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 ............................................................................................................................. 2
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 ................................................................................................. 22
F. Accommodation ............................................................................................................................................... 25
G. Other Tourism Enterprises ......................................................................................................................... 26
H. Tourism Institutions ...................................................................................................................................... 28
I. Tourism Demand ............................................................................................................................................. 29
III. Analysis.......................................................................................................................................................34
A. Tourism Circuit Mapping ............................................................................................................................. 34
B. Assessment of Priority Sites ....................................................................................................................... 38
C. Market Analysis................................................................................................................................................ 43
D. Key Issues and Constraints ......................................................................................................................... 44
IV. Tourism Strategy ...................................................................................................................................46
A. Strategic Goals and Objectives ................................................................................................................... 48
B. Strategic Tourism Development Framework...................................................................................... 49
C. Tourism Development Strategies ............................................................................................................. 50
V. Action Plan.....................................................................................................................................................72
VI. Bibliography.............................................................................................................................................82
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)................................................................................................... 30
Figure 17 Map of Key Destinations in Luzon ........................................................................................................................... 31
Figure 18 Official Facebook Account of LGU Manaoag Tourism Office ........................................................................ 33
Figure 19 Pinas Sarap News TV (Media Partnership with GMA) ................................................................................... 33
Figure 20 Official Website of Minor Basilica ........................................................................................................................... 34
Figure 21 Poblacion Area in Manaoag ........................................................................................................................................ 35
Figure 22 Circuits in Manaoag ....................................................................................................................................................... 35
Figure 23 Manaoag-Lingayen-Binmaley-Dagupan City-Calasiao, Circuit ................................................................... 36
Figure 24 Manaoag-San Fabian-Binalonan-San Manuel-Sison Circuit ......................................................................... 37
Figure 25 Manila-Manaoag-Baguio Circuit............................................................................................................................... 37
Figure 26 Manila-Manaoag-LA Union Circuit .......................................................................................................................... 38
Figure 27 Map of Existing and Potential Tourism Sites ...................................................................................................... 38
Figure 28 One-Way Traffic around Basilica Minor of Manaoag ...................................................................................... 51
Figure 29 Sample Streetscapes Design ...................................................................................................................................... 52
Figure 30 Sample Code of Conduct for tourists...................................................................................................................... 53
Figure 31 Sample Tourist Center.................................................................................................................................................. 54
Figure 32 Sample Smart Help Desk Kiosk ................................................................................................................................ 54
Figure 33 PWD Friendly Walkways ........................................................................................................................................... 54
Figure 34 Sample Walking Tour Map ......................................................................................................................................... 56
Figure 35 Farm Tourism Site Development............................................................................................................................. 60
Figure 36 Training Program for Farmers ................................................................................................................................. 60
Figure 37 Farm Tourism Activity ................................................................................................................................................. 61
Figure 38 Sample Innovative Products for Sampaguita ..................................................................................................... 62
Figure 39 Candle Making Activities ............................................................................................................................................. 62
Figure 40 Organic Products Production Facility in Siem Reap........................................................................................ 63
Figure 41 Directional Signages ...................................................................................................................................................... 64
Figure 42 Bus Stop or Bus Shelter................................................................................................................................................ 65
Figure 43 Public Garbage Bins Promoting Waste Segregation........................................................................................ 65
Figure 44 Lourdes Tourism Website .......................................................................................................................................... 66
Figure 45 Use of Technology in Tourist Guides ..................................................................................................................... 67
Figure 46 Various Fields of Tourism and Hospitality Educational Program ............................................................. 71
Figure 47 Tourism Stakeholders .................................................................................................................................................. 72
Figure 48 Five Stage Stakeholder Engagement Framework............................................................................................. 72
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) ................................................................................................................... 32
Table 11 Product - Market Matrix ................................................................................................................................................ 43
Table 12 Propensity to Travel by source market .................................................................................................................. 44
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 Señora 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, Department of Economic and Social Affairs, 2017). The millennial

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
Manaoag Tourism Development Framework Plan 2019 - 2025 2
 generation has different 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

2 Northeast Asia includes China, Republic of Korea, Japan, Taiwan (ROC), and Hong Kong
Manaoag Tourism Development Framework Plan 2019 - 2025 3
 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$
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 Number of Share to
tourists total tourists total
(in ‘000) (in %) (in ‘000) (in %)
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

3 ASEAN includes Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines,
Singapore, Thailand, and Vietnam.
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.
Manaoag Tourism Development Framework Plan 2019 - 2025 4
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 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 Monetrary 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

Manaoag Tourism Development Framework Plan 2019 - 2025 5

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.

Manaoag Tourism Development Framework Plan 2019 - 2025 6

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

8
Millions

7
East Asia
6
North America
5

4 Europe
3
ASEAN
2

1 Australasia/Pacific

-
Others
2008 2010 2012 2014 2016 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

Manaoag Tourism Development Framework Plan 2019 - 2025 7

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.

Manaoag Tourism Development Framework Plan 2019 - 2025 8

 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).

Manaoag Tourism Development Framework Plan 2019 - 2025 9

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
Thousands

2,000

1,500

1,000

500

-
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Pangasinan Ilocos Norte Ilocos Sur La Union

Source of basic data: Department of Tourism Region I

Manaoag Tourism Development Framework Plan 2019 - 2025 10

 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
Thousands

8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
-
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 Building,
Lingayen
7% Basilica Minor
of Our Lady of
Hundred Islands Manaoag,
National Park, Manaoag
Alaminos City 73%
6%

Source of basic data: Provincial Tourism and Cultural Affairs Office

Manaoag Tourism Development Framework Plan 2019 - 2025 11

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).

Manaoag Tourism Development Framework Plan 2019 - 2025 12

 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,

Manaoag Tourism Development Framework Plan 2019 - 2025 13

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 Muñoz. The nearest
municipalities are Mapandan, San Jacinto, Laoac, Pozorrubio, Mangaldan, and Santa
Barbara. Its distance from the national capital is 169.16 kilometers (105.11 miles).
The following list delineates such distance measurements.
Manaoag Tourism Development Framework Plan 2019 - 2025 14
 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 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.

Manaoag Tourism Development Framework Plan 2019 - 2025 15

 Figure 8 Map of Barangay Boundaries

Source: CLUP 2016-2026,Vol. 1, Manaoag

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%

Manaoag Tourism Development Framework Plan 2019 - 2025 16

 Figure 9 Existing Land Use Plan

Source: CLUP 2016-2026,Vol. 1, Manaoag

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
November until late April while the remaining months from May to October
constitute the wet or rainy season.

Manaoag Tourism Development Framework Plan 2019 - 2025 17

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).

Likewise, the Provincial Capitol of Pangasinan, which was identified as one

of the Architectural Treasures of the Philippines, had increased its visitors to more
Manaoag Tourism Development Framework Plan 2019 - 2025 18
 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

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

Manaoag Tourism Development Framework Plan 2019 - 2025 19

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

Manaoag Tourism Development Framework Plan 2019 - 2025 20

 Figure 11 Inter-municipality Map

Figure 12 Road Map of Manaoag

Source: Municipal Government of Manaoag

Manaoag Tourism Development Framework Plan 2019 - 2025 21

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 in Barangay Baritao and AGTALON Organic
Hub are two potential farm tourism sites in the municiaplity. Agtalon INC. is one of
the leading proponents of organic farming and sustainable agriculture that helps the
industry by facilitating talks and workshops to help increase the farm productivity as
well as to provide livelihood opportunities to marginalized rural families in Northern
Luzon. 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.

Manaoag Tourism Development Framework Plan 2019 - 2025 22

 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 Existing Health and Recreational
Basilica 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.

Manaoag Tourism Development Framework Plan 2019 - 2025 23

 CLUSTER 1

Tourism
Status of
Tourism Attraction Site Product Activities
Tourism Site
Portfolio
Sampaguita Farms Potential Nature Sampaguita
• Location: Brgy. Baritao Tourism Site picking
• Plot of lands privately for and garland
owned by locals Developmen making
• Area is dedicated for t
harvesting of Sampaguitas
and some Ylang-ylangs
Candle Factory Potential Educational Candle
• Location: Brgy. Baritao Tourism Site making
• A place where candles for
used for pilgrims are being Developmen
manufactured manually. t
• It is operated by the
Basilica in cooperation with
some locals.

CLUSTER 2

Tourism
Status of
Tourism Attraction Site Product Activities
Tourism Site
Portfolio
Kundandit Shop Potential Culture/ Kundandit
• Location: Brgy. Pao Tourism Site Educational making
• Kundandit is a homemade for
delicacy made of powdered Developmen
and toasted malagkit (sticky t
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.
Manaoag Tourism Development Framework Plan 2019 - 2025 24
 CLUSTER 2

Tourism
Status of
Tourism Attraction Site Product Activities
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 & Gastronomy Dining
Restaurant
• 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

Manaoag Tourism Development Framework Plan 2019 - 2025 25

complement the development of Manaoag as a tourism destination while the
municipality has limited capacity.

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.

Manaoag Tourism Development Framework Plan 2019 - 2025 26

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 27

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 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.

Recently, in July 2019, the Office of the Mayor issued Executive Order No. 57
to reorganize the local tourism development council in the municipality. The Local
Tourism Development Council is composed of the following:

• Chairman Municipal Mayor

• Vice Chairman Municipal Vice Mayor
• Member Tourism Officer
• Member SB Member, Committee on Tourism
• Member Liga ng mga Punong Barangay President
• Member Sanguniaang Kabataan Federation President
• Member Dep. Ed District Supervisor
Municipal Planning and Development
• Member Coordinator
• Member HARDIN sa Paraio
PNP Chief
• Member
Representative Radio Dominiko

Manaoag Tourism Development Framework Plan 2019 - 2025 28

 The main task of the Council is to develop and promote domestic tourism.
Aside from this the Council is also responsible for developing facilities and
infrastructure, adopting and promoting DOT-accreditation standards for LGUs and
licensing of tourism establishments. In an effort to ensure “wholesome and clean
tourism activities,” the Council is also responsible for assisting in the regulation and
supervision of the tourism industry and the implementation of the Local Government
Code.

The Minor Basilica of Our Lady of the Rosary of Manaoag is the main driver for
all tourism activities in the municipality and known to be an important tourism
institution in Manaoag as well. It has been under the care of of the Philippine
Dominican Province since 1972 and was declared Minor Basilica by His Holiness
Pope Francis in 2014. It was then declared as a National Cultural Treasure in 2015.
The expansion of the Basilica Complex is very evident as it now houses a convent and
the Colegio de San Juan de Letran Manaoag. Social action programs, as well as the
different parish activities of the Basilica have a huge effect on the tourist flow of the
whole Manaoag.

It is important to note that in the Municipal Government recognizes this fact

and has included the Minor Basilica, through Radio Dominiko, as part of the Local
Tourism Development Council.

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.

Manaoag Tourism Development Framework Plan 2019 - 2025 29

 Figure 16 Number of Visitors during Holy Week (2019)

Easter Sunday (April 21) 40

Black Saturday (April 20) 16

Good Friday (April 19) 1,037

Maundy Thursday (April 18) 560

Wednesday (April 17) 14

Tuesday (April 16) 14

Monday (April 15) 10

- 200 400 600 800 1,000 1,200

Thousands

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.

Manaoag Tourism Development Framework Plan 2019 - 2025 30

 Figure 17 Map of Key Destinations in Luzon

Manaoag Tourism Development Framework Plan 2019 - 2025 31

 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

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

Manaoag Tourism Development Framework Plan 2019 - 2025 32

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.

Figure 18 Official Facebook Account of LGU Manaoag Tourism Office

Figure 19 Pinas Sarap News TV (Media Partnership with GMA)

Manaoag Tourism Development Framework Plan 2019 - 2025 33

 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.

Manaoag Tourism Development Framework Plan 2019 - 2025 34

 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
Figure 22 Circuits in Manaoag

Cluster 1

Cluster 2

Manaoag Tourism Development Framework Plan 2019 - 2025 35

Inter-municipality/city Circuits

Figure 23 Manaoag-Lingayen-Binmaley-Dagupan City-Calasiao, Circuit

Manaoag Tourism Development Framework Plan 2019 - 2025 36

Figure 24 Manaoag-San Fabian-Binalonan-San Manuel-Sison Circuit

Figure 25 Manila-Manaoag-Baguio Circuit

Manaoag Tourism Development Framework Plan 2019 - 2025 37

 Figure 26 Manila-Manaoag-LA Union Circuit

B. Assessment of Priority Sites

Figure 27 Map of Existing and Potential Tourism Sites

Manaoag Tourism Development Framework Plan 2019 - 2025 38

 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
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.

Manaoag Tourism Development Framework Plan 2019 - 2025 39

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 40

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 41

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 42

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 43

 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 Manaoag to

Manaoag Tourism Development Framework Plan 2019 - 2025 44

 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

Manaoag Tourism Development Framework Plan 2019 - 2025 45

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

Based on the rapid assessment, stakeholders’ consultation and the secondary

data gathered, it is identified that the main problem of the municipality of Manaoag
as a tourism destination is, though it has a market for day tourists, it cannot attract
overnight visitors yet. Tourists tend to stay for a short period of time, usually just a
couple of hours for the sole purpose of visiting the Minor Basilica of Our Lady of
Rosary of Manaoag. Since the time spent in the municipality is quite limited, this
results to small tourism receipts. This main problem is a result of underlying sub
problems such as absence of other competitive tourism products to complement the
main attraction, no existing marketing plan and/or strategy, and lack of policies that
support tourism development.

To address this situation, strategic goals and objectives are set. In line with
the Municipality of Manaoag’s Vision 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,” the tourism vision for Manaoag is to make it “a competitive tourism
destination in the Philippines and center for health and wellness, and spiritual
growth that attracts high yield overnight stay.” In order to realize this vision, there
are three main goals that the municipal government and the stakeholders need to
work on. These goals include the following: presence of competitive tourism
products, enhanced the attractiveness of Manaoag though marketing and
promotional strategies, and the availability of policies that will support tourism
development.

The existing Manaoag’s vision as a municipality and the formulated strategic

goals and objectives are the guiding principles in crafting the specific strategic
directions as well as the detailed action plan for the tourism development of
Manaoag. As presented in the strategic framework, the municipality should focus on

Manaoag Tourism Development Framework Plan 2019 - 2025 46

(1) Establishing an effective destination management of the Poblacion area for the
sustainable development of heritage and pilgrimage tourism destination;

(2) Develop and market health and wellness, and farm tourism to complement the
existing product offering of Manaoag;

(3) Strengthen institutions, and human resource capacity.

Manaoag Tourism Development Framework Plan 2019 - 2025 47

A. Strategic Goals and Objectives

Manaoag Tourism Development Framework Plan 2019 - 2025 48

B. Strategic Tourism Development Framework

Manaoag Tourism Development Framework Plan 2019 - 2025 49

 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-
1.1 Improve routing of foot and way traffic within the parameter of Minor Basilica
vehicle traffic 1.1.2 Presence of traffic enforcer
1.1.3 Provide designated parking facilities
1.2.1 Improve streetscapes design (i.e. sidewalk,
1.2 Promote better walkability in
pedestrian lanes, and street lights)
the Poblacion area
1.2.2 Allocate green space (i.e plants and trees)
1.3 Establish a heritage zone to 1.3.1 Create a policy declaring a heritage zone
preserve and protect the Minor 1.3.2 Enforce strict implementation of policies and
Basilica and its surrounding zoning ordinance
environment 1.3.3 Designate commercial zone
1.4.1 Visibility of tourist police and help or tourist
1.4 Ensure safety and security information center
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 Basilica 1.5.2 Develop a tourist guide manual or spiel or
complex narrative for the tour
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
site, which is the Minor Basilica. Spiritually motivated travels such as pilgrimage and
religious tours.

Manaoag Tourism Development Framework Plan 2019 - 2025 50

 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
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

Manaoag Tourism Development Framework Plan 2019 - 2025 51

 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

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

Manaoag Tourism Development Framework Plan 2019 - 2025 52

 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
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.

Manaoag Tourism Development Framework Plan 2019 - 2025 53

 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

Figure 33 PWD Friendly Walkways

Manaoag Tourism Development Framework Plan 2019 - 2025 54

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.

Future projects of the Minor Basilica of the Holy Rosary of Our Lady
of Manaoag can significantly contribute to extend the duration of stay of
tourists and increase their tourism expenditure. The proposed developments
of the Minor Basilica include the creation of meditation rooms and expansion
of their candle store inside the basilica complex.

The Municipal Government can also consider having a night market

in the Poblacion from Friday to Sunday evening. This will highlight Manaoag’s
delicacies and handicrafts.

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

Manaoag Tourism Development Framework Plan 2019 - 2025 55

 Figure 34 Sample Walking Tour Map

Manaoag Tourism Development Framework Plan 2019 - 2025 56

Strategic Direction 2:
Develop and market health and wellness, and farm tourism to complement the
existing product offering of Manaoag
Strategic Action Activities
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)
2.1.2.a. Develop Agtalon Organic Hub as a “Pick
and Pay” Farm and Slow Food Restaurant
2.1.2.b. Develop Sampaguita Farm and Candle
2.1 Develop diverse tourism
Factory as an experiential tourism site
products and services
2.1.2.c. Enhance the overall ambience of Virgin’s
Well
2.1.2.d. Establish tourist facilities in the proposed
sites
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)
2.2.2 Provide a set of incentives for priority projects
2.2.3 Improve ease of doing business (i.e. Business
2.2 Attract tourism investments
One-Stop Shop for registration and renewal of
business permits and licenses, sanitation permits,
building permits)

Manaoag Tourism Development Framework Plan 2019 - 2025 57

 2.3.1. Enhance access to microfinancing
2.3.2. Work with DTI and DOST to improve production
process (Provide equipment and machineries, post-
2.3 Support the development of
harvest 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
directional signages, trees and open spaces)
infrastructure and traffic
2.4.2 Designate proper location for bus shelter
management
2.4.3 Develop solid waste management
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 Enhance marketing and
2.5.4 Develop a creative tourist map or brochure
promotion initiatives
2.5.5 Work with travel agencies and tour operators to
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
2.6 Improve accessibility to/from trips to/from La Union, and to/from Clark
Manaoag and to potential 2.6.2. Enhance road infrastructure to potential tourism
tourism sites sites (i.e. Virgin’s well, Sampaguita farms)
2.6.3 Improve inter-municipality public transportation

Manaoag Tourism Development Framework Plan 2019 - 2025 58

Strategic Direction 2: Develop and market health and wellness, and farm tourism
to complement the existing product offering of Manaoag

The 7.0 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.

2.1 Develop 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
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.

The candle factory and sampaguita farms’ products can be developed

as a compliment to the existing pilgrimage tourism in Manaoag. Both sites need
to develop tourist facilities and formulate experiential activities (i.e. candle-
making, sampaguita garland making) that will enhance tourist experience.

Virgin’s Well, located at Pugaro, Manaog, is a potential site to be

included in the pilgrimage tour. The inclusion of facilities such as meditation
or prayer room is needed. It can also be a venue for pilgrims to be able to do
their 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 spaces. Providing spaces
where guests can eat will lengthen their stay.

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 increase their
Manaoag Tourism Development Framework Plan 2019 - 2025 59
spending. This will promote and strengthen 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)

2.1.2.a. Develop Agtalon Organic Hub as a “Pick and Pay” Farm and
Slow Food Restaurant
2.1.2.b. Develop Sampaguita Farm and Candle Factory as an
experiential tourism site
2.1.2.c. Enhance the overall ambience of Virgin’s Well
2.1.2.d. Establish tourist facilities in the proposed sites

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

Figure 36 Training Program for Farmers

Manaoag Tourism Development Framework Plan 2019 - 2025 60

 Figure 37 Farm Tourism Activity

2.2 Attract 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 will make it more convenient for business owners. Republic Act
11032 or also known as “Ease of Doing Business and Efficient Government
Service Delivery Act of 2018” must be efficiently and fully implemented in
order to achieve these objectives.

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)

Manaoag Tourism Development Framework Plan 2019 - 2025 61

 Figure 38 Sample Innovative Products for Sampaguita

Figure 39 Candle Making Activities

Manaoag Tourism Development Framework Plan 2019 - 2025 62

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)

Figure 40 Organic Products Production Facility in Siem Reap

Manaoag Tourism Development Framework Plan 2019 - 2025 63

 2.4 Improve 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 serves 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, 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

Manaoag Tourism Development Framework Plan 2019 - 2025 64

Figure 42 Bus Stop or Bus Shelter

Figure 43 Public Garbage Bins Promoting Waste Segregation

2.5 Enhance 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

Manaoag Tourism Development Framework Plan 2019 - 2025 65

 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 Intensify social media promotions and activities
2.5.4 Develop a creative tourist map or brochure
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

Manaoag Tourism Development Framework Plan 2019 - 2025 66

Figure 45 Use of Technology in Tourist Guides

Manaoag Tourism Development Framework Plan 2019 - 2025 67

2.6 Improve 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
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

Manaoag Tourism Development Framework Plan 2019 - 2025 68

Strategic Direction 3:
Strengthen institutions, and human resource capacity
Strategic Action Activities
3.1.1 Craft an ordinance establishing the Manaoag
3.1 Institutionalize the Manaoag
Tourism Office
Tourism Office
3.1.2 Allocate funds for the Manaoag Tourism Office
3.2.1 Adopt an effective and regular tourist data
3.2 Craft policies and regulations
collection system to support research and policy-
that will facilitate tourism
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 resource Tourism Officers and local stakeholders (i.e. ambulant
pool and raise service standards vendors and parking boys, tourism enterprises such
as 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 on the initiatives of LGU for Manaoag tourism
3.4.2 Strengthen tourism council and community’s
3.4 Strengthen collaboration and
involvement in tourism development projects (i.e.
cooperation among stakeholders
tourism council of Manaoag, Minor Basilica Church or
Dominican Community, sampaguita farm land owners,
parking boys association)

Manaoag Tourism Development Framework Plan 2019 - 2025 69

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.

3.1 Institutionalize the Manaoag Tourism Office

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
institutionalized 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 the Manaoag Tourism Office

3.2 Craft 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

3.3 Enhance 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.

Manaoag Tourism Development Framework Plan 2019 - 2025 70

 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)
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

3.4 Strengthen 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)
Manaoag Tourism Development Framework Plan 2019 - 2025 71
 Figure 47 Tourism Stakeholders

Figure 48 Five Stage Stakeholder Engagement Framework

Source: Krick et al., 2005

Manaoag Tourism Development Framework Plan 2019 - 2025 72

 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
1.1.1 Improve traffic
congestion by
implementing one-way
LGU- Manaoag
traffic within the
parameter of Minor
1.1 Improve routing of
Basilica
foot and vehicle traffic
1.1.2 Presence of traffic
LGU- Manaoag
enforcer
1.1.3 Provide
designated parking LGU- Manaoag
facilities
1.2.1 Improve
streetscapes design
LGU- Manaoag
(i.e. sidewalk,
1.2 Promote better DPWH
pedestrian lanes, and
walkability in the
street lights)
Poblacion area
1.2.2 Allocate green
LGU- Manaoag
space (i.e plants and
trees)

Manaoag Tourism Development Framework Plan 2019 - 2025 73

 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
1.3.1 Create a policy
LGU- Manaoag
declaring a heritage
1.3 Establish a heritage
zone
zone to preserve and
1.3.2 Enforce strict
protect the Minor
implementation of LGU- Manaoag
Basilica and its
policies and zoning
surrounding
ordinance
environment
1.3.3 Designate LGU- Manaoag
commercial zone
1.4.1 Visibility of tourist
police and help or
1.4 Ensure safety and tourist information desk
security 1.4.2 Improve access
LGU- Manaoag
for PWD and Senior
DPWH
Citizens
1.5.1 Create a walking Minor Basilica of Our
tour of the Minor Lady of Manaoag
1.5 Develop other Basilica Tour Operator
tourism activities within 1.5.2 Develop a tourist Minor Basilica of Our
the Minor Basilica guide manual or spiel or Lady of Manaoag
complex narrative for the tour
Minor Basilica of Our
1.5.3 Train tour guides Lady of Manaoag
DOT

Manaoag Tourism Development Framework Plan 2019 - 2025 74

 Timeline
Strategic Direction Activities Agency & Partners

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 Private stakeholders
(i.e. sampaguita farms, Tour operators
ylang-ylang farms,
organic hub)
2.1.2 Develop potential LGU – Manaoag, Private
sites and create new stakeholders, Minor
activities for a Basilica, church
pilgrimage tour (i.e. community, tour
2.1 Develop diverse Virgin’s Well, Nature- operators
tourism products and related activities,
services camping)
2.1.3 Collaborate with LGUs of Manaoag,
other neighboring Calasiao, San Fabian,
municipalities to create Dagupan
a multi-destination Tour operators
itineraries
2.1.4 Capacity building LGU- Manaoag
for farm tourism DA
operators to enable
them to comply to
proper organic farming

Manaoag Tourism Development Framework Plan 2019 - 2025 75

 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 2: Develop and market competitive tourism products and services

2.2.1 Identify key areas LGU- Manaoag

for investment
opportunities (spa,
wellness centers;
candle; essential oil)
2.2.2 Provide a set of LGU- Manaoag
incentives for priority TIEZA
2.2 Attract tourism projects
investments 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)

Manaoag Tourism Development Framework Plan 2019 - 2025 76

 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 2: Develop and market competitive tourism products and services

2.3.1. Enhance access LGU-Manaoag, DOT,

to microfinancing TIEZA, DBP, LBP
2.3.2. Work with DTI LGU-Manaoag, DTI,
and DOST to improve DOST
production process
(Provide equipment and
machineries, post-
2.3 Support the harvest facilities,
development of MSMEs 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)
2.4.1 Improve LGU-Manaoag, TIEZA,
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 LGU-Manaoag,
waste management

Manaoag Tourism Development Framework Plan 2019 - 2025 77

 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 2: Develop and market competitive tourism products and services

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

Manaoag Tourism Development Framework Plan 2019 - 2025 78

 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 2: Develop and market competitive tourism products and services

2.6.1. Work with bus

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

Manaoag Tourism Development Framework Plan 2019 - 2025 79

 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 3: Strengthen institutions, and human resource capacity
3.1.1 Craft an LGU-Manaoag
ordinance establishing
3.1 Institutionalize the
the Manaoag Tourism
Manaoag Tourism
Office
Office
3.1.2 Allocate funds for LGU-Manaoag
tourism office
3.2.1 Adopt an LGU-Manaoag
effective and regular
3.2 Craft policies and
tourist data collection to
regulations that will
support market
facilitate tourism
research and product
development in
development
Manaoag
3.2.2 Create a Tourism LGU-Manaoag
code of Manaoag
3.3.1 Develop tourism LGU-Manaoag, TESDA,
3.3 Enhance human
and hospitality Pangasinan State
resource pool and raise
educational University
service standards
programmes
3.3.2 Trainings, LGU-Manaoag, DOT
seminars, and technical
assistance for Tourism
Officers and local
stakeholders (i.e.
ambulant vendors and
parking boys, tourism
enterprises, farm land
owners, etc)
Manaoag Tourism Development Framework Plan 2019 - 2025 80
 Timeline
Strategic Direction Activities Agency & Partners

2019

2020

2021

2022

2023

2024

2025
Strategic Direction 3: Strengthen institutions, and human resource capacity

3.3.3 Provide training DOT

3.3 Enhance human
and educate local
resource pool and raise
farmers on sustainable
service standards
and slow food travel
3.4.1 Educate and LGU-Manaoag
engage communities
and private sector on
the initiatives of LGU for
Manaoag tourism
3.4.2 Strengthen LGU-Manaoag, private
tourism council and stakeholders
3.4 Strengthen
community’s
collaboration and
involvement in tourism
cooperation among
development projects
stakeholders
(i.e. tourism council of
Manaoag, Minor
Basilica Church or
Dominican Community,
sampaguita farm land
owners, parking boys
association)

Manaoag Tourism Development Framework Plan 2019 - 2025 81

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