Professional Documents
Culture Documents
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
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.
1.4
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
1.4
Principles
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.
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
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
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
11
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
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
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.
14
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.
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
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
16
17
Public
transportation
modes
to
and
between
the
provinces
include
bus
and
jeepneys
(Table
2.7).
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.
SCAD
Tourism
Roadmap
2011-2016
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/
SCAD
Tourism
Roadmap
2011-2016
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
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
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).
3.4
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
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.
25
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
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
6.5 Monitor
and
evaluate
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
7.5 Monitor
and
evaluate
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
9.5 Monitor
and
evaluate
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