TOUR 283- Manaoag Working Draft as of 2019-07-21 (1)

MANAOAG
Tourism Development
Framework Plan 2019 - 2025
DOMINGO | GERONIMO | PINGOL | SYQUIO

I. Introduction.................................................................................................................................................... 1
A. Background and Objective of the Study....................................................................................................1
B. Planning Approach............................................................................................................................................. 1
C. About the Destination....................................................................................................................................... 1
D. Organization of the Report..............................................................................................................................1
II. Situation Assessment.................................................................................................................................. 2
A. Global and International Trends..................................................................................................................2
B. National Trends................................................................................................................................................... 5
C. Current Tourism Situation in Ilocos Region and Pangasinan..........................................................8
D. Current Environment for Tourism in Manaoag..................................................................................13
E. Tourism Attraction Sites and Activities..................................................................................................21
F. Accommodation................................................................................................................................................ 25
G. Other Tourism Enterprises..........................................................................................................................26
H. Tourism Institutions....................................................................................................................................... 27
I. Tourism Demand.............................................................................................................................................. 28
III. Analysis...................................................................................................................................................... 33
A. Tourism Circuit Mapping..............................................................................................................................33
B. Assessment of Priority Sites........................................................................................................................36
C. Market Analysis.................................................................................................................................................41
D. Key Issues and Constraints.......................................................................................................................... 42
IV. Tourism Strategy.................................................................................................................................. 44
A. Strategic Goals and Objectives....................................................................................................................45
B. Strategic Tourism Development Framework.......................................................................................46
C. Tourism Development Strategies..............................................................................................................47
V. Action Plan.................................................................................................................................................... 66
VI. Bibliography............................................................................................................................................ 67
List of Figures
Figure 1 Philippine International Arrival by Region (2008 to 2018)...............................................................7

Figure 2 Map of NP 2 Cluster – Ilocos Region.............................................................................................................. 9
Figure 3 Visitor Arrivals to Region I............................................................................................................................. 10
Figure 4 Day Tourist Arrivals in Pangasinan........................................................................................................... 11
Figure 5 Tourist Arrivals at Local Destinations (2017).......................................................................................11
Figure 6 International Connectivity of Clark............................................................................................................ 13
Figure 7 Map of Manaoag................................................................................................................................................. 15
Figure 8 Map of Barangay Boundaries........................................................................................................................ 16
Figure 9 Existing Land Use Plan..................................................................................................................................... 17
Figure 10 Access to Manaoag.......................................................................................................................................... 20
Figure 11 Inter-municipality Map................................................................................................................................. 21
Figure 12 Road Map of Manaoag................................................................................................................................... 21
Figure 13 Map of Major Tourism Service Centers near Manaoag...................................................................26
Figure 14 Hardin sa Paraiso Grill and Restaurant................................................................................................. 27
Figure 15 Souvenir and religious article shops near the church......................................................................27
Figure 16 Number of Visitors during Holy Week (2019).....................................................................................29
Figure 17 Map of Key Destinations in Luzon............................................................................................................ 30
Figure 18 Official Facebook Account of LGU Manaoag Tourism Office.........................................................31
Figure 19 Pinas Sarap News TV (Media Partnership with GMA).....................................................................32
Figure 20 Official Website of Minor Basilica............................................................................................................. 32
Figure 21 Poblacion Area in Manaoag........................................................................................................................ 33
Figure 22 Circuits in Manaoag........................................................................................................................................ 34
Figure 23 Manaoag-Lingayen-Binmaley-Dagupan City-Calasiao, Circuit...................................................34
Figure 24 Manaoag-San Fabian-Binalonan-San Manuel-Sison Circuit........................................................35
Figure 25 Manila-Manaoag-Baguio Circuit.............................................................................................................. 35
Figure 26 Manila-Manaoag-LA Union Circuit.......................................................................................................... 36
Figure 27 Map of Existing and Potential Tourism Sites.......................................................................................36
Figure 28 One-Way Traffic around Basilica Minor of Manaoag......................................................................48
Figure 29 Sample Streetscapes Design........................................................................................................................ 49
Figure 30 Sample Tourist Center................................................................................................................................... 51
Figure 31 PWD friendly walkways................................................................................................................................ 51
Figure 32 Sample Walking Tour Map.......................................................................................................................... 52
Figure 33 Farm Tourism Site Development............................................................................................................... 55
Figure 34 Training Program for Farmers.................................................................................................................. 56
Figure 35 Farm Tourism Activity................................................................................................................................... 56
Figure 36 Sample Innovative Products for Sampaguita......................................................................................57
Figure 37 Candle Making Activities.............................................................................................................................. 57
Figure 38 Organic Products Production Facility in Siem Reap.........................................................................58
Figure 39 Directional Signages....................................................................................................................................... 59
Figure 40 Bus Stop or Bus Shelter................................................................................................................................. 60
Figure 41 Public Garbage Bins Promoting Waste Segregation........................................................................60
Figure 42 Lourdes Tourism Website............................................................................................................................. 61
Figure 43 Use of Technology in Tourist Guides........................................................................................................ 62
Figure 44 Various Fields of Tourism and Hospitality Educational Program..............................................65
Figure 45 Tourism Stakeholders.................................................................................................................................... 66
Figure 46 Five Stage Stakeholder Engagement Framework (Krick et al., 2005)......................................66
List of Tables
Table 1 Top 10 country/regional sources of visitors to ASEAN...............................................................................................4

Table 2 Visitor Arrivals of Key Markets of the Philippines......................................................................................................... 5
Table 3 Tourism Products of the Philippines................................................................................................................................... 6
Table 4 Visitor Arrival Targets 2016 - 2022..................................................................................................................................... 7
Table 5 Key information on Manaoag.............................................................................................................................................. 14
Table 6 Existing Land Use Classification......................................................................................................................................... 16
Table 7 Manaoag's Overall Competitiveness................................................................................................................................. 19
Table 8 Accommodation Capacity by destination (2015)........................................................................................................ 26
Table 9 Number of Enterprises by Type........................................................................................................................................... 27
Table 10 Visitor Arrivals by Destination (2015).......................................................................................................................... 30
Table 11 Product - Market Matrix..................................................................................................................................................... 41
Table 12 Propensity to Travel by source market......................................................................................................................... 42
I. Introduction
A. Background and Objective of the Study
This study was done as a course requirement in Tourism Development

Workshop under the Graduate Program in Tourism Development Management at
the Asian Institute of Tourism, University of the Philippines. The objective of the
study is to develop a strategic tourism development framework for Manaoag,
Pangasinan that will serve as a guide for the municipality in developing a tourism
that promotes inclusive growth and sustainable development.
B. Planning Approach
The study is done in coordination with Municipality of Manaoag. The

study utilized secondary data gathered from various government agencies and the
Manaoag Tourism Office. The team conducted a rapid site assessment of the existing
and potential attractions in the municipality, and stakeholder consultation. The
findings and results of these two activities were integrated in crafting the Tourism
Development Framework Plan for Manaoag.
C. About the Destination
Manaoag is a first
class municipality located in
Pangasinan in the Ilocos
Region. It is 168 kilometers
away from Manila. The
Municipality is Manaoag is
known for the Minor Basilica
of Our Lady of the Rosary of
Manaoag, which houses the
most revered image of
Neustra Señ ora de Manaoag.
The economy of
Manaoag is largely driven by
agriculture. It is a top
producer of rice and corn.
There are also mango
plantation within the municipality and there are also several fruit bearing plants
(i.e. banana, guava, star apple, guyabano, calamansi) that grow within the town.
The type of soil in Manaoag also allows it to grow sampaguita and ilang-ilang, that
are used as garlands to offer to Our Lady of Manaoag.
Manaoag has a relatively young population. Of the 69,497 people who

reside in the municipality, 67% are aged 19 years old to 64 years old.
Manaoag Tourism Development Framework Plan 2019 - 2025 1

D. Organization of the Report
In Section II, the report provides an assessment of the political and

economic situation, and demographic changes that affects growth of tourism in the
Asia-Pacific Region. Then, the report focuses on the drivers of tourism growth in
the Philippines. After providing the macro-perspective, the report highlights
tourism in Pangasinan and the Municipality of Manaoag. Section III continues with
the analysis of the market, tourism circuits, and the binding constraints to the
municipality’s tourism growth. The strategies are presented in Section IV. Based
on the gathered secondary data and findings during the stakeholder consultation,
the report presents a strategic framework plan for the Municipality of Manaoag.
II. Situation Assessment
A. Global and International Trends
1. Drivers of Change
Economies in Asia have shown continuous growth. According to the

International Monetary Fund (2018), Asia contributed at least 60 % of the growth
of the world economy. By the end of 2019, the IMF expects the regional economy to
expand by at least 5.4 %. The developments in the last five decades have led to the
improvement in the quality of life of people in Asia.
Of the three billion people that form part of the global middle class
population, about 50 % reside in the Asia-Pacific region. Based on projections, the
global middle class population will reach 5.4 billion in 2030 and 65 % will be from
Asia-Pacific. The rising middle class population represents an expanding consumer
market, which fuels the growth of the world economy. From $ 35 trillion in 2015,
the consumer spending of the middle class is anticipated to increase to $ 64 trillion
in 2030 and Asia-Pacific will account for 57 % of total expenditure (Kharas, 2017).
The growing affluence of China and India will play a critical role in driving the
worldwide demand for goods and services. McKinsey Global Institute (2016)
expects that consumer spending beyond necessities will sharply rise as many
households attain higher income thresholds in India. In China, the working-age
population currently has higher disposable income than the generations before
them. In addition, the number of middle-class households is also projected to
increase.
North America and Europe face the challenges of aging populations. 1

Meanwhile, Asia’s old-age dependency ratio remains manageable at 11 people aged
above 65 years old for every 100 persons of working age in 2015. This is lower
than the world old-age dependency ratio of 12 per 100 persons of working age
(United Nations, 2017). Apart from having a sufficient base of working population
to support its retirees, Asia is also home to 61 % of the 2.3 billion millennials
worldwide in 2015 (United Nations, 2017). The millennial generation has different
1
In 2015, old-age dependency ratio of North America (22.3) and Europe (26.4) is highest in the world. It
is noted that Japan and other Asian economies are struggling with declining fertility rates and

consumer behavior compared to previous generations. Millennial consumers rely
on their peers for information rather than the information provided for them by
companies. Aside from this, they prefer their purchases to be delivered to them in
an instant (McKinsey Global Institute, 2016).
The swelling middle class households and the increasing purchasing

power of millennials steer Asia-Pacific’s economic growth and redefines global
consumer spending behavior. Based on the Global Consumer Confidence Index,
Asia-Pacific remains the second most confident market despite the slowing global
economy (The Conference Board, 2019).
2. Global and Regional Tourism Trends
The prospects for global tourism have been optimistic. In fact, the
number of international tourist arrivals in 2018 has already surpassed the 1.4
billion mark two years ahead of the UNWTO’s forecasts issued in 2010. During the
last decade, world tourism has been growing annually by 4.2% on average.
Meanwhile, the Asia-Pacific region has been increasing faster than the world
average with 6.3% annual average growth rate for the period 2008 to 2018. In
2018, a total of 342.6 million tourists visited the Asia and the Pacific region or 19.6
million more tourists than in 2017. This accounts for 24.4% of global international
tourist arrivals (World Tourism Organization, 2019).
Among the subregions in Asia-Pacific, Southeast Asia showed the most

robust growth with 7.4 % increase in 2018. The 129.3 million tourists in Southeast
Asia in 2018 represents 37.7 % of total arrivals in the Asia and the Pacific region or
9.2 % of worldwide arrivals (World Tourism Organization, 2019). Based on the
projections of the UNWTO (2011), the number of arrivals to Southeast Asia is
expected to increase to 123 million by 2020, and 187 million by 2030. The thrust of
this growth will be intraregional travel. Based on the long-term forecasts of
UNWTO (2011), Asia-Pacific will be a major source of tourists in the next decade. A
more recent study estimates that four of five people travel within their own region
(World Tourism Organization, 2018).
Intra-ASEAN travel remains a key driver of growth in Southeast Asia,

accounting for 42.2 % of total arrivals to Southeast Asia in 2015. Meanwhile,
Northeast Asia2 is becoming a significant source market for the subregion. The
Northeast Asia markets collectively account for 25.7% of total arrivals to Southeast
Asia. These markets also showed strong performance. For the period 2012 to 2015,
the fastest growing country markets are China (+26.06%), Korea (+10.95%), Japan
(+5.03%), and Taiwan (+4.37%) (ASEAN Secretariat, 2017).
Southeast Asia/ Association of Southeast Asian Nations
The Association of Southeast Asian Nations (ASEAN) 3 is moving towards

a more integrated economy. Together the ten-nation bloc generated a total of US$
2
Northeast Asia includes China, Republic of Korea, Japan, Taiwan (ROC), and Hong Kong
3
ASEAN includes Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines,
Singapore, Thailand, and Vietnam.

1.3 trillion in 2017, which makes it the seventh largest economy globally. It is home
to 622 million people making it the world’s third biggest market after China and
India. Its relatively young population and rising middle class make it a significant
source market.
The ASEAN Open Skies4 has opened up opportunities to further develop

intra-regional travel. For instance, the liberalization of aviation made Southeast
Asia a good environment for the growth of low cost carriers (LCC), which enables
more people to travel by air. According to Boeing (2018), low cost carriers account
for 50 % of
Southeast Asia’s capacity in 2017. In the last five years, about 670 new
short-haul market pairs were added. This trend is expected to continue. Boeing
projects traffic flow within Southeast Asia to increase by 6.9 % per annum in the
next 20 years. There will be 4,520 new airplanes to be delivered in Southeast Asia
within two decades and 80 % of the additional aircraft is expected to be single aisle
airplanes, which will further propel growth in short-haul markets and intra-
regional travel.
Table 1 Top 10 country/regional sources of visitors to ASEAN

Country of Origin 2012 2015 AAGR
’12-‘15
Number of Share to total Number of Share to total
tourists (in %) tourists (in %)
(in ‘000) (in ‘000)
ASEAN 39,845.48 44.7 45,991.76 42.2 4.9
China 9,283.23 10.4 18,596.29 17.1 26.1
European Union 28 8,079.14 9.0 9,570.22 8.8 5.8
Republic of Korea 4,275.29 4.8 5,838.54 5.4 10.9
Japan 4,059.56 4.5 4,702.99 4.3 5.0
Australia 4,011.43 4.5 4,190.63 3.8 1.5
USA 2,984.15 3.3 3,382.32 3.1 4.3
India 2,839.58 3.2 3,307.94 3.0 5.2
Taiwan (ROC) 1,845.97 2.1 2,098.99 1.9 4.4
Hong Kong 1,834.58 2.1 1,514.66 1.4 -6.2
Top ten country/ 79,058.39 88.6 99,194.34 91.1 7.9
regional sources
Rest of the world 10,166.81 11.4 9,709.66 8.9 -1.5
TOTAL 89,225.20 100.0 108,904.00 100.0 6.9
Source: ASEAN Secretariat
The changing demographics of population worldwide and the rise of

income in developing economies have affected the trends in international travel.
This is reflected in the influx of international tourists to the Philippines. Almost two
decades ago, Korea and China only accounts for 10% of arrivals to the country,
while the arrivals from the United States contribute at least 24%. However, due to
4
The ASEAN Multilateral Agreement on the Full Liberalization of Passenger Air Services Protocols 1 and 2
was in force in June 2011 and was fully ratified by all member-states in July 2016. The ASEAN Multilateral
Agreement on Air Services Protocols 5 and 6, which allows unrestricted traffic between ASEAN capital
cities, was in force in December 2009 and was fully ratified by all member-states in November 2016.

the growing middle class population and higher propensity to travel, Korea and
China now comprise 40% of total international arrivals to the Philippines. The
influx of tourists from these two markets have been continuously growing.
Table 2 Visitor Arrivals of Key Markets of the Philippines
Country of Residence 2000 2018

Korea 174,966 1,587,959
China 14,724 1,255,258
U.S.A. 445,784 1,034,396
Japan 390,517 631,801
Australia 75,706 279,821
Total International 1,841,783 6,480,297
Arrivals
B. National Trends
1. Political, Economic, Social, and Technological Drivers of Change
The Philippine economy rose by 6.2 % in 2018 (Philippine Statistics

Authority, 2019). This is lower than the IMF’s original forecast of 6.5 %
(International Monetary Fund, 2018). Due to the delays in the enactment of the
2019 budget, the IMF has lowered its projections for the Philippines from 6.6 % to
6.5 %. However, despite slower growth, the Philippines is expected to be the fastest
among the ASEAN-5 economies (Lopez, 2019).
In the last five years, household consumption has been rising by 5.0 % in
real terms (Philippine Statistics Authority, 2019). Amidst higher inflation rate due
to tax reform, the consumer confidence of the Philippines remain stable at 133,
which is higher than the global average of 106 during the first quarter of 2019 (The
Conference Board, 2019).
2. National Tourism Trends
Tourism is a key driver of economic growth for the Philippines. In 2017,

tourism accounted for 12.2 % to the Philippine economy and employed 13.1 % of
the country’s total employment (Philippine Statistics Authority, 2018). Due to its
contribution to economic growth, the Philippine government is committed in
supporting the growth of tourism.
The National Tourism Development Plan 2016-2022 has prioritized the

key products due to attractiveness of the products to a broad market base. The
Department of Tourism (DOT) classified the country’s tourism products into three.
The key products are those that can attract a large volume of tourists, and
encourage longer length of stay and higher expenditure. The strategic products are
the ones that can attract tourists from regional markets with moderate length of
stay and expenditure. Lastly, the opportunity/niche products are those that show

strong growth potential with longer length of stay and high expenditure
(Department of Tourism, 2016).
Table 3 Tourism Products of the Philippines
Key Products Strategic Products Opportunity/ Niche

Products
Sun and Beach Tourism Meetings, Incentives, Education Tourism
Convention, and
Exhibitions/Events (MICE)
Nature-based Tourism Leisure, Entertainment and
Shopping
Culture-based Tourism Cruise Tourism and
Nautical Tourism
Diving and Marine Health and Wellness,
Sports Tourism Medical and Retirement
Tourism
Source: National Tourism Development Plan 2016 – 2022
International Visitors
In 2018, the Philippines welcomed 7.1 million international tourists or

7.6 % more than the previous year. For the past four years, the number of visitor
arrivals has been rising by 7.4 % per annum. Majority or 54.5 % of the country’s
international visitor arrivals in 2018 are from East Asia. In the last four years, the
number of arrivals from East Asia has been growing by 10 % per annum on average.
The robust growth is mainly driven by the continuous increase of tourist inflow
from Korea, China, and Japan.
North America, which accounts for 17.9% of total international arrivals,

is the Philippines’ second biggest market. The volume of arrivals is attributed to
Filipino nationalities who are American or Canadian passport holders. Although the
volume is still small, there is strong potential to growth the European market
especially when access to these countries is enhanced. Collectively, European
markets constitute 10.4% of arrivals in 2018.
Among the countries in Southeast Asia, the Philippines is the only

country that do not share borders with its neighbors. Thus, it does not enjoy cross
border travel as its neighbors in ASEAN. Intra-ASEAN travel contributed only 7.5 %
of the Philippines’ total international arrivals. Considering UNWTO’s outlook on
intra-regional travel and solid growth of arrivals to Asia, the prospects of increasing
arrivals from ASEAN is possible.

Figure 1 Philippine International Arrival by Region (2008 to 2018)
8,000,000
7,000,000
East Asia
6,000,000
5,000,000 North America
4,000,000 Europe
3,000,000
ASEAN
2,000,000
Australasia/Pacific
1,000,000
- Others
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source of basic data: Department of Tourism
Domestic Tourism
In 2018, the number of domestic arrivals was 97 million. This is

surpassed the original target set by the Department of Tourism of 89.2 million by
2022. Based on the 2016 Household Survey on Domestic Visitors, three in five
Filipinos aged 15 and above travelled within the country. Of those surveyed, 28 %
are aged 15 to 24 years old and 24 % are 25 to 34 years old. On average, a Filipino
traveler makes two trips a year and travelled without booking a package tour. Of
the total respondents, 69% of domestic tourists are day visitors. Pangasinan was
identified as the third most visited destination in the country after Metro Manila
and Negros Occidental. The main purpose of visit was pleasure or vacation.
Philippines’ Tourism Targets
By 2022, the DOT targets to attract 12 million foreign visitor arrivals and
grow foreign visitor arrivals by 12 % per annum. When it comes to domestic
tourism, the DOT sets the target of 89.2 million domestic travelers by 2022 and
increase domestic tourism by at least 4.0 % per year from 2016 to 2022
(Department of Tourism, 2016).
Table 4 Visitor Arrival Targets 2016 - 2022
2015 2016 2017 2018 2019 2020 2021 2022

Foreign 5.4 5.9 6.5 7.4 8.2 9.2 10.4 12.0
visitors
Domestic 67.8 70.5 73.3 76.3 79.3 82.5 85.8 89.2
Travelers
Source: Department of Tourism
Incentives
The 2017 Investment Priorities Plan (IPP), a three-year rolling plan,
included tourism enterprises (i.e. tourist transport services, accommodation
establishments, convention and exhibition facilities, ecotourism facilities, health
and wellness facilities, farm tourism, tourism training centers and institutes,
retirement villages, and restoration and preservation and operation of historical
shrines, landmarks and structures.) outside of the tourism enterprise zone.
The Philippines has been prioritizing the growth of tourism given its
impact on job creation and income generation. In recent years, the national
government has been appropriating budget to build the necessary infrastructure to
support tourism and has been providing incentives that will encourage investments
in tourism facilities. The Ilocos Region, and the Province of Pangasinan has been
benefitting from better accessibility brought about by enhanced infrastructure.
Aside from this, the increasing propensity to travel of Filipinos will likely boost the
growth of the region and Pangasinan.
C. Current Tourism Situation in Ilocos Region and Pangasinan
1. Overview of the physical and geographic characteristics of Ilocos Region
Ilocos Region is located at the northwestern tip of Luzon. Its total land
area is 1.28 million hectares. Pangasinan accounts for 41.8% of total land area.
Ilocos’ regional centers are Laoag City in Ilocos Norte and San Fernando City in La
Union. Of the four sub-regional centers identified in the Regional Development Plan,
three are located in Pangasinan. The sub-regional centers are Alaminos City,
Dagupan City, Urdaneta City in Pangasinan, and Vigan City in Ilocos Sur (National
Economic and Development Authority Regional Office 1, 2017).
Under the National Tourism Development Plan 2016 – 2022, Ilocos

Region has two tourism development areas. Manaoag is clustered under NP-2A La
Union and Pangasinan. The main airport gateway of the region is the Laoag
International Airport. There are four airstrips in the region, including two in
Pangasinan (Alaminos and Rosales). The region is also easily accessible through
land travel via the North Luzon Expressway, Subic-Clark-Tarlac Expressway, and
the Tarlac-Pangasinan-La Union Expressway.

Figure 2 Map of NP 2 Cluster – Ilocos Region
Source of basic data: National Tourism Development Plan 2016-2022
2. Overview of the regional and provincial economy
Region I – Ilocos region
In 2017, the Ilocos Region accounts for 3.1% of the Philippine economy.
From 2010 to 2017, the Ilocos Region’s economy was growing by 8.45% on the
average. The growth was driven by the services sector, which contributes 51.9% to
the regional economy. In 2017, the services sector expanded by 8.4%. The per
capita income of Ilocos in 2017 of Php 51,728 (at 2000 constant prices) is lower
than the national per capita income of Php 82,592 (Philippine Statistics Authority,
2018).
Ilocos Region’s population density is higher than the country’s

population density. It accounts for 5.0% of the Philippine population. The region’s
productive sector (total household population aged 15 to 64 years old) increased to
3.6 million 2015 from 3.46 million in 2011. From 2011 to 2015, the average labor
force participation rate (LFPR) was 61%. At the sectoral level, the services sector
employed 1.06 million persons or more than half of the total employment in 2014
(National Economic and Development Authority Regional Office 1, 2017).

Pangasinan
Pangasinan’s local economy is driven by its agricultural production. The

province produced 940,800 MT of palay and has a rice sufficiency level of 147%.
Aside from agricultural products, the province also has manufactured and
processed products such as home furnishings, bricks, cement, coco pastille, noodles,
vinegar, fish paste, salt, and dried fish (Province of Pangasinan, 2011).
Pangasinan is the residence of 2.96 million, making it the largest

population of Ilocos Region. While the rest of the region’s poverty incidence
improved, Pangasinan registered double digit poverty incidence of 11.2 (National
Economic and Development Authority Regional Office 1, 2017).
3. Regional and Provincial Tourism Performance
In 2017, 2.38 million people visited the Ilocos Region. Of which, 95.5%
are domestic travelers and 4.4% are foreign tourists. On average, visitor arrivals to
Ilocos Region have been increasing by 19% over a period of ten years. Among the
provinces in the region, Pangasinan, which accounts for 32% of total overnight
travelers, is the most visited province in the region (Department of Tourism, 2018).
According to the 2016 Household Survey on Domestic Visitors,

Pangasinan is the third most visited destination in the Philippines after Metro
Manila (1st) and Negros Occidental (2nd). Domestic arrivals tend to peak annually
in the month of April which coincides to summer break and Lenten Holiday. In
addition, domestic arrivals are at their lowest during the rainy months of July,
August, and September which also mark the start of the academic calendar
(Provincial Tourism and Cultural Affairs Office, 2019).
Figure 3 Visitor Arrivals to Region I
2,500,000
2,000,000
1,500,000
1,000,000
500,000
-
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Pangasinan Ilocos Norte Ilocos Sur La Union
1
Source of basic data: Department of Tourism Region I
The number of day tourists in Pangasinan has been increasing by 69%

per annum for the last five years. The Minor Basilica of Our Lady of the Rosary of
Manaoag attracted 73% of the total day tourists in Pangasinan. The Provincial
Tourism and Cultural Affairs Office noted that there are gaps in data and
recommended the enhancement in the quality of tourism data (Provincial Tourism
and Cultural Affairs Office, 2019).
Figure 4 Day Tourist Arrivals in Pangasinan
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
-
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Day Tourist Arrivals

Source of basic data: Provincial Tourism and Cultural Affairs Office
Figure 5 Tourist Arrivals at Local Destinations (2017)
Other sites
14%
Provincial Capitol Build-
ing, Lingayen
7%
Hundred Islands National Basilica Minor of Our

Park, Alaminos City Lady of Manaoag,
6% Manaoag
73%
Source of basic data: Provincial Tourism and Cultural Affairs Office
1
4. Tourism developments in the neighboring areas
Airport developments in Pangasinan
The Civil Aviation Authority of the Philippines (CAAP) is currently

developing the Lingayen Airport. The concreting of the apron, construction of the
fire station building, and staff house were already completed. The airport
improvement projects that will be implemented in 2019 includes the constriction of
runway canal (Php 10 million), improvement of perimeter fence (Php 8.0 million),
and provision for additional septic tank (Php 75,000). The proposed extension of
the runway from the current 1,050 meters to 1,520 meters will cost Php 37.8
million. An additional Php 155.2 million is needed for lot acquisition for the runway
extension. Extending the length of the runway will enable Lingayen to
accommodate commercial flights (Austria, 2019).
While there is a proposal to extend the length of the runway, the land
still needs to be acquired by the CAAP. This may take more than decade to be
completed. Nevertheless, it is important to note of the development prospects
within Pangasinan.
Clark
In recent years, Clark International Airport showed a phenomenal

growth. From 868,528 passengers in 2015, Clark welcomed 2.5 million passengers
in 2018. The Clark International Airport Corporation targets to have 4.5 million
passengers by 2022 (Sapnu, 2018). Clark is connected to 25 domestic destinations
including Cebu, Bacolod, Davao, and Cagayan de Oro City. It has flights to 10 cities in
Asia including markets with high propensity to travel (i.e. Singapore, Osaka, and
Seoul). The second passenger terminal building with a capacity of 8.0 million
passengers per annum is expected to be completed during the second semester of
2020. The Department of Transportation also announced that they will construct
the second runway as part of the implementation of the master plan conducted by
the Aeroport de Paris International (Reyes-Estrope, 2019).
The continuous growth of Clark and the development of the

international airport is an opportunity for Manaoag since Clark is only 1.5 hours or
117 kilometers (via SCTEX and TPLEX). At present, Clark International Airport is
the closest gateway that can link Manoag and the rest of Pangasinan to key tourism
markets in Asia and the increasing domestic travelers from the Visayas and
Mindanao. Clark is currently connected to 11 destinations in the Visayas (e.g. Iloilo,
Bacolod-Silay, Cebu, and Bohol) and 3 destinations in Mindanao (e.g. Laguindingan
and Davao).
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Figure 6 International Connectivity of Clark
Completion of TPLEX
The Tarlac-Pangasinan-La Union Expressway (TPLEX) is the main

linkage of Pangasinan to Metro Manila. The completion of the Binalonan exit made
it more convenient to access Manaoag. The TPLEX is expected to be completed by
September 2019. The last section of the expressway links Pangasinan to Rosario, La
Union. The completion of the expressway will reduce the travel time from
Pangasinan to La Union. This will pave the way for better circuit development
across different provinces in Ilocos Region and increased market penetration.
The continuous development of linkages to Manaoag will boost tourist

influx to the municipality. The completion of TPLEx plays a crucial role in connecting
tourists from Metro Manila and other regions in Luzon. In addition, the continuous
development of Clark International Airport can help Manaoag tap visitors from
other regions in the Visayas and Mindanao area and key international markets.
Once completed and operational, the development of Lingayen Airport will give new
opportunities for Manaoag as it will be the nearest commercial airport in the
municipality and the gateway to Pangasinan. These projects that enhanced
accessibility to and from Manaoag can greatly increase the growth of tourist arrivals
in the next decade.
D. Current Environment for Tourism in Manaoag
1. Brief History of Manaoag
Manaoag began as a small settlement of Cawili, now the town of San

Jacinto, by the banks of Baloquing Creek in the early 1600’s. Some years later, the
Augustinian Fathers established a Christian mission which was originated and
regarded as the Mission of Sta. Monica. Being devotees of the Blessed Virgin Mary,
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the Dominican Fathers who succeeded the Augustinians placed the settlements
under the mantle of protection of the “Queen of the Most Holy Rosary.”
It was often believed that a farmer saw a lady with a child, clothed in
white in a blinding light showed atop a tree saying in a sweet voice: “Son, I want a
church in my honor. My children shall receive many favors in this place”.
Immediately upon arriving home, the farmer related the story to his family, friends
and neighbors. The story spread and droves of people began going to the place to
verify the story of the “Virgin Mary who calls”. Upon their return home, they were
asked where they came from and answered “Dimad Apo Ya Mantatawag.”
The expression in English literally mean: “From the Lady who calls”.
Then the term evolved into “mantawag”. In both Pangasinan and Ilocano dialects,
“Manaoag” means “to call.” Eventually the word “Manaoag,” was derived and
remained the name of the town.
2. Geographic Features of Manaoag
Table 5 Key Information on Manaoag
Land area 5,716 hectares

Population 69,497
No. of Barangays 26
Classification 1st class Municipality
Province Pangasinan
Region Region I (Ilocos Region)
The municipal has a land area of 55.95 square kilometers or 21.60 square
miles which constitutes 1.03% of Pangasinan's total area. Its population as
determined by the 2015 Census was 69,497. Barangay Poblacion is the densest
barangay at 48 persons per hectare being in the urban area. Total population of the
Municipality of Manaoag represented 2.35% of the total population of Pangasinan
province, or 1.38% of the overall population of the Ilocos Region. Based on these
figures, the population density is computed at 1,242 inhabitants per square
kilometer or 3,217 inhabitants per square mile.
The Municipality of Manaoag lies at the heart of Pangasinan and is

situated at approximately 16° 3' North, 120° 29' East, in the island of Luzon.
Elevation at these coordinates is estimated at 23.0 meters or 75.5 feet above mean
sea level.
Based on the great-circle distance (the shortest distance between two

points over the surface of the Earth), the cities closest to Manaoag
are Urdaneta, Dagupan, San Carlos, Baguio, Alaminos, and Muñ oz. The nearest
municipalities are Mapandan, San Jacinto, Laoac, Pozorrubio, Mangaldan, and Santa
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Barbara. Its distance from the national capital is 169.16 kilometers (105.11 miles).
The following list delineates such distance measurements.
Figure 7 Map of Manaoag
Source: CLUP 2016-2026,Vol. 1, Manaoag
The Municipality of Manaoag consists of twenty six (26) barangays, with

Poblacion and Calaocan constituting the urban center. It has a combined land area
of 175.80 hectares or 3.08% of the total municipal land. On the other hand, there
are twenty four (24) rural barangays with an aggregate land area of 5,540.44
hectares or 96.92% of the municipal land area. Barangay Pugaro has the largest
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land area with 724.8 hectares and Barangay Licsi the smallest with 50.63 hectares.
Land area per barangay are further delineated based on GIS.
Figure 8 Map of Barangay Boundaries
In terms of land use, agriculture covers the largest area at 5,216.98

hectares (76.47%), while for residential area is at 528.5 hectares (8.63%).
Infrastructure/Utilities/Amenities accounts 778.09 or 12.71%; tourism is 11.96;
institutional is 57.39 hectares; industrial is 28.8; agri-industry is 18.22 and the rest
are for cemetery; dumpsite; aquaculture parks and recreational spaces.
Table 6 Existing Land Use Classification
Land Use Classification Existing Land % to

Area Total
(Hectares)
Agricultural 5,216.98 85.26%
Agri-Industrial 18.22 0.30%
Commercial 6.61 0.11%
Industrial 28.8 0.47%
Institutional 57.39 0.94%
Residential 528.5 8.64%
Tourism 11.96 0.20%
Infrastructure/Utilities/Amenities 178.09 2.91%
Parks and Recreational Spaces 1.065 0.02%
Dumpsite 1.0 0.01%
Aquaculture 0.58 0.01%
Cemetery 7.39 0.12%
Bodies of Water 61.86 1.01%
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Figure 9 Existing Land Use Plan
Climate
Average Annual Rain Fall (mm) 182.3
Average Annual Temperature 28 degree Celsius
Season Wet and Dry
The climate falls under the Type 1 classification with two pronounced
seasonal variation, the wet and dry seasons. Dry season runs from the period of
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November until late April while the remaining months from May to October
constitute the wet or rainy season.
3. Overview of the Economy of Manaoag
According to the Bureau of Local Government Finance, the annual regular

revenue of Manaoag for the fiscal year of 2016 was ₱135,872,875.43. The economy
in the municipality is anchored both on agriculture and agro-industrial sectors such
as cultivation and processing, livestock raising and others. Income also comes from
cultivating rice, mango, vegetable and fruits varieties; and from candle making and
production of buri-rattan basket wares.
The Manaoag’s primary cottage industries include: basketry, weaving and

wood carving. The basketry and weaving industries utilize locally grown bamboo,
rattan and buri (a variety of palm tree) as raw materials as well as silk worn
cocoons for novelty items. Resulting products like baskets, hats, fans, religious
articles and home furniture’s are sold both as local merchandise and export
products. The making of handicrafts, such as magazine racks, wine racks, baskets of
various shapes and designs is a thriving and important industry that supplements
the earnings of farmers. However, due to the low demand in both local and
international markets and intervention of middlemen traders, only few cottage
industries still managed to survive in business.
Manaoag has a total of 5,216.98 hectares is devoted to agriculture which

is equivalent to 85.27 percent of the total land area of the Municipality. Tomatoes,
calamansi, rice and corn thrive in Manaoag and monggo is a huge product of
Manaoag. Native flowers such as “ilang-ilang” and “sampaguita” abound in the area
where the townfolks sell the flowers around the vicinity of the Minor Basilica. The
municipality of Manaoag also boasts of its Mango plantation and other fruit-bearing
trees such as guava, “santol”, coconut, banana, chico, star apple, pomelo,
“sineguelas” and guyabano.
The House of Representatives approved on second reading a bill declaring

the Basilica of Our Lady of the Rosary of Manaoag as a pilgrimage site and tourist
destination last September 2018. House Bill 7882 provides for the development of
the Basilica of Our Lady of the Rosary of Manaoag in Manaoag, Pangasinan as a
priority activity of the Department of Tourism and other concerned agencies,
subject to rules and regulations governing the development of pilgrimage sites and
tourist destinations.
The whopping upsurge of tourist arrival in 2018 is attributed to the top

tourist destinations in the province of Pangasinan (PIA News, 2018).
The Minor Basilica of Our Lady of the Rosary of Manaoag remained to be
the most visited tourist site with about six million visitors. It can be recalled that on
February 17, 2015, Our Lady of the Most Holy Rosary Shrine popularly known as
the Manaoag church was formally proclaimed as a “Minor Basilica.” The historic
event was led by Papal Nuncio Guiseppe Pinto, a representative of Pope Francis.
Since then, the church, which has been long known as the pilgrimage center of the
north, undeniably continues to draw visitors (PIA News, 2018).
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Likewise, the Provincial Capitol of Pangasinan, which was identified as
one of the Architectural Treasures of the Philippines, had increased its visitors to
more than half a million in 2018, making it the second most visited tourist site in
the region (PIA News 2018). According to the Provincial Tourism and Cultural
Affairs Office, Pangasinan province records 9 Million tourist arrivals in 2018, over 6
million of the tourists mostly visited the Minor Basicila of Our Lady of the Most Holy
Rosary of Manaoag (PNA, 2019). The nonstop inrush of people to the Minor Basilica
had caught the locals and the local government off-guard as they were not prepared
to handle mass pilgrimage.
According to Cities and Municipalities Competitive Index, updated as of

2017, the overall ranking of Manaoag is 1,007 with a score of 27.9843. By category
of 1st to 2nd class Municipalities, the rank of Manaoag is 407 with a score of 28.6162.
The scores of municipalities are measured based on indicators of competitiveness
as set by the National Competitiveness Index. There are four indicators that is being
used for competitive index assessment namely Economic Dynamism, Government
Efficiency, Infrastructure, and Resiliency (DTI, n.d.).
Manaoag’s ranking reflects its overall status in various areas of their

municipality (i.e. size and growth of local economy, employment, health, education,
LGU’s compliance with national directives, business and revenues, infrastructures,
and disaster risk preparedness). The higher the ranking the more competitive the
municipality is. In addition, the data gathered in Manaoag’s overall competitiveness
assessment can be used as a tool to identify areas of improvement and provide
insight for policy making, development planning and investment promotion in the
municipality.
Table 7 Manaoag's Overall Competitiveness
OVERALL CATEGORY
Rank Score Rank Score
ECONOMIC DYNAMISM 403 4.2872 263 4.2863
GOVERNMENT EFFICIENCY 409 9.6602 199 9.6908
INFRASTRUCTURE 144 6.2205 72 6.8227
RESILIENCY 1214 7.8164 447 7.8164
OVERALL TOTAL SCORE 1007 27.9843 407 28.6162
Source: Cities and Municipalities Competitive Index 2017
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The competitive index also serves as a measure to look at the potential of
a destination to compete on global markets. Consequently, it looks at the
sustainability of the current level of growth, what needs to be maintained and
which areas to be improved. The indicators of competitiveness of Manaoag could be
used as a guide but evidence-based outcomes such as tourism arrivals and tourism
expenditures, economic contribution to the quality of life of the community should
be taken into consideration to balance decision-making for destination
management. The Municipality of Manaoag could further use this tool to assess how
they can transform their potential into ability.
4. Access to Manaoag
Manaoag is accessible by land via provincial roads connecting the

municipalities of Pozzorubio, Manaoag, Urdaneta, Mapandan, Laoac, and San Jacinto
(Municipality of Manaoag, 2016). The construction of Tarlac-Pangasinan-La Union
Expressway (TPLEx) significantly decrease the travel time from Manila from five
hours to three hours. Manaoag is also accessible from Clark, Baguio City and San
Juan in La Union.
Figure 10 Access to Manaoag
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Figure 11 Inter-municipality Map
Figure 12 Road Map of Manaoag
Source: Municipal Government of Manaoag
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Public Transportation
Bus companies providing such linkages include the Dagupan Bus

Company, Viron Transit, Five Star Bus Company serving Manaoag together with
their corresponding routes and frequency.
The primary mode of transportation in the Municipality is jeepney and

tricycle, these provides transport going to and from adjoining Municipalities. While
the common means of transportation within barangays is the tricycle and these are
stationed around the vicinity of the Municipality Hall. There are also private vehicle
which ply the routes to and from Dagupan and Baguio City with their terminals
located along the stretch of Rizal Street.
E. Tourism Attraction Sites and Activities
Manaoag is an established pilgrimage destination in the Philippines. The

most famous attraction in the municipality is the Minor Basilica of Our Lady of the
Rosary of Manaoag which is located in the Poblacion area. This is where the tourism
in the municipality is heavily centered. It is the only known most visited attraction in
Manaoag. However, during the Rapid Site Assessment, the researchers identified
other existing and potential tourism site that may be developed to complement the
current product offering of Manaoag.
Aside from the usual pilgrimage tourism, farm tourism is an untapped

potential in Manaoag. Sampaguita Farms and AGTALON Organic Hub are two
potential farm tourism sites in the municiaplity. Furthermore, a unique delicacy
called Kundandit can only be found in Manaoag. There are only two locals, who are
making this delicacy because it is being slowly forgotten tradition. Virgin’s well on
the other hand is an existing tourism site and is visited especially during Holy Week
as the water from it deems to be miraculous. Deviating from the common fast-food
chains in the Poblacion area, tourists can go to Hardin sa Paraiso in Brgy. Lelemaan.
It is a local restaurant wherein Filipino dishes are being served. These attractions,
despite the need for improvement and development, can be a cluster and create a
variety in the existing tourism status of Manaoag.
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CLUSTER 1
Tourism
Status of
Tourism Attraction Site Product Activities
Tourism Site
Portfolio
Minor Basilica of Our Lady of the Existing Health and Pilgrimage
Rosary of Manaoag Wellness
 Location: Poblacion
 One of the 15 Minor Basilicas
in the Philippines
 Established around 1600s.
 It houses the ivory image of
our Lady of the Rosary of
Manaoag which is several
centuries old and is believed to
be miraculous.
 Frequently visited by devotees
and pilgrims especially during
Lenten season.
 Declared by National Museum
of the Philippines as a
National Cultural Treasure.
Our Lady of Manaoag Museum Existing Educational Museum tour,
 Location: Poblacion Devotion
 Displays various vestiges of letters
our Lady of Manaoag and
other saints, and old liturgical
materials used by the
Dominicans.
 A wooden box is provided for
devotion letters of the
pilgrims.
Rosary Garden (inside Minor Basilica Existing Health and Recreational
of Our Lady of Manaoag) Wellness
 A garden inside the basilica

 Good for relaxation and
recreational activities
Virgin’s Well Existing Historical Station of the
 Location: Brgy. Pugaro Cross
 Known for its well brimming
with water that is believed to
have healing powers.
 Has Stations of the Cross for
pilgrims and visitors.
CLUSTER 1
2
Tourism
Status of
Tourism Site
Portfolio
Sampaguita Farms Potential Nature Sampaguita
 Location: Brgy. Baritao Tourism Site picking
 Plot of lands privately owned for and garland
by locals Development making
 Area is dedicated for
harvesting of Sampaguitas and
some Ylang-ylangs
Candle Factory Potential Educational Candle making
 Location: Brgy. Baritao Tourism Site
 A place where candles used for
for pilgrims are being Development
manufactured manually.
 It is operated by the Basilica in
cooperation with some locals.
CLUSTER 2
Tourism
Status of
Tourism Site
Portfolio
Kundandit Shop Potential Culture/ Kundandit
 Location: Brgy. Pao Tourism Site Educational making
 Kundandit is a homemade for
delicacy made of powdered Development
and toasted malagkit (sticky
rice) mixed with pulot
(caramelized sugar).
 According to Ms. Imelda
Miran, one of the two
kundandit makers, its recipe
was passed on generations by
generations in their family. It
was invented by one of her
ancestors during the war to
overcome their hunger.
 It is a vanishing delicacy that
seems to be already forgotten
by the younger generations
thus, making it a rare
commodity nowadays.
CLUSTER 2
2
Tourism
Status of
Tourism Site
Portfolio
Agtalon Organic Hub Existing Nature/ Organic
 Location: Brgy. Licsi Educational Farming,
 An organic hub that aims to Seminars,
promote farm tourism and Dining
various organic products
around Northern Luzon.
 A NGO accredited by
Department of Agriculture
 Conducts seminars about
organic farming
 Aims to operate a kubo-type
restaurant that offers slow
food products to the customers
 Aims to establish a pick and
pay farm in the area
Hardin sa Paraiso Grill & Restaurant Gastronomy Dining
 Location: Brgy. Lelemaan
 A local restaurant in Manaoag
that serves Filipino dishes.
 Has kubo cottages that
complement the ambiance of
the place.
 Behind the restaurant is a mini
garden where an enormous
phyton is enclosed in a cage. It
is believed to bring good luck.
F. Accommodation
In 2015, Manaoag had eight (8) establishments or a total of only 136

rooms. However, the quality of amenities and services do not meet the standards
set by the Department of Tourism. At present, tourists often proceed to San Juan in
La Union and Baguio City after spending a day in Manaoag.
Accommodation establishments can be found in key growth centers in

Pangasinan that are less than one hour from Manaoag. These destinations can
complement the development of Manaoag as a tourism destination while the
municipality has limited capacity.
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Table 8 Accommodation Capacity by destination (2015)
City/ Municipality Distance from No. of No. of

Manaoag establishments rooms
Pangasinan
Manaoag - 8 136
Urdaneta City 12 km (22 min.) 11 219
San Fabian 18 km (35 min.) 29 197
Calasiao 21 km (45 min.) 10 220
Dagupan City 20.8 km (45 min.) 29 678
Benguet
Baguio City 58 km (1.5 hours) 140 6,148
La Union
San Fernando City 82 km (2.5 hours) 22 418
San Juan 83 km (2.5 hours) 21 397
Source of basic data: Department of Tourism
Figure 13 Map of Major Tourism Service Centers near Manaoag
G. Other Tourism Enterprises
Manaoag has 97 food establishments. However, most are small eateries. The
most prominent among these is Hardin sa Paraiso Grill and Restaurant located in
barangay Lelemaan.
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Figure 14 Hardin sa Paraiso Grill and Restaurant
Table 9 Number of Enterprises by Type
Type of Enterprise Number of

Establishments
Restaurant/ Eatery/ Canteen 97
Transportation 7
Religious Article Shops 51
Figure 15 Souvenir and religious article shops near the church
H. Tourism Institutions
In 2016, the Municipal Government of Manaoag created a plantilla position

for Tourism Officer II through the Municipal Ordinance No, 06-2016. The
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designated Tourism Officer II works under the Office of the Mayor and has the
following responsibilities:
 Initiate in close collaboration with the local tourism council and the
formulation of local tourism plans;
 Act as the liaison between the local government and the Municipal
Tourism Council on matter pertaining to plan as well as in the
implementation of plans, programs and other tourism activities;
 Prepare annual budget for tourism promotion activities, allocate
festival assistance fund in the Municipality;
 Initiate the formulation of tourism marketing strategies and
promotion programs for the Municipality;
 Maintain an information system that is linked with the Provincial
Tourism Office;
 Together with the tourism system council, undertake the preparation
and dissemination of tourism promotional materials;
 For new tourism, operate to ensure compliance with set development
standards and guidelines;
 Study feasibility of granting incentives to potential investors in the
tourism sector so as to create a positive business climate for the
Municipality;
 Support the initiatives of the Municipal Tourism Council especially in
such areas as the identification of fund sources to finance activities,
the provision of venues for the council’s meeting and extension of
other types of assistance that will enable the Municipal Tourism
Council to evolve into a more effective body;
 Implement the Tourism Master Plan of the Municipality in an effective
and efficient way.
I. Tourism Demand
1. Visitor Arrivals in Manaoag
Unfortunately, there are no historical statistics on visitor arrivals to

Manaoag. Since there are several entryways to the Minor Basilica of Our Lady of the
Rosary of Manaoag and most are just day tourists visiting the church, counting the
number of visitors is challenging. Thus, the Office of the Municipal Tourism Officer
is using Jacob’s Method to estimate the number of tourists.
Jacob’s Method is typically use for estimating crowds at protests and rallies.
It determines the size of the crowd by dividing the occupied area into sections.
Then, estimates the number of people in a section and multiplies it by the number
of sections (Goodier, 20011).
Using Jacob’s Method, the Office of the Municipal Tourism Officer estimated
1.07 million people visited Manaoag during Good Friday in 2019.
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Figure 16 Number of Visitors during Holy Week (2019)
Easter Sunday (April40,000

21)
Black Saturday (April 20)

16,000
Good Friday (April 19) 1,037,000
Maundy Thursday (April 18) 560,000
Wednesday (April 17)

14,000
Tuesday (April 16)

13,500
Monday (April 15)

10,000
- 200,000 400,000 600,000 800,000 1,000,000 1,200,000
Source of basic data: Office of the Municipal Tourism Officer
2. Potential Market Size
Improvement in quality of road infrastructure and better access across

provinces have encouraged land travel among Filipino travelers. Manaoag is often a
stopover for tourists who intend to travel to/from Baguio City, and La Union.
Usually, tourists only spend a few hours in Manaoag and proceed to their next
destination. Apart from these two destinations, Clark, whose number of
international tourists has grown exponentially due to the expansion of international
flights, and Subic, which is a popular excursion destination, may be tapped as
markets for Manaoag in the future. Visitors within three-hour travel time to
Manaoag may be considered as part of Manaoag’s catchment area.
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Figure 17 Map of Key Destinations in Luzon
Table 10 Visitor Arrivals by Destination (2015)
City/ Municipality Distance from Visitor Arrivals

Manaoag (2015)
Pangasinan
Alaminos 77.6 km (1.5 hours) 48,763
Dagupan City 20.8 km (45 min.) 63,594
Benguet
Baguio City 58 km (1.5 hours) 1,115,264
La Union
San Fernando City 82 km (2.5 hours) 80,924
San Juan 83 km (2.5 hours) 204,153
Pampanga
Clark 117 km (1.5 hours) 1,001,980
Zambales
Subic 192.3 km (2.75 1,463,480
hours)
Source of basic data: Department of Tourism, GoogleMaps
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3. Destination Marketing Activities of Manaoag
The Municipality of Manaoag is visible through the official government’s

website, Minor Basilica’s website controlled by the church and the Facebook
account of Manaoag Tourism Office. The Minor Basilica’s website contains history of
Manaoag church and the museum. Aside from the Manaoag Church, there are no
other attractions or activities being offered in the municipality. The contents of the
government website is also not that informative and helpful for tourists who want
to visit around Manaoag. Their Facebook account shares contents which focus on
the Minor Basilica of Our Lady of the Holy Rosary of Manaoag as a tourist
destination by sharing schedules of masses and blessings. However, most of their
marketing initiatives and activities are seasonal during the Holy Week season only.
Aside from these, they use the same Facebook account to share the internal
activities of the LGU.
The Municipality of Manaoag is known for being a pilgrimage site due to the
existence of Minor Basilica of Our Lady of The Holy Rosary of Manaoag. Manaoag is
classified as a major tourist destination considering the constant arrivals for
decades and well-known Our Lady of The Holy Rosary of Manaoag Church for
religious devotees. However, there is still no clear positioning strategy for Manaoag
as a tourist destination. The Municipality may have been able to constantly attract
tourists for many years but was not able to monitor and act on the changes that
tourism may have brought to their community. The effects of mass pilgrimage on
the town needs to be addressed and integrated in their Tourism Development Plan.
There is no visible strong destination marketing strategy which could be seen in
Manaoag that would entice people to stay overnight. Most of the tourists are day
tourists who were also church-goers and would leave the town after visiting the
church. There is no other attractions or activities that could be included in the
tourists’ itineraries. They also don’t have a tourist map or guide map available for
tourists. Tourist data collection is also insufficient and not regularly done, thus the
resources to do market research analysis are limited. It needs to strengthen the
marketing and promotion of the municipality itself.
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Figure 18 Official Facebook Account of LGU Manaoag Tourism Office
Figure 19 Pinas Sarap News TV (Media Partnership with GMA)
3
Figure 20 Official Website of Minor Basilica
III. Analysis
A. Tourism Circuit Mapping
Manaoag Circuit
Manaoag’s Poblacion follows the old Spanish colonial architecture wherein the
main church, town plaza and town hall are strategically located near each other.
The Poblacion Barangay Hall is just a street away in front of the Minor Basilica of
Our Lady of the Rosary of Manaoag while the public market is approximately 290
meters away from the basilica. In addition, the Manaoag Community Hospital is
located in Brgy. Baritao which is 1.2 kilometers away from the church.
3
Figure 21 Poblacion Area in Manaoag
Manaoag Cluster 1
Minor Basilica of Our Lady of the Rosary of Manaoag
Our Lady of Manaoag Musem
Virgin’s Well
Candle Factory - Manaoag Multipurpose Cooperative
Manaoag Cluster 2
Kundandit Shop
Agtalon Organic Hub
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Figure 22 Circuits in Manaoag
Cluster 1
Cluster 2
Inter-municipality/city Circuits
Figure 23 Manaoag-Lingayen-Binmaley-Dagupan City-Calasiao, Circuit
3
Figure 24 Manaoag-San Fabian-Binalonan-San Manuel-Sison Circuit
3
Figure 25 Manila-Manaoag-Baguio Circuit
Figure 26 Manila-Manaoag-LA Union Circuit
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B. Assessment of Priority Sites
Figure 27 Map of Existing and Potential Tourism Sites
The tourism activities of the municipality of Manaoag is centered in the

Minor Basilica of Our Lady of Our Holy Rosary of Manaoag, which is its major
attraction. With the continuous increase in the number of visitors of the church,
LGU needs to reduce and redistribute the visitor volumes to other sites which will
require them to develop other attractions and activities with proper site
development and management. The municipality of Manaoag has limited innovation
and upgraded tourism products to encourage longer stays and repeat visitors.
Activities and amenities that are being offered are limited to pilgrims or church-
goers. Thus, majority of its tourists are day visitors with minimum spending and
contribution to the economic growth of the municipality.
It can be easily accessed through land transportation from key domestic

markets. In the Poblacion area, where the church is located, there is a need to
improve traffic management as well as streetscapes, including sidewalks and
walkability for both tourists and residents. The vendors around the church are
already occupying the sidewalks contributing to traffic congestion in the area along
the Manaoag-Pozorrubio road. The municipality is not equipped with enough
lodging services and recreational sites. Accommodations are not enough and there
are only few eateries or small restaurants in the town. There is a need for wider
roads, tourism enterprises, decent comfort rooms, and other amenities. Overall, the
infrastructure and public utilities must be improved.
There is also a need to strengthen public-private sector coordination and

management for tourism in Manaoag. This will enable the growth of a more
competitive tourism enterprises and businesses within the municipality. There is a
3
need to innovate and develop a diverse tourism products to encourage tourists to
stay longer and spend more. Since tourism is a service industry, Manaoag also
needs a supply of well-trained tourism professionals to deliver high quality
products and services that the visitors need.
The municipality needs a strict zoning ordinance and implementation of

policies to protect the cultural heritage of Our Lady of the Holy Rosary of Manaoag
and its environment. Due to the increase of tourist arrivals especially in Poblacion
or town proper, waste management should also be improved and policies must be
put in place. Pertinent laws and guidelines must be appropriate to local
environment conditions to minimize the negative impact of tourism development
and tourist activities.
3
Area of Issues
Challenge
Minor Basilica  Traffic and tourist
of Our Lady of congestion in the Poblacion
Our Holy area especially during Holy
Rosary of Week and weekends
Manaoag  Lack of tourism tour guides
 Presence of ambulant
vendors
 Lack of discipline of parking
boys
 Limited parking space
 Not enough public facilities
such as
 No tourism information
center
 Overcharging of parking fees
by private residential houses
near the church
 Vendors occupying the
sidewalks causing heavy
traffic
 Not enough accommodation
establishments near the area
 Not enough restaurants or
eateries near the area
Our Lady of  Inadequate signages
Manaoag  Weak promotional
Museum marketing
 Lack of tourism tour guides
Manaoag  Absence of tourism site

Rosary Garden markers and inadequate
signages
 Weak promotional
marketing
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Virgin’s Well  Unpaved road going to the
Virgin’s well
 Absence of visible street
signages or tourism site
markers
 No street lightings, unsafe
and dark at night
 With parking fee but
requires proper parking
space and management
 Infrastructure needs to be
developed
 No eateries or places to eat
around the area
 Not easily accessible by
public transportation
 No accommodation
establishments near the site
 Not enough public toilets in
the area
Agro-Technical  Lack of investors
Assistance and  Lack of financial support to
Livelihood improve product
Opportunities development and innovation
in the North  Lack of capability to operate
(AGTALON) farm tours
 Untapped potential to
develop slow food travel in
the neighborhood
 Untapped potential for farm
tourism (production,
educational and
recreational)
Sampaguita  Not open for tourists
Farm  Unpaved road going to farm
 No activities offered
 No association for
sampaguita farm land
owners
 Untapped potential for farm
tourism (production,
educational and recreational
purposes)
 Landscape needs
improvement for tourism
development
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Candle Making  Machines provided by DTI
Cooperative were not utilized for over 2
(by the years
Manaoag  Not easily accessible by
Church) public transportation
 Not open for tourists
 Untapped potential for
educational and industry
tour (candle making)
 Small facility and needs
improvement
Hardin sa  Far from the town proper

Paraiso  Not easily accessible by
public transportation
 Weak promotional activities
 No street signages or
tourism site markers
“Kundandit” as  Weak promotional activities

pasalubong  Needs improvement on
quality and taste
 Packaging needs to be
improved
 Rare commodity, not that
popular to vendors and
tourists
 Lack of awareness of the
product
 Needs improvement on the
sanitation and cleanliness on
production
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Rizal Park  Lack of trees (lack of green
space)
 Weak promotional activities
 Lack of awareness
 Untapped potential for a
recreational site
 Lack of public sheds
 Small space
C. Market Analysis
Tourism in Manaoag is mainly driven by domestic traffic. Almost 95.5% of

Pangasinan’s visitors are Philippine residents Manaoag can segment its market
given the available tourism product and potential products it can develop.
Table 11 Product - Market Matrix
Product Category Lifecycle Segment

Cultural Tourism
Attractions-based Students, Family, Boomers, Generation X
(i.e. museum, historical &
religious routes)
Events-based (i.e. festivals) Boomers, Family
Nature-based Tourism
Farm tourism Students, Family, Boomers, Generation X
Health and Wellness Family, Boomers, Generation X,
Millennials
The following demographic cohorts are used as reference in the Lifecycle Segments
(Dimock, 2019):
 Boomers: born within the years 1946 – 1964
 Generation X: Born within the years 1965 – 1980
 Millennials: Born within the years 1981 – 1996
 Post millennials/ Generation Z: Born within the years 1997 – 2012
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In order to penetrate the international market, Manaoag can take
advantage of international flights in Clark International Airport. However, since
Clark is 1.5 hours away from Manaoag, it can focus on the short haul markets (less
than four hours flights).
Table 12 Propensity to Travel by source market
Source Market Trips per capita*

Singapore 3.66
Hong Kong 3.32
South Korea 1.22
(Incheon, Busan)
Japan (Osaka) 1.11
Taiwan (Taipei) 1.02
*Passengers originating from respective market
Source: Airbus (2018)
D. Key Issues and Constraints
Tourism in Manaoag is heavily anchored on the Minor Basilica of Our Lady of

the Rosary of Manaoag. It is among the 15 minor basilicas in the Philippines that
was canonically affiliated with the Papal Basilica of Saint Mary Major in Rome. The
presence of NLEX, SCTEX, and TPLEX, makes the municipality easily accessible from
Metro Manila. Aside from this, Manaoag is also strategically located near other
famous tourism destinations in Luzon such as San Juan, La Union (1.5 hours away)
ang Baguio City (1.5 hours away). Its proximity to key tourism sites allows visitors
to spend a day in Manaoag en route to their destination.
Since the tourists only visit the church, it causes severe road congestion in
the Poblacion area especially during the weekends and Holy Week. The Manaoag-
Pozzorubio street with its current traffic scheme can really cause inconvenience for
both the tourists and the locals. There is no proper regulation in terms of parking
spaces that leads to overpriced parking fee and abusive parking personnel.
While Manaoag is the most visited site in Pangasinan, it is concentrated in

the Poblacion area. However, because Manaoag lacks competitive tourism
products, visitors do not have a compelling reason to stay longer and spend more,
which could generate tourism receipts for the municipality.
Manaoag has agricultural resources that can be tapped to develop farm

tourism. However, the municipality do not have an institutionalized tourism office.
At present the Municipal Tourism Officer works under the Office of the Mayor.
Aside from this, the current Municipal Tourism Officer holds the position of
Assistant Local Civil Registrat at the Local Civil Registry Office. Since the Municipal
Tourism Officer have limited resources, it will be challenging for the Municipality of
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Manaoag to implement initiatives that will support further tourism growth that
could provide jobs and livelihood for the people.
Strengths
• Minor Basilica of Our Lady of Manaoag is a major attraction of Pangasinan
• One of 15 Minor Basilica in the Philippines
• Most visited attraction among day tourists in Pangasinan
• Availability of public bus 24/7
• Accessibility & proximity to key domestic markets
• 194 km (2.5 hours) from Quezon City
• 84 km (1.5 hours) from San Juan, La Union
• 60.2 km 1.5 hours) from Baguio City
• Availability of agricultural resources for farm tourism (i.e. Sampaguita farms,
Agro-Technical Assistance and Livelihood Opportunities in the North
(AGTALON), Manaoag Organic Hub)
Weaknesses
• Absence of a tourism office
• Limited tourist data collection to craft for a research-based / evident-
based policies to support tourism development
• Absence of tourism products and activities (i.e. diversified tour products to
promote longer stay)
• Underdeveloped tourism potentials (i.e. Farm Tourism and Wellness Tourism)
• Limited tourism establishments (i.e. hotels & restaurants)
• Few or not enough DOT accredited accommodation establishments
• Absence of travel services (i.e. tour operators & travel agencies, tourism
information centers, tourist transport service)
• Lack of public facilities for tourists (i.e. tourist information centers, public
comfort rooms)
• Limited opportunities for local enterprises to upgrade and expand
• Availability of microfinancing
• Training for business management
• Lack of well-trained tourism workforce (no tourism courses offered in
college / academe)
• Lack of marketing plan and strategy to sustain domestic market, attract foreign
market backed by market research
• Congestion in Poblacion Area (Shrine of Our Lady of the Holy Rosary of
Manaoag)
• Limited space for parking
• No organization for parking providers
• Absence of proper facilities for bus terminal / stop over
• Ambulant vendors peddling candles, holy water and religious items
without business permit
• Traffic congestion during weekends and during holy week
• Tourist congestion during weekends and holy week
• Lack of discipline
• Parking boys, vendors, food service provider
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Opportunities
• TPLEX is expected to be completed by Sep. 2019 (Rosario, La Union)
• Lingayen Airport will be upgraded (from 1,060 m to 1,800 m) to be able to
accommodate commercial flights
• CAAP allotted Php 50.7 M for upgrading
• Expansion of Clark International Airport
Threats
• Presence of agricultural risks due to tourism development
• Commercialization that will affect the area of the Minor Basilica
• Land conversion from agricultural to commercial
• Development of other nearby municipalities
IV. Tourism Strategy
The Municipality of Manaoag’s Vision is to be “a livable and globally

competitive Pilgrims Center of the Philippines where there are equal opportunities
for God-loving citizens in a safe and healthy environment under a dedicated and
transparent governance.” Manaoag’s vision as a municipality is integrated in the
crafting of the strategies for tourism development.
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A. Strategic Goals and Objectives
4
4
B. Strategic Tourism Development Framework
4
C. Tourism Development Strategies
Strategic Direction 1:
Establish an effective destination management of the Poblacion Area for the sustainable
development of heritage and pilgrimage tourism destination
Strategic Action Activities
1.1.1 Improve traffic congestion by implementing one-way
1.1 Improve routing of foot traffic within the parameter of Minor Basilica
and vehicle traffic 1.1.2 Presence of traffic enforcer
1.1.3 Provide designated parking facilities
1.2 Promote better 1.2.1 Improve streetscapes design (i.e. sidewalk, pedestrian
walkability in the lanes, and street lights)
Poblacion area 1.2.2 Allocate green space (i.e plants and trees)
1.3 Establish a heritage 1.3.1 Create a policy declaring a heritage zone
zone to preserve and 1.3.2 Enforce strict implementation of policies and zoning
ordinance
protect the Minor Basilica
and its surrounding
1.3.3 Designate commercial zone
environment
1.4.1 Visibility of tourist police and help or tourist
1.4 Ensure safety and
information center
security
1.4.2 Improve access for PWD and Senior Citizens
1.5 Develop other tourism 1.5.1 Create a walking tour of the Minor Basilica
activities within the Minor 1.5.2 Develop a tourist guide manual or spiel or narrative for
the tour
Basilica complex
1.5.3 Train tour guides
Strategic Direction 1: Establish an effective destination management in the

Poblacion Area for the sustainable development of heritage and pilgrimage
tourism destination
Establishing an effective destination management in the Poblacion area leads to

facilitate stakeholder cooperation for the sustainable development, management and
marketing of Manaoag as a Heritage and Pilgrimage Tourism Destination. This strategy
aims to promote low-impact and beneficial activities that respects the cultural heritage
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site, which is the Minor Basilica. Spiritually motivated travels such as pilgrimage and
religious tours.
The municipality should leverage on the popularity of the Minor Basilica of Our
Lady of Our Holy Rosary of Manaoag as a tourist attraction by developing new and
improving existing tourist attractions and activities that would complement Manaoag as
a heritage and pilgrimage tourism. There should be other religious activities for
pilgrims to do after visiting the church to help pilgrims achieve their spiritual purposes
and to extend their stay in Manaoag.
1.1 Improve routing of foot and vehicle traffic
This strategy will minimize the traffic and tourist congestion in the
Poblacion area especially during the Holy Week and weekends. The presence
of traffic enforcers, having designated parking facilities and implementing
one-way traffic would lead to a smooth flow of tourists as they go around the
Basilica Minor.
1.1.1 Improve traffic congestion by implementing one-way traffic within

the perimeter of Minor Basilica
1.1.2 Presence of traffic enforcer
1.1.3 Provide designated parking facilities
Figure 28 One-Way Traffic around Basilica Minor of Manaoag
1.2 Promote better walkability in the Poblacion area
Improving the walkability in the Poblacion area is an important

strategy to keep the solemnity of the place from busy streets, motor vehicles
and pollution. The walkability of the destination which promotes walking for
5
pilgrims is part of sustainable development of the area as it lessens vehicle
traffic which contributes to pollution. Walkable places are more attractive,
safer, and better for the environment. Since the Manaoag-Pozzorubio street
cannot be converted into multiple wide lanes and has very minimal space for
sidewalks, it would be an effective strategy to convert it to a street where
people can walk safely. The current sidewalk is not an inviting place to walk
for residents and tourists as cars will be right next to anyone walking. It is
dangerous as there is no separation between pedestrians and vehicle
movement. Therefore, this strategy deals with improving the pavement of
sidewalks in the Poblacion area.
Allocating green space into concrete parks (i.e. Rizal Park in front of
the Minor Basilica) would promote health and wellness as trees produce
oxygen and help filter out harmful air pollution. Trees also provides shade to
the people walking which is important in warm climates like Philippines. It
also facilitates physical activity and relaxation and encourages human
interaction. Green spaces help decrease temperatures keeping the area cool
by reducing the heat trapped by concrete or asphalt. This strategy would
enhance both the tourists’ and residents’ experience.
1.2.1 Improve streetscapes design (i.e. sidewalk, pedestrian lanes, and

street lights)
1.2.2 Allocate green space (i.e. plants and trees)
Figure 29 Sample Streetscapes Design
1.3 Establish a heritage zone to preserve and protect the Minor Basilica
and its surrounding environment
5
An ordinance formally identifying and declaring the Minor Basilica as
a heritage zone will help protect the religious cultural heritage of the Minor
Basilica and its surrounding environment. This is to strengthen the tangible
and intangible cultural assets of Manaoag as well as to avoid having high-rise
buildings that would block the façade or view of the church. Implementing
rules and regulations allows heritage structures and zones to benefit and to
protect sacred sites. Providing a code of conduct of do’s and don’ts will help
increase the awareness of the pilgrims and tourists to act with respect when
they visit the Minor Basilica. This also protects the sacredness of the site and
its religious practices from other tourists or non-pilgrims. This will benefit
the pilgrims as well as tourists who are merely visiting, not out of religious
faith.
1.3.1 Create a policy declaring a heritage zone

1.3.2 Enforce strict implementation of policies and zoning ordinance
1.3.3 Designate commercial zone
Figure 30 Sample Code of Conduct for tourists
1.4 Ensure safety and security
Streets that are narrow with no more than two lanes of traffic and a
clump of vendors on either side would impede traffic as cars must drive
slowly. The presence of sidewalks, crosswalks and signals will make it easy
for people to walk along the street and cross the street safely. Access such as
a ramp that is suitable for PWD and Senior Citizens is an important part of
ensuring the municipality’s inclusivity so that their needs would not be
overlooked. Sidewalks should be designed to provide safe, attractive, and
comfortable spaces for pedestrians by providing well designed streetscape,
tree planting, energy efficient street lightings, and street furnishings such as
5
waste receptacles, signages, benches, and bicycle racks. Lighting is an
important element as it contributes in creating a safe environment for
tourists especially at night. Lighting fixtures should be energy efficient and
provide minimal light emissions to prevent night sky pollution. The overall
streetscape design adds to the visual image and attractiveness of the
municipality. This strategy highlights the importance of providing a safe
urban environment for all.
The visibility of tourist police and tourist information center serve as

a guide for tourists. It also addresses the security concerns of residents and
tourists. Tourist information center is like a one-stop shop for tourists as it
provides brochure maps, history of the place, and souvenirs. Some tourist
centers would also highlight a glimpse of their culture and history or could
be as innovative by providing self-help desk kiosk. All of these promote a safe
environment for tourists as tourists’ safety and security is a driving factor
and motivation for tourists to travel to a destination.
1.4.1 Visibility of tourist police and help or tourist information center

1.4.2 Improve access for PWD and Senior Citizens
Figure 31 Sample Tourist Center
Figure 32 Sample Smart Help Desk Kiosk
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Figure 33 PWD Friendly Walkways
1.5 Develop other tourism activities within the Minor Basilica complex
A destination with tourism attractions and activities that can be

accessed in a matter of minutes by foot is appealing to tourists who want to
spend their time productively and spend less on time travel and transit.
Developing other attractions and activities would also make tourists want to
stay longer and increase tourism expenditure in Manaoag than what they
used to do.
To enhance tourist experience, it is also important to train tour guides

by providing them manuals or narrative for the tour to make the tour even
more interesting and at the same time informative and educational. Together
with the development of tourist attractions and activities, education and
training of tourist guides have a significant role in improving and promoting
tourism in Manaoag. Having them equipped with right knowledge and
proper training will ensure that right information will be delivered to
tourists. This will enhance tourist experience, increase the level of customer
satisfaction and encourage communication between tourists and locals.
1.5.1 Create a walking tour of the Minor Basilica

1.5.2 Develop a tourist guide manual or spiel or narrative for the tour
1.5.3 Train tour guides
5
Figure 34 Sample Walking Tour Map
5
Develop and market health and wellness, and farm tourism to complement the existing
product offering of Manaoag
2.1.1. Identify sites for product
development (i.e. sampaguita farms, ylang-
ylang farms, organic hub)
2.1.2 Develop potential sites and create new
2.1 Develop diverse
activities for a pilgrimage tour (i.e. Virgin’s
tourism products and
Well, Nature-related activities, camping)
services
2.1.3 Collaborate with other neighboring municipalities to
create a multi-destination itineraries
2.1.4 Capacity building for farm tourism operators to enable
them to comply to proper organic farming
2.2.1 Identify key areas for investment opportunities (spa,
sauna, wellness centers; candle making; sampaguita essential
oil)
2.2 Attract tourism investments 2.2.2 Provide a set of incentives for priority projects
2.2.3 Improve ease of doing business (i.e. Business One-
Stop Shop for registration and renewal of business permits
and licenses, sanitation permits, building permits)
2.3.1. Enhance access to microfinancing
2.3.2. Work with DTI and DOST to improve production
process (Provide equipment and machineries, post-harvest
2.3 Support the development of
facilities, organic farming)
MSMEs in tourism
2.3.3 Raise skills capabilities through technical programs
(i.e. Kundandit production, candle making production,
handicrafts and other food products)
2.4.1 Improve streetscape (i.e. sidewalk, street lights,
2.4 Improve support infrastructure directional signages, trees and open spaces)
and traffic management 2.4.2 Designate proper location for bus shelter
2.4.3 Develop solid waste management
5
2.5.1 Develop a destination marketing plan for Manaoag
2.5.2 Develop an Official Manaoag Tourism Website
2.5.3 Intensive Social Media Promotions and Activities
2.5.4 Develop a creative tourist map or brochure
2.5 Enhance marketing and
2.5.5 Work with travel agencies and tour operators to
promotion initiatives
promote and include Manaoag in their tour packages (i.e.
Clark, Manila, Cebu)
2.5.6 Work with the provincial government of Pangasinan
to develop a smart guide (mobile app)
2.6.1. Work with bus companies to provide scheduled trips
2.6 Improve accessibility to/from
to/from La Union, and to/from Clark
Manaoag and to potential tourism
2.6.2. Enhance road infrastructure to potential tourism sites
sites
(i.e. Virgin’s well, Sampaguita farms)
2.6.3 Improve inter-municipality public transportation
Strategic Direction 2: Develop and market health and wellness, and farm tourism
to complement the existing product offering of Manaoag
The 7 million tourists in 2019 is an indication that Manaoag already has high
level of tourist influx but needs to develop other potential tourism attractions and
activities that would address the short stay of tourists in Manaoag. The second strategic
direction therefore aims to develop new tourism products and services, tourism sites
and activities, and complementary businesses that would add to the competitive
advantage of Manaoag as a potential health and wellness, and farm tourism. The
development of health and wellness, and farm tourism are in harmony with the existing
heritage and pilgrimage tourism in the municipality. Pilgrimage tourism does not only
focus on the religion aspect but also focuses on the well-being of the tourists. The
municipality could also gain advantage of the advancement of technology to innovate
their products and services. Consequently, investment and financing are essential to
address the gap of having uncompetitive tourism products and services in the
municipality.
2.1Develop diverse tourism products and services
With the aim to be a center for spiritual growth and wellness, it is

important to identify sites for new product development that would cater to
this market such as sampaguita farm and organic hub. These two sites have
5
the potential to boost the tourism industry by promoting organic farming,
health and wellness farms, and activities such as Do-It-Yourself. Development
of farm tourism and organic farms emphasize on health, wellness and healthy
food production. Tourists will be able to involve themselves in production
and to express their creativity and interests in D-I-Y activities. To be able to
provide such activities, capacity building for farm tourism operators is
necessary.
Virgin’s well, located at Pugaro, Manaog, is a potential site to develop

for a pilgrimage tour. The improvement of facilities is needed such as
meditation or prayer room. It can also be a venue for pilgrims to be able to do
their religious rituals and activities while being close to nature. The site
needs to improve the way of the cross structures which can be packaged for
religious experience in the pilgrimage tour. It also needs to improve the
parking space and could add a place to eat and a souvenir shop in the area.
Collaborating with other neighboring municipalities within the

Pangasinan province in creating a multi-destination itinerary will add to the
competitiveness of Manaoag as a tourism destination. Inter-municipality
tours encourage tourists to travel to different neighboring municipalities’
tourist attractions and activities which make them stay longer and spend
more money. This promotes equality and strengthens inter-municipality
tourism within Pangasinan province.
2.1.1 Identify sites for product development (i.e. sampaguita farms,

ylang-ylang farms, organic hub)
2.1.2 Develop potential sites and create new activities for a pilgrimage
tour (i.e. Virgin’s Well, Nature-related activities, camping)
2.1.3 Collaborate with other neighboring municipalities to create a
multi-destination itineraries
2.1.4 Capacity building for farm tourism operators to enable them to
comply to proper organic farming
Figure 35 Farm Tourism Site Development
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Figure 36 Training Program for Farmers
Figure 37 Farm Tourism Activity
2.2Attract tourism investments
There are many new entrepreneurs and new ideas that should be
supported by government, private sectors and financial institutions.
Investment in hotels and lodges is needed to increase capacity to host
tourists. The municipal could build a competitive advantage over other
destinations through investment promotion supporting product innovation.
Identifying key areas for tourism investment opportunities is significant in
developing tourism infrastructure, businesses and services to attract more
tourists in Manaoag. The municipality should be able to attract investments
in preferred areas or activities to be developed as health and wellness, and
farm tourism sites. Tax incentives and ease of doing business could arise to
more tourism projects and developments such as accommodation, tour
companies, travel agents, small tourism enterprises and businesses, and
restaurants. A business one-stop shop is helpful for individuals and business
owners to process their licenses and permits, registrations and renewals.
Clustering these activities in one place is very convenient to business owners
who have hectic schedules.
6
2.2.1 Identify key areas for investment opportunities (i.e. spa, sauna,
wellness centers; scented candle making; sampaguita essential oil,
aromatherapy, mini flower bouquet, scented rosary; ylang-ylang
perfume)
2.2.2 Provide a set of incentives for priority projects
2.2.3 Improve ease of doing business (i.e. Business One-Stop Shop for
registration and renewal of business permits and licenses,
sanitation permits, building permits)
Figure 38 Sample Innovative Products for Sampaguita
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Figure 39 Candle Making Activities
2.3 Support the development of MSMEs in tourism
Funding is usually the government’s responsibility and private sectors

will only come in for accommodation, transport and leisure facilities. In order to
diversify tourism products and services, microfinance institutions are needed to
help improve production process. The small and medium size enterprises in
tourism help stimulate development and contribute to the economic growth of
the municipality. This strategy includes providing technical assistance in
developing business plans and training to raise skills capabilities. This will
improve the quality of tourism products and services especially on the sanitation
and packaging of Kundandit, and provision of equipment and machineries to
help post-harvest activities and mass production of candles.
2.3.1 Enhance access to microfinancing

2.3.2 Work with DTI and DOST to improve production process (Provide
equipment and machineries, post-harvest facilities, organic
farming)
2.3.3 Raise skills capabilities through technical programs (i.e. Kundandit
production, candle making production, handicrafts and other food
products)
6
Figure 40 Organic Products Production Facility in Siem Reap
2.4Improve support infrastructure and traffic management
The municipality needs to improve their streetscape design such as

sidewalks, street lights, directional signages, trees and open spaces. These
would improve the overall tourist experience in Manaoag. While there are
destinations which largely invest on road infrastructures neglecting
sidewalks, it should not be the case for Manaoag. The cost of providing
enhancements to pedestrian space such as trees, plants, and benches, the cost
of paving sidewalks for people, the wear and tear, and maintenance costs are
minimal. Streetscape enhancements also add value to the area and would
attract and encourage new businesses. There should be a proper location for
bus shelters that would not impede on traffic and protect passengers from
weather and road accidents. The bus shelters should be a venue to provide
bus routes and schedule trips. Signages play an important role for both
pedestrians and drivers as it serve as a visual guide and direction.
As tourist arrivals increase, trash being produced also increases. The

municipality should develop and implement solid waste management by
providing color coded garbage bins to segregate wastes such as having
separate bins each for metals, paper, plastic, food wastes in public places and
a separate bin for sanitary napkins in comfort rooms. These should be
available in public places such as bus shelters, parks, schools, public tourist
attractions and public comfort rooms. The municipality should also
implement segregation at source from households to schools, offices,
6
hospitals and public spaces. Waste facilities and recycling facilities are
important investments to promote cleanliness and to motivate recycling in
the community.
2.4.1 Improve streetscape (i.e. sidewalk, street lights, directional

signages, trees and open spaces)
2.4.2 Designate proper location for bus shelters
2.4.3 Develop solid waste management
Figure 41 Directional Signages
Figure 42 Bus Stop or Bus Shelter
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Figure 43 Public Garbage Bins Promoting Waste Segregation
2.5Enhance marketing and promotion initiatives
The Municipality of Manaoag needs to develop a marketing plan to

promote Manaoag as a competitive tourism destination that is center for
spiritual growth and wellness. Data collection must be on a regular basis and
must be done consistently to provide researchers with adequate data for market
research and product development. Such data will be used to analyze the market
and the development of products and activities that would attract diverse market
of tourists, whether as pilgrims or tourists who are just interested to know more
about the cultural heritage story of Manaoag. The municipality should be able to
cope up with new trends and incorporate new technologies such as usage of
networks, WIFI services and e-ticketing. The quick development of people’s
lifestyle, the need to cope with the diversity of means of travel and tight
competition of having diverse tourism attractions should all be taken into
consideration and should be analyzed through market research. Developing
competitive marketing and promotion activities will enhance the attractiveness
of Manaoag and encourage longer stay and increase tourism receipts.
Taking advantage of the social media such as campaigns that highlight the
uniqueness of the municipality, sharing user-generated contents and creating
destination videos will spark interest to visit the municipality of Manaoag. As
travelers are the lifeblood of the tourism industry and information technology
provides easily accessible public information about the destination, a fun and
informative guide or travel map should be available. It is a valuable tool as
tourists want to know more about the destination. It should be easy to read and
understand, must have high-quality photos and attractive design, and must
provide lots of ideas for things to do, places to see, foods to eat as well as other
important information the tourists need to know.
2.5.1 Develop a destination marketing plan for Manaoag

2.5.2 Develop an Official Manaoag Tourism Website
2.5.3 Intensive Social Media Promotions and Activities
2.5.4 Develop a creative tourist map or brochure
6
2.5.5 Work with the provincial government of Pangasinan to develop a
smart guide (mobile app)
2.5.6 Work with travel agencies and tour operators to promote and
include Manaoag in their tour packages (i.e. Clark, Manila, Cebu)
Figure 44 Lourdes Tourism Website
Figure 45 Use of Technology in Tourist Guides
2.6Improve accessibility to/from Manaoag and to potential tourism sites
The municipality of Manaoag has earned a high reputation being the most
visited in the Pangasaninan province. To be able to leverage on this image,
and at the same time extend its appeal to other market segments, part of
the strategy is to improve the accessibility to/from Manaoag and to the
6
potential tourism sites. The municipal will be able to attract new market
from La Union and Clark.
2.6.1 Work with bus companies to provide scheduled trips to/from La

Union, and to/from Clark
2.6.2 Enhance road infrastructure to potential tourism sites (i.e. Virgin’s
well, Sampaguita farms)
2.6.3 Improve inter-municipality public transportation
6
Strengthen institutions, and human resource capacity
3.1.1 Craft an ordinance establishing the Manaoag Tourism
3.1 Institutionalize the Manaoag
Office
Tourism Office
3.1.2 Allocate funds for tourism office
3.2 Craft policies and regulations 3.2.1 Adopt an effective and regular tourist data collection
that will facilitate tourism system to support research and policy-making
development in Manaoag 3.2.2 Create a Tourism code of Manaoag
3.3.1 Develop tourism and hospitality educational
programmes
3.3.2 Trainings, seminars, and technical assistance for
3.3 Enhance human
Tourism Officers and local stakeholders (i.e. ambulant
resource pool and raise
vendors and parking boys, tourism enterprises such as
service standards
restaurant and hotel owners, farm land owners, etc)
3.3.3 Provide training and educate local farmers on
sustainable and slow food travel
3.4.1 Educate and engage communities and private sector
3.4 Strengthen on the initiatives of LGU for Manaoag tourism

3.4.2 Strengthen tourism council and community’s
collaboration and
involvement in tourism development projects (i.e. tourism
cooperation among
council of Manaoag, Minor Basilica Church or Dominican
stakeholders Community, sampaguita farm land owners, parking boys
association)
Strategic Direction 3: Strengthen Institutions and Human Resource Capacity
Strengthening institutions will address the issues of labor and skills and all
matters related to tourism. The overall development of the tourism industry as a whole
is dependent on the programs and policies of the municipality of Manaoag. The service
sector also has a significant role in the success of the tourism destination.
3.1Institutionalize the Manaoag Tourism Office

6
Tourism is regarded as a major contributor to economic growth. The
Municipality of Manaoag should have a holistic focus that tourism is part of their
core economy. However, due to the lack of tourism data to support tourism
research, there is also a challenge in developing tourism attractions and
activities that would cater to the current and potential market of the
municipality of Manaoag. To address this issue, the Manaoag Tourism Office
should be institutionalize and adequate funds should be allocated for it.
3.1.1 Craft an ordinance establishing the Manaoag Tourism Office

3.1.2 Allocate funds for Tourism Office
3.2Craft policies and regulations that will facilitate tourism development in

Manaoag
The municipality needs historical analytical approach to craft research

based and evident based tourism policies. These policies are essential to
guide decisions pertaining to tourism and to implement planned activities in
order to achieve the set objectives and goal of the municipality. Without
tourism policies, there is no distinct direction, thus, perplexity in determining
the roles of all stakeholders involved in the implementation process.
Formulating tourism policies is crucial as it sets the direction of the tourism
sector.
3.2.1 Adopt an effective and regular tourist data collection system to

support research and policy-making
3.2.2 Create a Tourism code of Manaoag
3.3Enhance human resource pool and raise service standards
The services of competent and expert hospitality and tourism

professionals will add value to the overall tourism experience in the
Municipality of Manaoag. The development of tourism and hospitality
educational programmes is essential to set standards and improve human
resource pool. This strategy is designed to increase the knowledge and
skills of tourism officers and local stakeholders through trainings,
seminars and technical assistance. It helps increase and enhance
professionalism, productivity and innovation. This ensures quality
workforce in a stimulating work environment which contributes to the
competitiveness of Manaoag as a tourism destination.
3.3.1 Develop tourism and hospitality educational programmes

3.3.2 Trainings, seminars, and technical assistance for Tourism Officers
and local stakeholders (i.e. ambulant vendors and parking boys,
tourism enterprises such as restaurant and hotel owners, farm
land owners, etc)
6
3.3.3 Provide training and educate local farmers on sustainable and
slow food travel
Figure 46 Various Fields of Tourism and Hospitality Educational Program
3.4Strengthen collaboration and cooperation among stakeholders
It is important that as we craft tourism policies, we also explore the

role of government and other relevant stakeholders since these policies will
affect all varieties of business pertaining to tourism sector. It is important to
understand the interactions and activities of the government and its
collaboration and coordination with other relevant stakeholders. Local
community involvement and partnerships with public and private sectors,
are needed to create an encouraging environment to participate and motivate
stakeholders in tourism development of the municipality. The importance of
stakeholder collaboration and effective communication helps in making
tourism-related decisions that are aligned to the municipality’s vision and
goals. Since the church plays a prominent role in the Manaoag’s tourism
development, it is important that the government strengthens their
partnership with the church by involving them in tourism policy
development, planning and implementation of agreed establishments that
would address the concerns of the church in protecting and maintaining the
holiness, the culture and heritage of the Minor Basilica and its surrounding.
Tourism professionals, religious leaders, tourism-related institutions and the
local community should work together in the tourism development of
Manaoag.
3.4.1 Educate and engage communities and private sector on the

initiatives of LGU for Manaoag tourism
3.4.2 Strengthen tourism council and community’s involvement in
tourism development projects (i.e. tourism council of Manaoag,
Minor Basilica Church or Dominican Community, sampaguita farm
land owners, parking boys association)
7
Figure 47 Tourism Stakeholders
Figure 48 Five Stage Stakeholder Engagement Framework (Krick et al., 2005)
7
V. Action Plan
Timeline
Strategic Direction Activities Agency & Partners
2019
2020
2021
2022
2023
2024
2025
Strategic Direction 1: Establish an effective destination management of the Poblacion Area for the sustainable development of heritage
and pilgrimage tourism destination
1.1 Improve routing of 1.1.1 Improve traffic LGU- Manaoag
foot and vehicle traffic congestion by
implementing one-way
traffic within the
parameter of Minor
Basilica
1.1.2 Presence of traffic LGU- Manaoag
enforcer
1.1.3 Provide designated LGU- Manaoag
parking facilities
1.2 Promote better 1.2.1 Improve streetscapes LGU- Manaoag
walkability in the design (i.e. sidewalk, DPWH
Poblacion area pedestrian lanes, and street
lights)
1.2.2 Allocate green space LGU- Manaoag
(i.e plants and trees)
Strategic Direction Activities Timeline Agency & Partners

2019
2020
2021
2022
2023
2024
2025
Strategic Direction 1: Establish an effective destination management of the Poblacion Area for the sustainable development of heritage
and pilgrimage tourism destination
1.3 Establish a heritage 1.3.1 Create a policy LGU- Manaoag
zone to preserve and declaring a heritage zone
protect the Minor Basilica 1.3.2 Enforce strict LGU- Manaoag
and its surrounding implementation of policies
environment and zoning ordinance
1.3.3 Designate LGU- Manaoag
commercial zone
1.4 Ensure safety and 1.4.1 Visibility of tourist
security police and help or tourist
information desk
1.4.2 Improve access for LGU- Manaoag
PWD and Senior Citizens DPWH
1.5 Develop other tourism Minor Basilica of Our
1.5.1 Create a walking
activities within the Minor Lady of Manaoag
tour of the Minor Basilica
Basilica complex Tour Operator
1.5.2 Develop a tourist Minor Basilica of Our
guide manual or spiel or Lady of Manaoag
narrative for the tour
Minor Basilica of Our
1.5.3 Train tour guides Lady of Manaoag
DOT
Timeline
2019
2020
2021
2022
2023
2024
2025
Strategic Direction 2: Develop and market health and wellness, and farm tourism to complement the existing product offering of Manaoag
2.1.1. Identify sites for LGU- Manaoag

product development (i.e. Private stakeholders
sampaguita farms, ylang- Tour operators
ylang farms, organic hub)
2.1.2 Develop potential LGU – Manaoag, Private
sites and create new stakeholders, Minor
activities for a pilgrimage Basilica church
tour (i.e. Virgin’s Well, community, tour operators
2.1 Develop diverse Nature-related activities,
tourism products and camping)
services 2.1.3 Collaborate with LGUs of Manaoag,
other neighboring Calasiao, San Fabian,
municipalities to create a Dagupan
multi-destination Tour operators
itineraries
2.1.4 Capacity building LGU- Manaoag
for farm tourism operators DA
to enable them to comply
to proper organic farming
2.2 Attract tourism 2.2.1 Identify key areas LGU- Manaoag
investments for investment
opportunities (spa,
wellness centers; candle;
essential oil)
2.2.2 Provide a set of LGU- Manaoag
incentives for priority TIEZA
projects
2.2.3 Improve ease of LGU- Manaoag
doing business (i.e.
Business One-Stop Shop
for registration and
renewal of business

permits and licenses,
sanitation permits,
building permits)
Timeline
2019
2020
2021
2022
2023
2024
2025
Strategic Direction 2: Develop and market competitive tourism products and services
2.3.1. Enhance access to LGU-Manaoag, DOT,

microfinancing TIEZA, DBP, LBP
2.3.2. Work with DTI and LGU-Manaoag, DTI,
DOST to improve DOST
production process
(Provide equipment and
2.3 Support the machineries, post-harvest
development of MSMEs facilities, organic farming)
in tourism 2.3.3 Raise skills LGU-Manaoag, DTI,
capabilities through DOST, TESDA
technical programs (i.e.
Kundandit production,
candle making production,
handicrafts and other food
products)
LGU-Manaoag, TIEZA,
2.4.1 Improve streetscape
DPWH
2.4 Improve support 2.4.2 Designate proper LGU-Manaoag, DPWH
infrastructure and traffic bus stop location and
management facility
2.4.3 Develop solid waste LGU-Manaoag,
management

Timeline
2019
2020
2021
2022
2023
2024
2025
2.5.1 Develop a LGU-Manaoag, TPB

destination marketing plan
for Manaoag
2.5.2 Develop an Official LGU-Manaoag, private
Manaoag Tourism stakeholders
Website
2.5.3 Intensive Social LGU-Manaoag, private
Media Promotions and stakeholders
Activities
LGU-Manaoag, private
2.5.4 Develop a creative
2.5 Enhance marketing stakeholders, PG-
tourist map or brochure
and promotion initiatives Pangasinan
2.5.5 Work with the LGU-Manaoag, private
provincial government of stakeholders, PG-
Pangasinan to develop a Pangasinan
smart guide (mobile app)
2.5.6 Work with travel LGU-Manaoag, private
agencies and tour stakeholders, Greater Clark
operators to promote and Visitors Bureau, PHILTOA
include Manaoag in their
tour packages (i.e. Clark,
Manila, Cebu)

Timeline
2019
2020
2021
2022
2023
2024
2025
2.6.1. Work with bus LGU-Manaoag, bus

companies to provide companies
scheduled trips to/from
La Union, and to/from
Clark
2.6 Improve LGU-Manaoag, DPWH
2.6.2. Enhance road
accessibility to/from
infrastructure to
Manaoag and to
potential tourism sites
potential tourism sites
(i.e. Virgin’s well,
Sampaguita farms)
2.6.3 Improve inter- LGU-Manaoag, LGU-San
municipality public Fabian, Calasiao, Dagupan,
transportation bus companies

Timeline
2019
2020
2021
2022
2023
2024
2025
Strategic Direction 3: Strengthen institutions, and human resource capacity
3.1.1 Craft an ordinance LGU-Manaoag
establishing the Manaoag
3.1 Institutionalize the
Tourism Office
Manaoag Tourism Office
3.1.2 Allocate funds for LGU-Manaoag
tourism office
3.2.1 Adopt an effective LGU-Manaoag
and regular tourist data
3.2 Craft policies and
collection to support
regulations that will
market research and
facilitate tourism
product development
development in Manaoag
3.2.2 Create a Tourism LGU-Manaoag
code of Manaoag
3.3 Enhance human 3.3.1 Develop tourism LGU-Manaoag, TESDA,
resource pool and raise and hospitality educational Pangasinan State
service standards programmes University

Timeline
2019
2020
2021
2022
2023
2024
2025
Strategic Direction 3: Strengthen institutions, and human resource capacity
3.3.2 Trainings, seminars, LGU-Manaoag, DOT
and technical assistance
for Tourism Officers and
local stakeholders (i.e.
ambulant vendors and
3.3 Enhance human
parking boys, tourism
resource pool and raise
enterprises, farm land
service standards
owners, etc)
3.3.3 Provide training and DOT
educate local farmers on
sustainable and slow food
travel
3.4.1 Educate and engage LGU-Manaoag
communities and private
sector on the initiatives of
LGU for Manaoag tourism
3.4.2 Strengthen tourism LGU-Manaoag, private
3.4 Strengthen council and community’s stakeholders
collaboration and involvement in tourism
cooperation among development projects (i.e.
stakeholders tourism council of
Manaoag, Minor Basilica
Church or Dominican
Community, sampaguita
farm land owners, parking
boys association)

VI. Bibliography
Philippine Statistics Authority. (2018, April 26). Gross Regional Product. Retrieved April
2019, from Philippine Statistics Authority: http://www.psa.gov.ph/grdp/data-
series
National Economic and Development Authority Regional Office 1. (2017). Ilocos
Regional Development Plan 2017-2022. San Fernando City: National Economic
and Development Authority Regional Office 1.
Department of Tourism. (2018, August 28). Regional Distribution of overnight travelers
in Accommodation Establishments.
Provincial Tourism and Cultural Affairs Office. (2019). Pangasinan Tourism
Development Framework 2019-2025.
Austria, H. (2019, June 24). Lingayen airport improvement to continue this year.
Retrieved July 2019, from Philippine News Agency:
https://www.pna.gov.ph/articles/1073189
Sapnu, R. (2018, December 19). Clark passenger arrivals hit all-time high mark of 2.5M in
2018. Retrieved July 2019, from Philippine News Agency:
https://www.pna.gov.ph/articles/1057062
Reyes-Estrope, C. (2019, March 27). Clark Airport expands with 2nd runway. Retrieved
July 2019, from Inquirer.net: https://newsinfo.inquirer.net/1100322/clark-
airport-expands-with-2nd-runway
Pangasinan TDFP 2019-2025. (n.d.). PANGASINAN PROVINCIAL TOURISM
DEVELOPMENT FRAMEWORK PLAN 2019-2025. LGU PANGASINAN.
Municipality of Manaoag. (2016). Comprehensive Land Use Plan 2016-2026. Manaoag.
Airbus. (2018). Global Market Forecast (GMF) 2018.
Province of Pangasinan. (2011). Economic Characteristics. Retrieved July 2019, from
Province of Pangasinan Official Website: http://pangasinan.gov.ph/the-
province/facts-and-figures/economic-characteristics/
DTI. (n.d.). Cities and Municipalities Competitiveness Index. Retrieved from Department
of Trade and Industry: https://cmci.dti.gov.ph/pages/about%20the%20index/
Goodier, R. (20011, September 12). The Curious Science of Counting a Crowd. Retrieved
July 2019, from Popular Mechanics:
https://www.popularmechanics.com/science/a7121/the-curious-science-of-
counting-a-crowd/
8

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MANAOAG

DOMINGO | GERONIMO | PINGOL | SYQUIO

Figure 1 Philippine International Arrival by Region (2008 to 2018)...............................................................7

Table 1 Top 10 country/regional sources of visitors to ASEAN...............................................................................................4

A. Background and Objective of the Study

This study was done as a course requirement in Tourism Development

The study is done in coordination with Municipality of Manaoag. The

C. About the Destination

Manaoag has a relatively young population. Of the 69,497 people who

Manaoag Tourism Development Framework Plan 2019 - 2025 1

In Section II, the report provides an assessment of the political and

II. Situation Assessment

A. Global and International Trends

Economies in Asia have shown continuous growth. According to the

North America and Europe face the challenges of aging populations. 1

Manaoag Tourism Development Framework Plan 2019 - 2025 2

The swelling middle class households and the increasing purchasing

2. Global and Regional Tourism Trends

Among the subregions in Asia-Pacific, Southeast Asia showed the most

Intra-ASEAN travel remains a key driver of growth in Southeast Asia,

Southeast Asia/ Association of Southeast Asian Nations

The Association of Southeast Asian Nations (ASEAN) 3 is moving towards

Manaoag Tourism Development Framework Plan 2019 - 2025 3

The ASEAN Open Skies4 has opened up opportunities to further develop

Table 1 Top 10 country/regional sources of visitors to ASEAN

The changing demographics of population worldwide and the rise of

Manaoag Tourism Development Framework Plan 2019 - 2025 4

Table 2 Visitor Arrivals of Key Markets of the Philippines

Country of Residence 2000 2018

1. Political, Economic, Social, and Technological Drivers of Change

The Philippine economy rose by 6.2 % in 2018 (Philippine Statistics

2. National Tourism Trends

Tourism is a key driver of economic growth for the Philippines. In 2017,

The National Tourism Development Plan 2016-2022 has prioritized the

Manaoag Tourism Development Framework Plan 2019 - 2025 5

Table 3 Tourism Products of the Philippines

Key Products Strategic Products Opportunity/ Niche

In 2018, the Philippines welcomed 7.1 million international tourists or

North America, which accounts for 17.9% of total international arrivals,

Among the countries in Southeast Asia, the Philippines is the only

Manaoag Tourism Development Framework Plan 2019 - 2025 6

5,000,000 North America

Source of basic data: Department of Tourism

In 2018, the number of domestic arrivals was 97 million. This is

Philippines’ Tourism Targets

Table 4 Visitor Arrival Targets 2016 - 2022

2015 2016 2017 2018 2019 2020 2021 2022

C. Current Tourism Situation in Ilocos Region and Pangasinan

1. Overview of the physical and geographic characteristics of Ilocos Region

Under the National Tourism Development Plan 2016 – 2022, Ilocos

Manaoag Tourism Development Framework Plan 2019 - 2025 8

Source of basic data: National Tourism Development Plan 2016-2022

2. Overview of the regional and provincial economy

Region I – Ilocos region

Ilocos Region’s population density is higher than the country’s

Manaoag Tourism Development Framework Plan 2019 - 2025 9

Pangasinan’s local economy is driven by its agricultural production. The

Pangasinan is the residence of 2.96 million, making it the largest

3. Regional and Provincial Tourism Performance

According to the 2016 Household Survey on Domestic Visitors,

Figure 3 Visitor Arrivals to Region I

Pangasinan Ilocos Norte Ilocos Sur La Union

The number of day tourists in Pangasinan has been increasing by 69%

Figure 4 Day Tourist Arrivals in Pangasinan