholders across
different sectors of tourism in the SCAD region.

As tourism grows, it can lead to a concentration of benefits to only a few
sectors in society. Hence, it is important to reiterate that the thrust of the
Roadmap is to promote inclusive growth. This growth agenda seeks to
integrate the marginalized and vulnerable sectors of the Corridor in the
tourism value chain and therefore contribute to the wider distribution of
income and wealth and ultimately to the improvement in the standards of
living.
The Roadmap likewise aims to promote the development of new
creative/innovative products or improvement of existing ones that will
improve the tourist experience and generate very high satisfaction ratings
and likelihood for return and recommendations. These products should
serve to pull tourists to spend more and stay longer not just in the
Philippines in general but more importantly in the Corridor.
1.5 Process and Methodology

Framework - During the consultations and process of preparing the report, the
following framework of the Tourism System was used. This framework simply
recognizes the interactions among the three major components of the tourism
system. Suppliers are connected to the markets by the` bridging components
(air, sea, land connections, travel and marketing intermediaries). Intermediaries
and integrators facilitate the flow of information, funds, knowledge and
marketing between the suppliers and the markets. The markets drive
competition in tourism. The different preferences and motivations need to be
served and destinations compete in order to satisfy the markets through product
development. The fourth element is the set of institutions that affect the
interaction of the three components. The institutional component is the binding
component, and the fourth pillar of sustainable development that is most crucial
in linking the destination and the markets via the bridging components. These
institutions account for the inclusive component of the inclusive growth
agenda.
Figure 1.1 The Tourism System

Process - Consultations were held starting September 2010 in Subic Bay,
followed by a series of small focus group discussions or stakeholders meetings.
These stakeholders likewise participated in the regional consultations under the
NTDP. The idea of producing this Roadmap in tandem with the finalization of the
NTDP was proposed by REID Foundation Inc. in order to align the Corridors
initiatives with the national plans without necessarily compromising the local
stakeholders initiatives and inputs. Such alignment can benefit the area in terms
of access to funding, resources and even political capital. The consultations
reflected the widespread views and interests within the tourism industry in the
region, and to a major extent the fragmentation in terms of sub-regional
development. It is recognized that this roadmap is a work in progress and that
each iteration of the roadmap will bring with it new ideas, concepts and issues.
The strategic directions presented in this document reflect the views of the
various stakeholders consulted and the ideas of the team that put together this
Roadmap but not the views of USAID and the Asia Foundation.

Work in Progress In the process, the partners decided that it is best if key
activities and actions are implemented while the roadmap is being prepared in
order to produce some concrete outputs rather than wait for the Roadmap to be
finished. Hence, some actions and activities in this Roadmap document are
either currently being implemented or have been implemented already. For
example, the institutionalization of the tourism office was already initiated in the
Angeles City office. Secondly, the strategic marketing program for Clark airport is
an ongoing concern. The partners recognized that SCADC, on its own, does not
have the existing mandate and structure to implement the strategic directions
and plans on the Corridor level. Nonetheless, SCADCs board members

specifically the CDC, SBMA and CIAC are directly involved in a number of tourism
development efforts and projects. After all, the anchor destinations in the
Corridor are Subic and Clark.
2 SITUATIONAL ANALYSIS

The main objective of this section is to identify the issues arising from the existing
activities and actions that are currently in place and the issues, obstacles and
opportunities that exist for ensuring competitive and sustainable tourism in the
region. Please see Annex 1 for the more detailed Situationer.
2.1 Market

2.1.1 Current Market Base

Source Markets
o International arrivals to the Philippines reached 3.5 million in 2010.
The top 12 source markets of the Philippines accounted for 82
percent of total arrivals. The top 5 source markets of the Philippines
were USA, South Korea, Japan, China, Taiwan. In terms of
geographical proximity, the top short haul markets were South
Korea, Japan, China, Taiwan, Hong Kong, Singapore, Malaysia. The
only haul markets that contribute the bulk of the volume are US,
Canada, Australia, Germany, UK, due to the natural affinity with the
Overseas Filipino market.
o Using the figures from the DOT Regional Office, there were 151,228
foreign tourists who stayed in the accommodation establishments of
Central Luzon, bulk of whom stayed in the Subic-Clark area. The top
5 source markets were USA, Japan, South Korea, Australia and UK.
o As regards domestic visitors, Central Luzon is a popular destination
for day trips due to its proximity to Metro Manila, especially during
special occasions such as Holy Week and Christmas. The domestic
tourism traffic is highly concentrated in Zambales and Pampanga (81
percent of total), both located in the SCAD Corridor.

Market Characteristics

o The strong market segments of the area include adventure (i.e Subic
and Pintaubo), MICE (i.e. Subic, Clark), long stay and retirement (i.e.
Zambales and Angeles).
o The Corridor is a destination of domestic meetings and events
because of the Freeport zone status of both Subic and Clark. It is also
a popular destination for families and for educational tourism (i.e.
culinary, field trips). In terms of leisure, the top destinations are still
Angeles and Subic.

2.1.2 Evolving Demographics and Market Potentials

An outward orientation is required in order to position the Corridor as one

of the top destinations in the Philippines. An inquiry into the top source
tourism markets mentioned above reveals that they are also in the list of the
worlds Top 10 tourism spenders. These are the USA, Canada, China, Japan,
and UK. They are also high yield markets of the Philippines, meaning that
they have high spending on the average and they stay longer in the
Philippines. Russia is another big tourism spender but the Philippines share
to the 17 million outbound travel of Russia is only a meager 0.09 percent.
France is another big spender but only 27,302 visitors from France visited
the Philippines. Korea, the countrys biggest source market, used to be
among the biggest tourism spenders in 2007 but was overtaken by the
Netherlands as its tourism spending declines.

Figure 1.1 Philippine Source Tourism Market vs. Tourism Spenders
Sources of basic data: Department of Tourism (2009) and World Tourism Organization (2010)

It is easy to comment that the market is large and that the prospects are
bright given the volume of outbound travellers in the region. However any
roadmap recognizes the need to look into the travellers motivations and
preferences, as espoused in the tourism system in Figure 1.1. Consider
China, which is an exploding tourism market. Its outbound travel market is
estimated at 50 million trips. The whole world aims to target the Chinese
spenders, especially the new rich in China. The Philippines is attracting only
187,446 Chinese nationals from the mainland based on 2010 data on
arrivals. Targeting the China market is not an easy task, especially directly to
the Corridor via Clark. Apart from the lack of direct flights at this time, the
Subi-Clark stakeholders will have to look into the readiness of the
destination for the China market. The Worldwide Index of Travel1, a survey
conducted by MasterCard, in the second half of 2008 revealed that the
The survey respondents are middle class living in urban areas
biggest concerns of Chinese tourists are safety and security, language and
communication barriers, and fear of losing passports, credit cards and
wallets (all linked to safety and security not only in the destination but also
at the facility level). This may explain why many Chinese tourists still prefer
Hong Kong and Macau. Outside of these, Japan and Korea are the next top
destinations due to proximity and cultural ties.
The preference for Macau and Hong Kong can also be driven by the
preference of the Chinese travellers for activities such as shopping, general
sightseeing, and entertainment. However, there are preferences by the
Chinese that these two destinations could not completely offer. The
Chinese travellers also prefer to experience different cultures and cuisines
and to visitor historical sites, art centers, beach resorts/spas for rest and
relaxation. These are activities that the Philippines, and the Subic-Clark
environs can offer. The readiness of the destination, however, is something
that needs to be addressed in this Roadmap and in the local plans.
There is a change in demographics in the world today. Populations of
developed economies like Japan and the long haul North America and
Europe are aging and are creating demands for new products that cater to
their travel needs (e.g. close proximity of the airport to the destinations,
wellness and medical, long stay lifestyle services, retirement).
At the same time the young population of Asia is a base for youth tourism
oriented towards cultural, heritage, rural and urban living options. Top
destinations like France are supported by the youth tourism market, about
10 percent of their total volume of arrivals.

2.1.3 Challenges

There have been initiatives by the CDC, SBMA, CIAC, DOT Region Office, and the
provincial and local governments to bring in international and domestic visitors via
creation and marketing of events sports tourism, golf, gaming and entertainment.
Still, there are issues identified during the consultations that should be urgently
addressed if there is to be an effective regional marketing activity.

Market Research and Intelligence There is a need to improve the
information system (e.g. origin and destination profile, results of visitor
sample survey for arrivals via Clark, satisfaction levels for tour packages,
amenities, facilities and services about the visitor experience) that will give
the industry a better profile of the markets and their preferences. This will
eventually provide solid market research that will guide the marketing
efforts the type of mission (outbound or inbound), branding programs and
communication strategies.
Marketing Subic-Clark as one destination - Stakeholders have expressed
concern that Subic-Clark is still not being promoted as one destination.
Funding - One issue is that the present level of funding is simply insufficient to
embark on a professional marketing campaign for the Corridor. Hence the

marketing of Subic-Clark as one destination and the integration of other

products of other areas in the Corridor will necessitate additional funds
which may not be incorporated in the budgets of SBMA and CDC.
Marketing Strategy - There is a need for the Corridor to come up with a
marketing strategy that is endorsed and supported by all stakeholders,
including the Regional and National Tourism Offices and the wider travel and
tourism industry. Any collaborative marketing effort must add value and
complement the actions of individual destinations and their tourism offices.
PR and Communication - One major strategic issue will be to focus on who
determines how to get the message out i.e. that there is more to the
Corridor than the nightlife and adult entertainment in Angeles and Olongapo
Cities. Another is the distribution channels will be and how to conduct the
assessment of the effectiveness of these various initiatives. The SCADC can
explore partnerships among the provincial and local tourism offices and tap
into the resources of major stakeholders in the region.
Incentives One of the issues will be to determine benefits and incentives for
various stakeholders who promote the region in addition to national
products.
Implementation Mechanism One concern is the appropriate body or
organization to best consolidate these marketing efforts. There is
insufficient coordination between the public and private sectors on
responsibilities and roles in the sub-regional marketing efforts promotion of
events and tour packages between government bodies and the private
sector. The private stakeholders view both SBMA and CDC as competitors
rather than partners in tourism development in the area. There were
proposals for the SCADC, together with the DOT Region 3 office, to serve as
the implementation arm of the initiatives in this Roadmap.

2.2 Destination Supply

The state of destination supply can be best described in terms of the attractions,
facilities, and infrastructure (e.g. site/access roads, power, telecommunications,
water supply).

2.2.1 Attractions, Product and Activities

Central Luzon Region offers variety of attractions cultural, historical, natural,
heritage - to both domestic and foreign visitors. During the consultations,
specifically during the regional NTDP consultations, DOT Region 3 proposed the
theme: Central Luzon Wellness of Diversity. Indeed, this tourism cluster boasts
of a variety of sites and attractions that can be connected through activities under
tourism circuits.

The main challenge for the SCAD stakeholders is to develop a set of unique products
and experiences that recognize these changes. The rise in experiential travel is one
example of the need to upgrade as well as add new products and experiences. The
development of individual products and experiences is clearly the responsibility of

individual provincial and local tourism offices and the private sector in those areas
along the Corridor, and supported by a range of non- governmental organizations.
The role of the tourism offices is to work with the private sector in order to package
these products and experiences in such a way that there is more visitation to the
region.

During the series of consultations, the tourism products identified by the
stakeholders (including the provincial officers) to have the regional appeal that can
meet the overall objective of encouraging travel within the region are shown in the
Figure 2.2. The feedback from the consultations is presented together with the
results from the rankings made by individual ASEAN country stakeholders as part
of the ASEAN Tourism Strategic Plan 2011-2015. In the case of the Philippines, the
table reveals that the Philippines has strong appeal in almost all products/tourism
resources except for MICE, shopping, gateway hubs, sports tourism and pilgrimage
tourism. ASEAN as a whole has the highest potentials for product development in
the area of culture, nature and cruise activities by the various stakeholders who
were consulted. Stakeholders in the ASEAN consultations did not believe that the
Philippines has a regional appeal for sports tourism and pilgrimage tourism.
However, the stakeholders in the SCAD Corridor believe otherwise. This can be
explained by the fact that there are ongoing events organized by the entities such
as CDC and SBMA especially for MICE and sports tourism. Nonetheless, the scale
of activities in the Corridor is still very small to give confidence to national
stakeholders to rate the Philippines as truly competitive in those areas. The scale,
for MICE in Subic and Clark is not at the same competitive level as those in
Singapore, Malaysia and Thailand. The local MICE market is the main market for
the Corridor because it is most accessible to the domestic rather than the
international market. In the case of religious tourism, the markets are still
domestic since the Philippines is the only predominantly Catholic country in
Southeast Asia and that the tourism circuit for pilgrimage tourism is not yet
developed. Furthermore, the markets that will most likely be interested in
pilgrimage tourism are more of the long haul, but could not be drawn due to the
poor air access. In a similar manner, the stakeholders of the Corridor believe that
the sub-region has an appeal for meetings, incentives, conventions and exhibitions.
Foreign MICE tour operators consider a destination for international events if it gas
about 3,000 rooms of the standard and de luxe categories.

Figure 2.2 Ranking of the Importance of Various Tourism Resources and

Experiences
Note: * Culture includes UNESCO World Heritage sites, local tradition and intangible
heritage, ethnic groups/ minorities, community based tourism/homestay. **
Marine includes diving, surfing, beaches. *** Creative includes the performing and
visual arts, music, Broadway shows, design etc.

10

Table 1.1 Cultural, Historical and Religious Attractions
Province
Aurora
Bataan
Bulacan
Pampanga
Tarlac
Nueva Ecija
Zambales
Source: DOT

Cultural, Historical and Religious Attractions

Aurora Aragon Quezon Memorial
Church of Baler
Birthplace of Manuel L. Quezon
Bataan Peninsula
Church of Hermosa
Bataan Provincial Capitol
Church of Orani
Las Casas Filipinas de Acuzar
Church of Orion
Balanga Catholic Church Belfry
Church of Samal
Church of Abucay
Church of Sta. Monica
Balagtas Monument
Malolos Cathedral
Biak-na-Bato Cave
Marilao Catholic Church
Bulacan Old Train Station
Obando Church
Calumpit Bridge
San Miguel Catholic Church
Barasoain Church
San Rafael Catholic Church
Church of Hagonoy
St. John the Baptist Church
Church of Meycauayan
Sta. Maria Church
Church of Quingua
Pampanga Provincial Capitol
Church of Magalang
Nayong Pilipino sa Clark
Holy Rosary Cathedral
Bacolor Municipal Hall
Metropolitan Cathedral of San Fernando
Bale Herencia
Minalin Church
Pamintuan Mansion
San Guillermo Parish Church
Apalit Parochial Church
San Luis Church
Betic Catholic Church
St. Michael of Archangel Parish Church
Church of Lubao
St. Nicholas of Tolentino Parish Church
Central Azucarera de Tarlac
San Sebastian Church
Camiling Church
St. Rose of Lima Church
Camp Pangatian Shrine
Church of Penaranda
Church of Gapan
Botolan Resettlement Sites
Fort Paynauen
Camara Ancestral House
Church of Andres
Capones Island Lighthouse
Church of St. Agustine

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Table 2.2 Natural Attractions

Province
Aurora
Bataan
Bulacan
Pampanga
Tarlac
Nueva Ecija
Zambales
Natural Attractions
Ampere Beach
Aniao Islet
Balete Tree
Banju Springs
Borlongan Beach
Bulawan Falls
Canawer Beach
Casiguran Sound
Cemento Beach and Reef
Charlies Point
Cobra Reef in Cemento
Cunayan Falls
Dicasalarin Beach
Digisit Beach
Anvaya Cove Beach and Nature Club
Balon Anito
Baranda Farm
Baras Bakal
Dunsulan Falls
Aguinaldo Cave
Ambush Cave
Aroma Beach
Bahay Paniki Cave
Bakas
Bukal Cave
Cuarto-Cuarto Cave
Dona Remedios Trinidad Natural
Wonders
Hilltop
Hospital Cave
Liputan Island
Mt. Arayat
Anao Quinabutik
Bueno Hot Spring
Dolores Spring Well
Maamot Hot Spring
Barrio Puncan
Binbin Falls
Burburayok Spring
Capintalan
Gaboldon Falls
General Luna Falls
Alwasan Lanum Cave
Apaan Cave
Baloc-Baloc Cave
Bucao River
Calanga Reef
Camera and Capones Islands
Coto Mines Mountain Resort
Grande Island
Hermana Mayor Island
Masinloc Oyon Bay
Mt. Mabanban
Dimadimalangat Islet
Dingalan Bay View Site
Dingalan White Beach
Ditumabo Falls
Ermita Hill
Lamao Cave
Mt. Anacuao Bird Watching
Pagkain ng Bayan Plateau
Paltic Falls
Pimentel Falls
Sabang Beach
Sierra Madre Trail
Tariktik Point
Mash Gas Flame
Mt. Malasimbo
Mt. Natib
Pasukan Falls
Talaga Beach
Madlum Cave
Mt. Lumot
Pandi Mineral and Bath Spring Resort
Pinagrealan Cave
Pug-pog River
Puning Cave
Santol Cave
Sibul Spring
Tilandong Falls
Tumutulo Falls
Verdivia Falls

Mt. Pinatubo Trek and Spa Town
Paradise Island
Tarlac Ecotourism Park
Timangguyob Waterfalls
Hot Spring of Rizal
Minalungao National Park and Cave
Mt. Olivette
Pajanutic Falls
Palaspas Falls
Mt. Pinatubo
Mt. Tapulao
Pinatubo Lake
Potipot Island
San
Salvador
Sanctuary
Silanguin Bay
Sta. Barbara Falls
Sto. Nino Cave
Subic Bay
Island/Marine
Source: DOT
12

Table 2.3 Festival and Events
Province
Aurora
Bataan
Bulacan
Nueva Ecija
Pampanga
Tarlac
Zambales
Festivals and Events

Aurora Surfing Cup
Aurora Foundation Day
Moro-Moro Zarzuela
Pilgrimage to Ermita Hill
Araw ng Kagitingan
Guiguinto Garden Festival
Sto. Nino Festival
Luyang Dilaw Festival
Pulilan Carabao Festival
Obando Fertility Rites
Tanduyong Festival
Taong Putik
Blasting of Judas Iscariot
Ibon-Ebon Festival
Philippine
International
Hot-Air Balloon Festival
Caragan Festival
Apung Iru Fluvial Festival

Inuruban Festival
Summer S.A.Y.A. Festival
Horse Harness Races
Zambales Mango Festival
Camote Festival
Paynauen Duyan Festival
Sibit Sibit Festival
Dumarokdok Festival
Dingalan Foundation Day

Cocobanana Festival
Dipaculao Foundation Day
Pawikan Festival
Pastillas Festival
Calumpit Festival
Singkaban Festival
Angel Festival
Sambuklod Festival
Horse Festival
Tsinelas Festival
Frog Festival
Apo Fiesta
Fiestang Culiat
Sisig Festival
Duman Festival
Sinukwan Festival
Giant Lantern Festival
Malatarlak Festival
May Flower Festival
Subic Karakoa Festival
Ulo ng Apo Festival
Aeta Festival
Binbayani Festival
Kristong Hari Festival
Olongapo City Fiesta
Source: DOT
13

Table 2.2 Tour Packages in Central Luzon
Provinces
Bataan
Bulacan

Pampanga

Nueva Ecija
Zambales

Tour Packages
Heroes Tour
Visita Iglesia
Agricultural Tour
Culinary Tour
Cultural Tour
Educational Tour
Heritage Tour
Industrial Tour
Puning Cave Day Tour
Verdivia Falls Tour
Clark - Arayat - Candada Day
Tour
Clark - Boracay Tour
Clark - Busuanga Tour
Clark - Cebu - Bohol Tour
Clark - Ilocos Tour
Clark - La Union Tour
Clark - Manila Tour
Clark - Subic
Clark - Visita Iglesia
Farm Tourism
Subic - Bataan Tour
Subic - Zambales Tour
Subic Bay Corporate Outing
Subic Bay Family Fun
Subic Bay Gimmick Barkada
Subic Bay Holiday
Subic Bay Nature Adventure
Mt. Samat Memorial Tour

Barasoain Church Tour
Baybay - Ilog
Biak na Bato Cave Explore
Kamestizuhan Walking Tour
History Tour
Malolos Republic Tour
Cave Exploration
Obando Fertility Rites
Pulilan Carabao Festival
School Tour
Mt. Pinatubo Tour
North Philippines Escapade
Northern Luzon Loop Tour
Eco-Agri Tour
Apung Iru Fluvial Festival
Kulinary Day Tour
Metro Angeles cum Lahar
Tour
Sinukwan Festival

Subic Bay Tour
Subic Summer Wet and Wild
Subic Jungle Survival Tour
Subic Ocean Adventure Tour
Subic Wonder Over Wrecks
Mango Dinamulag Festival

Source: DOT

2.2.2 Facilities

As of the latest data of DOT, there are 105 hotels in Central Luzon providing 5,016
rooms to domestic and foreign visitors. Most of these hotels are classified as
standard and economy. Of these, 42 are located in Angeles City, Pampanga. Other
cities in Zambales and the whole province of Aurora still lack accommodation
facilities. In addition, there are 90 resorts registered with DOT in Central Luzon, 54
of which are located in Zambales. Majority of resorts in Zambales are located along
its respective provincial coastlines. However, although Bataan also has a coastline,
there are no registered resorts in the province. Aside from hotels and resorts,
there are 40 lodging houses in the region providing 364 rooms.

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Table 2.5 Accommodation Facilities

Province
Hotels
No.

Aurora
Baler
Subtotal
Bataan
2
Bulacan
1
Nueva Ecija
5
Pampanga
2
Angeles
42
Clark
7
Mabalacat
2
Subtotal
53
Tarlac
6
Zambales

Olongapo City
10
Subic
28
Subtotal
38
REGION
105
Basic data sourced from DOT

Room

Lodging Houses
No.
Room

74
88
136
106
1,880
918
99
3,003
233

132
1,350
1,482
5,016
17

8

8

1

1
40
217

116

116

18

18
434
No.
1
5
6

15
6
2
2
2

6
3
36
6
12
54
90
Resorts
Room

53
53

373
51
40
9
512

561
56
390
154
336
880
1,974
The region has good restaurants, mostly small-scale, that cater to visitors offering
varied menus from local dishes to different international dishes. As of the current
data from DOT, a total of 143 restaurants are registered. On the other hand, there
are 41 convention facilities mostly located in Pampanga and Zambales. About 74
stores and shops are offering from local handicrafts and souvenirs to other
necessity products.

Table 2.6 - Other Tourism Related Facilities

Province
Restaurant
Aurora
Bataan
Bulacan
Pampanga
Tarlac
Nueva Ecija
Zambales
TOTAL
Source of basic data: DOT Region 3
0
4
1
61
4
1
72
143
Shopping/Souvenir
Store
2
0
7
24
0
13
28
74
Convention
0
0
2
16
1
1
7
27

The cluster has quite a number of general hospitals and JCI accredited ones such as
the New Medical City that will open a branch in the Global Gateway Logistics
Center. There is also the ARDI hospital inside Clark Subic also has its own set of
hospitals patronized by retirees in the area.

15
2.3.3 Destination infrastructure

Most of the major roads leading to key tourism sites in the Corridor are
relatively well-developed. The SCTEX is a very convenient access, by private
vehicle, between Clark and Subic and from Subic to Tarlac. The common
complaints are related to the poor state of roads in specific provinces or
municipalities that lead to tourist attractions/sites. For example,
stakeholders have complained about the lack of access road from Mariveles
to Bagac leading to the beach resorts along South China Sea in Bagac and
Morong and the Pawikan Conservation Center. Another is the access road
leading to Limutan Falls in Bagac, an eco-tourism site- cover the soil with
gravel. The same is true in the case of the Sta. Juliana road leading to
Mount Pinatubo, from Tarlac. Amenities are still needed to cater to the
road travels to/from different sites in the Corridor. Signages have yet to de
installed especially along the heritage and religious tourism circuits. Public
toilet amenities exist sporadically, mostly in gasoline stations, but have still
relatively poor standards of amenities and services.

2.3.4 Challenges

Product offerings It was recognized that tourism products must be

enhanced and made to be more interactive to meet the needs of the
changing consumer. The packages are very limited to site visits or holding of
events and lack of focus on the visitor experience. There is no group/task
force that deals specifically with tourism product development issues and
strategies. They are done at the provincial and local levels, with hardly any
coherent approach that will lead to products that will satisfy the markets
needs and preferences. There are no well-organized modules of individual
and syndicated packages (i.e. heritage, cultural, nature) that link Clark/Subic
to other areas of the Corridor in order to make growth more inclusive.
Tourists staying inside Clark Zone often complain of the lack of activities and
lack of accessibility to explore the sites outside of the zone using efficient
and friendly public transport vehicles. There are only a limited number of
inbound operators currently offering these packages and their success or
effectiveness in generating the yields has yet to be evaluated.

On the other hand, tour packages usually offered by tour operators in the
region are enumerated below. It shows that there are variety of tours
offered per province, especially in Bulacan, Pampanga and Subic. However,
for provinces such as Aurora, Bataan, Nueva Ecija and other cities in
Zambales, organized tour packages are limited. One can also observed that
there is a lack of integration of tour packages between the provinces. This
shows that each province has its own initiatives in promoting their own
provinces that the region lacks more coordinated tour packages. This loses
the opportunity of increasing the number of stay and expenditure of tourist
in the region.

16
Number of facilities and activities There is limited number of rooms that

will cater to discriminating markets that prefer first class to de luxe services
or even boutique services. Furthermore, even within Subic Bay and Clark
Zone, the anchors for tourism growth in the SCAD Corridor, there is still
very limited number of activities that can be done within the zones, should
the visitor decide to explore outside of the general purpose of travel (i.e.
beach tourism).

Quality of facilities and services - More than the number of rooms, the more
pressing concern is the quality of the facilities and services. The markets are
becoming more conscious of the quality and standards of services as they
become more concerned with protection and security. The facilities are still
not required to submit to mandatory accreditation given that the national
standards are still being developed as part of the Tourism Act of 2009. There
are already clear indications that major tour operators are now very much
concerned with a wide range of standards in a destination. Those
destinations that are able to satisfy those increasingly high standards will
have a distinct position of advantage. It is well recognized that the overall
tourism experience is influenced by a wide range of different touch points
including airport immigration procedures, taxi service, levels of attention in
hotels and so forth. It also must be recognized that the creation of standards
is straightforward if it is basically dealing with an inventory of attributes such
as facilities. When concerns of quality are introduced it becomes much more
complex both in terms of defining standards and most importantly assessing
the process. These standards include: Homestay, Green Hotels, Food and
Beverages Services, Public Restrooms, Ecotourism, Tourism Heritage
2.3 Bridging Components

2.3.1 Existing Connectivity Links

Road Networks - National roads connect Metro Manila to Central Luzon and
the provinces within the region. Central Luzon in fact has the most complete
road network in the country due to availability of north-south backbone and
east-west lateral roads. The north-south connection consists of four main
roads namely: North Luzon Expressway, Manila North Road, Daang Maharlika
Road and Subic-Clark-Tarlac. The North Luzon Expressway provides a link
between Metro Manila and the provinces of Bulacan and Pampanga. The
Manila North Road also known as McArthur Highway, connects Metro Manila
and Rosario through San Fernando, Pampanga, Angeles and Tarlac. Daang
Maharlika Road, known as the Philippine-Japan Friendship Highway provides
access to Cagayan Valley starting from Sta. Rita, traversing the cities of
Cabanatuan and San Jose. Subic-Clark-Tarlac Expressway provides an easier
route to Subic and Tarlac where it passes through the interchange of NLEX near
Clark. Aside from having a dense road network, the region also has good paved
national roads. In 2009, records shows that the overall pavement ration is
17
considerably good compared to other region at 7% and a low ratio of national

roads that is covered by gravel and earth at 1%.
Figure 2.3 Existing and Proposed Road Network

Public transportation modes to and between the provinces include bus and
jeepneys (Table 2.7).
Table 2. 3 Bus and Jeepney Routes

Bus Route
Jeepney Route
Manila San Fernando
San Fernando Angeles
Manila Angeles
Olongapo - Subic
San Fernando Olongapo

Manila - Olongapo

Manila Balanga Mariveles

Manila - Tarlac

Manila Cabanatuan San Jose

Manila - Malolos

Manila - Lucena

Source: Different bus and jeepney operators in Region III
Air Links

In Central Luzon, there are two international airports located in Subic (Subic
International Airport) and Clark International Airport. In 2010, Clark serviced
six (6) scheduled passenger carriers and handled 607,104 international
passengers.
18

There are direct flights from countries such as Korea, Singapore, Malaysia,
Thailand, Macau, and Hong Kong. Clark is linked by direct flights to Cebu and
Caticlan.

2.3.2 Challenges

Limited terminal capacity for future growth The need to accelerate the
development of the Clark International Airport becomes more urgent with
the NAIA Congestion situation, the entry of Air Asia Philippines, and the
rapidly growing and expanding airline fleet by local carriers and
international carriers, especially in the Asia Pacific region. By 2030, the
Asia-Pacific region is expected to grow by 4.7 percent in GDP, 6.7 percent in
passenger traffic (higher than the world average of 5.5 percent), and 5.7
percent in fleet.2 Both China and India are predicted to explain the growth
expected in air travel demand in the next two decades based on a report by
Airbus. These two are part of the group of emerging countries known as
BRIC (Brazil, Russia, India and China) that account for 69% of world
population in 2010, about 5 billion people, again helping to explain the
growth we are predicting over the next two decades. The BRIC is expected
to contribute 39% of the 2010-2030 world economic growth. The Airbus3
forecast predicts that the greatest demand for passenger aircraft will come
from airlines in the United States and the Peoples Republic of China.
Boeing forecasts that China to Southeast Asia (v.v.) passenger market will
reach US$322.5 billion of revenue passenger kilometer by 2030, one of the
highest market size by that year. The WTO has also forecast that outbound
tourist traffic from China will reach 100 million by 2020, from 34 million
trips, thus making China the fourth largest visitor-generating market in the
world4.

The geographical proximity of ASEAN to large and growing Asian markets,
particularly that of China (PRC) and India, and high-expenditure markets,
such as the Middle East, Japan, Chinese Taipei and Korea (ROK), could
benefit ASEAN destinations that have strong cultural ties or affinities with
them or that offer unique products and services that cater specifically to
their preferences. For example, the Chinese and the Indian nationals have
been known to be fond of shopping.

Expansion of fleet and development of LCCs - The rise of low cost carriers
(lccs) within ASEAN (Tiger Airways, Air Asia and Cebu Pacific) significantly
contributed to the capacity growth in terms of flights and made fares more
competitive, to the benefit of regional travel. They now contribute 40 to 50
percent of total intra-ASEAN flights in economies like Philippines and
http://www.boeing.com/cmo
http://www.airbus.com/company/market/gmf2010/
4
http://www.cruiseasean.com/public/aseancruise/en/media_lib/Media/MainPar/03/file/ASEAN
%20Cruise%20at%20CITM07%20_final1_.pdf
3
19
Thailand and are primarily responsible for the growth in ASEAN secondary
gateways as in the case of Malaysia, Thailand and Philippines. Airbus
expects low cost carriers to continue to increase their global short-haul
traffic market share, from 23% today, up to 29% by 2020 and 34% by 2030.
Regionally, some short-haul markets such as the intra Western Europe or
domestic ASEAN for instance are expected to have greater low cost market
presence, potentially taking a 60% share of the short-haul market on these
flows by 2030.

Visa One challenge of attracting the China market is the visa requirement.
While Clark can facilitate their entry via a visa upon arrival program, there
are concerns on securing travel approval by the Chinese travellers from
their government. Another visa concern is related to the long and
cumbersome renewal process for tourists who are interested to stay longer
in the country.
Inland transportation network - Some roads, as in the case of the Angeles-
Mabalacat road are already congested and increase the travel time and
costs of passengers to/from Clark. Moreover, aside from the insufficient
access via air transportation, land transportation system is not integrated to
enable tourists to move from one tourist site to another. Once inside the
Clark Zone, there are no available public transport vehicles that can move
the tourists from the zone to the sites outside of Clark. The shuttle services
are provided only for travel within the Clark zone. Traveling from province
to province or city to city in the Corridor is relatively difficult due to lack of
public transport providers.
Cruise tourism - The feedback from stakeholders during the consultations
for the ASEAN Strategic Tourism Plan was that the Philippines resources
could be developed for cruise tourism. The Subic Bay International Port has
frequently been mentioned in the roadmap consultations as possessing the
potential for cruise tourism. However, stakeholders from the government
raised the concern that it would be difficult to bring in the large vessels
from Singapore to Subic due to the rough waters between the two
destinations. On the other hand, during the discussions, there were
questions as to whether it may be feasible to bring in the international and
domestic passengers to Subic via Clark International Airport and from Subic
they ride cruise ships that will take them across selected sites within the
Philippine archipelago. Thus, the Philippines will serve as their port of call
rather than just one destination of a cruise tourism loop that originates
from Singapore. The number of cruise passengers in the Asia Pacific region
is expected to grow by more than 40% from 1.07 million in 2005 to 1.5
million by 2010, reaching 2 million in 20152. Southeast Asian cruise
passenger volumes alone are growing at an average annual rate of almost
5% and are forecast to reach 820,000 by 2020.5 To date, Singapore remains
http://its-4-u.com/asean-plans-to-boost-cruise-tourism/569/
20
to be the major port of call for liners such as the Superstar Gemini and AIDA
Cruises.6

Limited air links - Although Central Luzon has an airport to serve
international and domestic markets, limited international and local flights
also limit the volume of tourists to the region.
Limited number of intermediaries or syndicators - Based on DOT data, there
are a total of 112 travel operators in the region, bulk of whom are located
in Pampanga and Bulacan. However, there are only very few operators
who serve as intermediaries or syndicators for inbound travel and tourism.
Table 2.4 - Tour Operators in Central Luzon
Province
Bataan
Bulacan
Nueva Ecija
Pampanga
Tarlac
Zambales
Total
Source: DOT
Number of
Operators
0
23
9
67
4
9
112
Tour
2.4 Institutions

At the core of tourism development is the group of people who will make it
happen. The communities of stakeholders from the direct providers of
tourism services to the suppliers of tourism products and their indirect
linkages make the difference in the quality of tourism experience in any
given destination.
One objective of this Roadmap is to identify, bring together, and integrate
these communities into the tourism value chain in order to make growth
truly inclusive. The usual division of stakeholders is the two generic and
general grouping - public sector and private sector. However, private sector
group has a wide spectrum of tourism players. The mainstream
stakeholders are the owners of hotels, resorts and restaurants, the tour
operators and travel agents, transport operators, among others.
Another group is composed of the communities of people who provide the
services in these mainstream activities or facilities the tourism workforce,
the schools/training institutions that train them, the suppliers of handicrafts,
food and beverage, etc. In some cases, the women are part of seasonal
workforce although in some instances (and the areas of Angeles and
Olongapo are being monitored for these activities), the women and children
are integrated through activities that violate their dignity as players in the
tourism industry, as in the case of prostitution and human trafficking.

6
Other active operators include Hapag Lloyd, P&O and Compagnie du Ponant, Cunard and
Silversea as cited in http://its-4-u.com/asean-plans-to-boost-cruise-tourism/569/
21
Hence, it is important that certain night watchmen are in place to provide

protection to these communities of stakeholders. This is where the role of
government becomes more crucial if growth is indeed to become inclusive.
The insecurities and ill-effects (i.e. diseases, crime) that can arise from such
activities of these women and children can backlash on the bold tourism
projections not only for the Corridor but for the Philippines in general.
In the Corridor, there are a number of stakeholders national and regional
government offices, development councils, local business groups, LGUs,
people organizations - in tourism growth and development, largely
concentrated in their efforts to maximize the gains through income and
jobs. Note that these job and income opportunities, when properly taken
advantage of, can reduce the negative impact of tourism on the
marginalized sectors like women and children. Nonetheless, there is a need
to further protect the women and children against unwanted visitors in the
Corridor. A campaign that sends the message that these unwanted visitors
are not welcome can communicate the thrust towards sustainability of the
Corridor. Still, there should be a champion for these initiatives. To date,
there is no single body, except the DOT Region III office that is at the
forefront of all of these. But DOTs structure and resources do not allow it
to implement these activities. This is where convergence of institutions
come into play. Many of the institutional issues on tourism are beyond the
mandate of the DOT Region 3 office or even of the SCADC.

2.4.3 Challenges

Mandates - The organizations or bodies directly related to the SCADC are not
focused around the key strategic issues facing tourism such as product
development, facilitation, research/scanning and futures planning for the
entire Corridor. In some cases, there are overlapping mandates and
activities (e.g. tourism development in the Regional Development Council,
CDC, SBMA, SCADC) that would tend to lessen the effectiveness of the group
working process.
Tourism Offices The ultimate success of tourism and the activities
proposed in this Roadmap rests on the institutionalization and tourism
orientation of LGUs. Communities that desire to pursue tourism
development and promotions should have institutional and professional
tourism officers in their organizations who will drive the preparation of local
tourism development plans. These plans are needed to provide directions
to local investors and stakeholders and to solicit support for infrastructure
funding from the Tourism Coordinating Council, as embodied in the Tourism
Act of 2009.
Protection of women, children, and elderly A major challenge for
government and the destinations is the participation of women and children
in prostitution and human trafficking activities by unwanted tourists.
Value chain integration There is an issue that the benefits of tourism are
concentrated only in the Clark and Subic Freeport Zones and that other

22
communities are hardly integrated either as suppliers of handicrafts or

direct providers of tourist attractions and services.
STRATEGIC DIRECTIONS, ACTIONS, ACTIVITIES AND PLANS
3.1 Vision

After a long process of consultation and revisions the following mission statement
has been approved to guide the development of tourism in the region from 2011 to
2016.

By 2016, Subic-Clark Corridor will be known as a premier destination for meetings
and events, sports, adventure, entertainment, religious, historical, culinary and
cultural tourism.

The Corridor shall be known as a sustainable tourism destination offering seamless
international and local connectivity as well as competitive facilities, products and
human resources that will be achieved through public and private investments in
infrastructure, institutions, marketing and promotions.
3.2 Targets

By 2016, the Corridor shall host least 1 million domestic and international visitors,
double the current volume of half a million, with the domestic market accounting
for at least 60 percent of total arrivals (based on NTDP projections).
3.3. Strategic Directions

Three strategic directions are proposed in this roadmap. These strategic directions
form the basis for establishing competitive and sustainable tourism in the region
are the following:

Strategic Direction 1: Develop and market competitive destination products
Strategic Direction 2: Develop sustainable destination infrastructure
programs/projects and increase supply of competitive facilities, services and
workforce
Strategic Direction 3: Enhance international and domestic connectivity
Strategic Direction 4: Build and/or strengthen institutions
3.4
Strategic Actions and Activities

Strategic Direction 1: Develop and market competitive destination products

The idea is to increase the tourism expenditures in the Corridor through longer days
and higher spending per capita. This can only be done with the support of the
stakeholders.

23

Strategic Actions and Activities:

Action 1: Consolidate existing and/or develop new tourism packages/circuits

Activities:

1.1 Implement and complete inventory of tourism assets and packages at the
local and provincial levels
1.2 Work with the tour operators in identifying and evaluating existing packages
1.3 Develop modules of packages, circuits and clusters for culinary tourism,
cultural tourism, religious, heritage tourism, adventure, nature-based
tourism and community-based tourism

Action 2: Develop a tourism market strategy for the Corridor

Activities:
2.1 Establish a market research group to consolidate market information,
identify the information gaps and provide technical assistance in terms of
analysis of the market situation, preferences and motivations as revealed
in institutional and primary surveys (whenever possible)
2.2 Implement strategic marketing of Clark International Airport to
international and domestic airlines
2.3 Develop a tourism marketing strategy for the Corridor which will create a
brand, target markets, communication strategy, distribution approach and
implementation structure and promote investments in the Corridor,
especially in facilities and amenities and products.
2.4 Brand roll-out for the Corridor.

Strategic Direction 2: Develop sustainable destination infrastructure
programs/projects and increase supply of competitive facilities and services

Strategic Actions and Activities:

Action 1: Develop an investment strategy to promote development of new products
such as major mixed-use tourism complexes near Clark International Airport

Activities:
1.1 Identify sites and agree their development with major landowners.
1.2 Provide TEZ designation, zoning, permits and approvals, and incentives to
support site development.
1.3 Provide infrastructure support to the sites.
1.4 Identify and market to major developers and investors, local and foreign
1.5 Undertake construction of projects.
24
1.6 Support the marketing of the completed projects in International and

domestic tourism activities.

Action 2: Design and implement services infrastructure in tourist development

Activities:
2.1 Improvement to 16 heritage sites (Php 140 Million), per estimate from
NTDP 2011-2016
2.2 Provision of water and water treatment and solid waste management
systems in the Corridor
2.3 Secure funding for the destination infrastructure (i.e. water supply, power,
waste management facilities)
2.4 Design and construct tourism information centers and support
infrastructure in Clark Airport, malls, transport terminals
2.5 Study feasibility of constructing transport terminals identified in the Subic-
Clark Land Use Plan and the Metro-Clark Physical Framework Plan

Action 3: Develop and implement tourism standards for primary and secondary
tourism enterprises

Activities:
3.1 Work with DOT in implementing mandatory accreditation for tourism
enterprises
3.2 Work with DOT in developing and implementing standards for green
facilities (e.g. green hotels, homestay, spas)
3.3 Revise and/or develop tourism security and safety guidelines, especially in
light of the needs of markets like medical tourists, long stayer and retirees

Strategic Direction 3: Enhance international and domestic connectivity

One of the major concerns of the industry as well as visitors is the difficulty of
obtaining visas, which is not within the realm of the DOT Region 3 and SCADC but
belongs to a range of other government departments such as DOTC and DPWH.

In order to accomplish the objective of Strategic Direction 3 there are 5 proposed

priority actions as below.
Action 1: Develop terminal projects of Clark and the necessary auxiliary

infrastructure.

Activities:
1.1 Identify the workable public-private partnership arrangement budget
terminal complex project and the auxiliary infrastructure
1.2 Secure funding for the terminal
1.3 Construct the terminal complex
1.4 Maintain and operate

25
Action 2: Develop cooperation (Sister-Airport) programs with domestic and

international airports

Activities:

2.1 Identify the priority domestic and international airports that Clark

Airport can pursue as part of a cooperation agreement
2.2 Develop the Memorandum of Agreement
2.3 Create the technical working group
2.4 Implement and monitor the partnership agreement

Action 3: Develop or improve tourism roads to create seamless movements

Activities:
3.1 Identify the priority tourism roads on top of the list submitted by MACCII
and SCADC to the DPWH and DOT for funding
3.2 Secure endorsement from the DOT and funding for the proposed roads
from the DPWH
3.3 Construct the roads
3.4 Maintain and operate

Action 4: Advocate for the adoption of a visa upon arrival and long stay visa
program for key markets and of a renewal system for tourists who intend to stay
longer in the Philippines.

Activities:
4.1 Develop partnership that support the visa-upon arrival program
4.2 Work with the BI to devise implementation of programs
4.3 Implement the visa upon arrival and long stay visa
Action 5: Work with SBMA to consider the feasibility of a domestic cruise tourism
industry with Clark or NAIA as entry point of international cruise passengers.
Activities:
5.1 Feasibility study of cruise tourism in Subic Bay
5.2 If feasible, implement cruise tourism program

Strategic Direction 4: Build and/or strengthen institutions

Action 1: Work with and advocate for tourism-oriented LGUs to institutionalize
professional tourism offices and adopt the appropriate organization structure

Activities:
1.1 Select pilot area/city for the institutionalized of a professional

tourism office
1.2 Design and implement capacity-building programs
1.3 Secure funding

26
1.4 Develop roadmap of the pilot city

1.5 Implement the roadmap

Action 2: Develop a registry of communities of stakeholders in each area of the
Corridor and create coalition of these stakeholders for greater participation

Activities:
2.1 Inventory of communities of stakeholders
2.2 Invite communities of stakeholders to register with the tourism office

for certification
2.3 Communicate the registry to the tourism providers and partners

Action 3: Work with DOT, DTI, DSWD, DILG to create ways to integrate the
indigenous communities, unskilled, women, elderly, retirees in the tourism value
chain and to monitor such initiatives.

Activities:
3.1 Conduct consultations with these groups
3.2 Identify their capabilities and skills and resources
3.3 Design programs for integrating them in the tourism value chain
3.4 Secure funding for these program designs and implementation
3.5 Monitoring and evaluation

Action 4: Develop a program with DILG and DOJ-BI to create secure and safe
environment for the communities in the Corridor and the tourists as well, and to
protect the interests of women and most especially children by deterring activities
of unwanted visitors and preventing human trafficking activities.

Activities:
4.1 Identify public and private sector partners that support this advocacy

in the provinces covered by the Corridor
4.2 Conduct consultations and planning workshops with the tourism

police and LGU-based security workforce
4.3 Work with the relevant law enforcement agencies and the BI and

international agencies and governments in the same advocacy
4.4 Develop program or strengthen existing ones to prosecute cases and

reduce cases of crimes against women and children
4.5 Monitor and implement program

Action 5: Work with the DENR to promote environmental programs that will
promote sustainable tourism in coastal areas.

Activities:
5.1 Identify sites/areas that suffer from environmental degradation
5.2 Develop and implement new or support existing programs to monitor
capacity of the tourist attractions/sites
5.3 Monitor and evaluate
27
Action 6: Work with the DA and DOT to identify areas where special projects
oriented towards agri-for tourism can be implemented to integrate the
communities of the Corridor or Central Luzon in the value chain.

Activities:

6.1 Inventory/Survey of agricultural requirements (i.e. vegetables, fruits) of tourism
providers in the Corridor
6.2 Identify sites/areas with DA that can be used as pilot project for forging
partnerships between tourism providers such as hotels and restaurants and the
local agri communities.
6.3 Develop program for implementing the project
6.4 Secure funding from government and/or multilateral and bilateral agencies

Action 7: Work with the DTI and DOT to identify new areas for community-based
tourism projects or communities whose participation can be strengthened

Activities:
7.1 Inventory/Survey of other requirements (i.e. handicrafts, furnishings) of
tourism providers in the Corridor
7.2 Identify sites/areas with DTI and DOT that can be used as pilot project for
forging partnerships between tourism providers such as hotels and
restaurants and the local communities.
7.3 Develop program for implementing the project
7.4 Secure funding from government and/or multilateral and bilateral agencies

Action 8: Implement the activities for recommended by the NTDP on skills
capabilities building, professional tourism training and education, and human
resource networking and development

Activities:
8.1 Convene capability building workshops to identify and finalize worker
competencies certification process, accreditation of assessment centers and
assessors
8.2 Establish TESDA Skills assessment centers and disseminate new skills
assessment system
8.3 Introduction of tourism in basic education
8.4 Re-engineering tourism and hospitality education
8.5 Creating industry-academe linkages
8.6 Formation of the Regional Chapter of the Association of Human Resources
Managers in the tourism hospitality industry
8.7 Supporting the hosting of the Mabuhay Awards program and event
8.8 Organizing a regional tourism and hospitality human resource conference
8.9 Develop a yearly human resource development plan based on regional
priorities
28

Action 9: Develop research network among tourism schools and institutions

Activities:
9.1 Identify schools and institutions that offer tourism and tourism-related
courses
9.2 Identify research agenda and interests of schools in their local communities
9.3 Develop program to implement research network
9.4 Secure funding for this program
4 STRATEGIC ACTIVITIES AND ACTION PLANS

There were a number of strategic activities identified by the consultation process.
However, this Roadmap focuses only on those considered to have the greatest
impact on tourism in the Corridor due to limited financial and time resources. The
action plans and their timelines are presented in this plan for review by SCADC.
IMPLEMENTATION MECHANISM

At the time of writing this report, the SCADC does not possess the mandate to
dedicate its organization and resources to tourism development in the Corridor.
Among the bodies in the Region, it is only DOT Region 3 that has that mandate
emanating from the Tourism Act of 2009. However, that mandate of the DOT does
not cover the wide area of consolidating efforts and preparing local plans. That
mandate rests on the LGUs.

Thus the big question now is: who will implement the activities articulated in this
Roadmap? It is not SCADC or even DOT Region 3. The NTDP proposes a separate
organization that will serve as an implementing arm for the NTDP in each region.
This body will work with the DOT Regional office and other organizations in the
area. Thus, at best, this Roadmap can be passed on to the individual
cities/municipalities for possible adoption and/or source of inputs for the
development of their own development plans. Coordination with the agencies or
groups mentioned in this report can be facilitated by the SCADC, a role that it
effectively plays today. Stakeholders have hoped that SCADC can serve as the
implementing arm of the Roadmap in the Corridor, as assistance to the DOT
Regional office that is involved in other provinces outside of the Corridor space.
This partnership between the SCADC and the DOT Region 3 Office should also be
clearly recognized by the agencies comprising the board of SCAD. Otherwise, the
presence of CDC and SBMA in the Board of SCAD will not be maximized in pushing
for this inclusive growth agenda for tourism in the Corridor. At best, the
implementation of this Roadmap in the City of Angeles as a pilot partner will start a
chain of change in local tourism in the Corridor.
29

SCAD Tourism Roadmap 2011-2016

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SCAD Tourism Roadmap 2011-2016

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