PROPOSED TOURISM

DEVELOPMENT
FRAMEWORK PLAN FOR
CALASIAO, PANGASINAN
2019 - 2025
 PREPARED BY:
Jayemee Bihag
Alec Bagcus
Shiera Mae Derpo
Trixie Kate So
Graduate Diploma in Tourism Development and Management Students

Ms. Carmela Ibañez

Assistant Professor

Asian Institute of Tourism

University of the Philippines – Diliman

1
Table of Contents
I. Introduction ........................................................................................................................ 4
A. Background and Objective of the Study ........................................................................ 4
B. Planning Approach ........................................................................................................ 5
C. About the Destination .................................................................................................... 6
1. Basic Information ........................................................................................................... 6
2. Physical Features .......................................................................................................... 7
3. Socio-economic Features .............................................................................................. 8
4. History ......................................................................................................................... 10
5. Development Priority of the LGU ................................................................................. 10
D. Organization of the Report .......................................................................................... 11
II. Situation Assessment ...................................................................................................... 12
A. Global and International Trends .................................................................................. 12
1. Political, Economic, Social, and Technological Drivers of Change ........................... 12
2. Global and Regional Tourism Trends ...................................................................... 16
a. International and Asia-Pacific Tourism Trends ......................................................... 16
c. Activity-based Segmentation .................................................................................... 18
B. National and Regional Tourism Trends ....................................................................... 18
1. Political, Economic, Social, and Technological Drivers of Change ........................... 18
2. National and Regional Tourism Trends .................................................................... 21
C. Current Tourism Situation in the Region or Province ................................................... 23
1. Overview of the physical and geographic characteristics of the Province ................. 23
2. Overview of the regional and provincial economy .................................................... 24
3. Regional and Provincial Tourism Performance........................................................ 25
4. Tourism developments in the neighboring areas ...................................................... 31
D. Current Environment for Tourism in the Municipality ................................................... 32
1. Brief History of the Municipality ................................................................................ 32
2.Geographic Features ................................................................................................ 33
3. Overview of the Municipality’s Economy .................................................................. 34
4. Access to the Destination ......................................................................................... 36
E. Tourism Attraction Sites .............................................................................................. 38
F. Tourism Activities ........................................................................................................ 46
1. Activity –based Product Portfolio ................................................................................ 46
2. Important Festivals and MICE...................................................................................... 48
G. Accommodations ........................................................................................................ 50
I. Tourism Institutions ...................................................................................................... 52

2
 1. Local Tourism Policies and Programs ...................................................................... 54
J. Tourism Demand ......................................................................................................... 55
1. Trends in Visitor Arrivals .......................................................................................... 55
2. Market Profiles and Segmentation ........................................................................... 56
3. Destination Marketing Activities of the City ........................................................... 57
III. Analysis ......................................................................................................................... 59
A. Tourism Circuit Mapping ............................................................................................. 59
B. Assessment of Priority Sites ........................................................................................ 67
C. Market Analysis........................................................................................................... 70
1. Market Segmentation and Targeting ..................................................................... 70
2. Forecast of Future Visitor Arrivals............................................................................. 72
D. Key Issues and Constraints ........................................................................................ 72
IV. Tourism Strategy ........................................................................................................ 77
A. Strategic Goals and Objectives ................................................................................... 77
B. Strategic Tourism Development Framework ............................................................... 83
C. Tourism Development Strategies ............................................................................... 90
ANNEX A: List of Accommodation in Calasiao, Pangasinan ............................................. 114
ANNEX B: List of Food Establishments in Calasiao, Pangasinan ...................................... 116
ANNEX C: List of souvenir shops, supermarkets and shopping malls in Calasiao ............. 117
ANNEX D: SWOT Analysis ............................................................................................... 118
ANNEX E: Problem Tree and Objective Tree .................................................................... 121
ANNEX F: Gross Value Added of Tourism Industries (GVATI), Philippines (2012 – 2017) 123
ANNEX G: PHOTOS FOR ACTION PLAN ........................................................................ 124
ANNEX H: References ...................................................................................................... 130
ANNEX I: List of Abbreviations .......................................................................................... 134
ANNEX J: List of Figures and Tables ................................................................................ 135

3
I. Introduction

A. Background and Objective of the Study

This tourism development framework plan for the Municipality of Calasiao,

Pangasinan is written by the students of Graduate Diploma in Tourism
Development and Management in the University of the Philippines - Asian
Institute of Tourism (UP AIT) as the core requirement in Tour 283: Tourism
Development Workshop.

The project was made possible through a memorandum of agreement signed

by UP AIT and the Provincial Government of Pangasinan and is in line with the
reinforced vision and mission of the province which promotes “responsible
tourism in the province that maximizes socio-economic growth in communities,
instills pride in heritage, conserves the environment, and fosters a vibrant
partnership among stakeholders towards meaningful tourist experiences and
the best quality of life of the Pangasinense”, (Province of Pangasinan, 2019).

Secondary data provided by the Municipality of Calasiao and the Tourism Office
of Pangasinan were initially utilized and analyzed. Furthermore, the majority of
the contents of this plan wasbased on the outcome of a series of activities
conducted on the ground and includes the consultative meetings, site visits,
rapid assessments, and a workshop together with the officials of the
municipality and key tourism stakeholders in Calasiao.

In addition, this plan aims to help the Municipality of Calasiao in fulfilling their
commitment to contribute to the provincial tourism goals of Pangasinan as well
as in the national tourism goals of the Philippines.

This project cannot be made possible without the duly support and guidance of
the Honourable Mayor Joseph Armand Bauzon, Municipal Engineering Officer
and the designated Tourism OfficerEngr. Melanio De Vera, and other officials
of the municipality.

4
 Lastly, the tourism development framework plan, hereunder, is solely unofficial
but shall serve as a tool that will guide the municipality in planning for tourism
development.

B. Planning Approach

Multiple methods for gathering information about the Municipality were used in
drafting the tourism development framework plan. Secondary data were
provided by the local government of Calasiao. In particular, the Comprehensive
Land Use Plan (CLUP), Comprehensive Land Plan (CDP) and the draft
Provincial Tourism Development of Pangasinan were the main references of
the paper and were complemented by the desktop research done by the group
to obtain up-to-date information.

On the other hand, primary data were gathered onsite through rapid
assessments. Brief interviews with the key tourism stakeholders were carried
out during and in-between site visits. Furthermore, a consultative workshop was
conducted by the group in order to seek Calasiao’s tourism stakeholder
participation, views, as well as their expertise in their respective field.

SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis was

done during the workshop. The participants were divided into four groups and
the analysis was facilitated by the students who were assigned as team leaders
to their respective groups. The team leaders asked introductory questions to
know the views and opinions of the tourism stakeholders towards tourism in
Calasiao. From there, the team leaders were able to know the degree of support
that the stakeholders have for the tourism industry in the municipality. Also, they
were able to identify the types of tourism that the stakeholders are envisioning
in the future. Also, the team leaders were able to discuss to the stakeholders
their roles and the importance of their active participation in the whole process
of creating the tourism development framework plan.

In designing the workshop, the group listed down all possible questions
anchored on the 4 As of tourism (accessibility, attractions, accommodation and

5
 amenities) and matched these elements with the four aspects of tourism
development namely (1) Product Development and Local Policies and Laws;
(2) Image and Marketing; (3) Human Resource Development, and (4)
Infrastructure Development. This acted as an essential tool in assessing the
municipality before and during the whole planning process for the tourism
development framework plan.

This framework plan is a 6-year agenda prepared for the consideration of the
Municipal Government of Calasiao and covers the years from 2019 – 2025.

C. About the Destination

1. Basic Information

The Municipality of Calasiao is a first-class municipality in the province of

Pangasinan (Municipality of Calasiao, 2014). The town got its name from the
native word kalasian which translates to “a place where lightning frequently
occurs,” denoting how Calasiao had been frequented by the said natural
phenomenon (Municipality of Calasiao, 2014).

As seen in figure 1, Calasiao is a landlocked town located in the middle portion

of the province and is surrounded by the following local government units:
Dagupan City on the north, San Carlos City on the south, Sta. Barbara on the
east, and Binmaley on the west.

6
 Figure 1. Map of Pangasinan showing the location of Calasiao

The municipality is composed of 24 barangays and has a total land area of

5,339 has (Municipality of Calasiao, n.d.). Also, Calasiao is 20kilometers away
from Lingayen, the provincial capital and 207.4kilometers away from Manila
(Municipality of Calasiao, n.d.).

Calasiao is highly known for its Puto Calasiao - a bite-sized rice cake being
referred to as “white gold” by the locals for its cultural and economic significance
(Municipality of Calasiao, 2014). Aside from this, Calasiao is also known as a
highly commercialized municipality, with a lot of big corporations like Robinsons
Mall, Coca-cola, Toyota, Honda, and Mitsubishi that have chosen to put up a
branch or a production plant in the town (Municipality of Calasiao, 2014). Lastly,
the municipality has also been identified as one of the centers for agricultural
development in the Provincial Framework Plan (Municipality of Calasiao, 2014).

2. Physical Features

Calasiao has a total land area of 5,339 has; 8% of which is classified as an

urban area while the remaining 92% remains to be rural land (Municipality of
Calasiao, 2014). Although urbanization is already significantly present in the

7
municipality, a big portion of Calasiao still remains to be an agricultural land as
it occupies 70.70% of the total land area (Municipality of Calasiao, 2014).

In terms of topography, Calasiao’s terrain is relatively flat.This enables the town

to maximize the development of residential, commercial, or industrial projects
(Municipality of Calasiao, 2014). The municipality has varying soil type namely:
San Manuel silty clay foam, Pangasinan fine sand, San Manual silt loan, and
hydrosol (Municipality of Calasiao, n.d.). The vegetation in Calasiao, on the
other hand, consists of tropical trees like ipil-ipil, mangoes, rice, corn, and root
crops (Municipality of Calasiao, n.d.). Calasiao has rich farmlands planted
mainly with palay or rice, coconuts, and mangoes. Calasiao also has a lot of
fishponds along its rivers and wetlands where fish like Bangus (milkfish), pantat
(catfish), and tilapia are raised (Municipality of Calasiao, 2014).

Since the Municipality of Calasiao is situated in a low lying area in the province,
severe flooding is likely to happen during the rainy season of July to October
especially when typhoons hit the area and would cause the major rivers of the
municipality to overflow (Municipality of Calasiao, 2014).

3. Socio-economic Features

As of 2015, the population of Calasiao has already reached 95,154,

representing only 3.22% of the total population of Pangasinan (Philatlas, n.d.).
Considering the land area, Calasiao has a population density of 1,968
inhabitants per square kilometer (Philatlas, n.d.). The Municipality needs to
increase its population by a few thousands to reach the 100,000 population
requirement to be a city.

Majority of the people of Calasiao speak the local language Pangasinan

(Municipality of Calasiao, 2014). Moreso, Ilokano and Filipino are also widely
spoken in the entire province (Province of Pangasinan, 2011).

8
In terms of development, the Municipality of Calasiao is keeping up with its
neighboring cities with the presence of big companies like Robinsons Mall and
Puregold. In addition, international brands such as Toyota, Honda, Nissan,
Mitsubishi, and Coca-cola have also established their businesses in Calasiao.
There are also some massive establishments recently built in the Municipality
such as The Monarch Hotel, which is expected to highly affect and possibly
stimulate the Meetings, Incentives, Conventions, and Exhibitions (MICE)
industry. To top it all, a local mall chain, Magic Mall, and some other big
companies like Walter Mart, Suzuki, and Subaru will also soon rise in Calasiao.

Nonetheless, a big part of the Municipality of Calasiao still remains to be

agricultural as it is identified in the Provincial Framework Plan as one of the
centers for agricultural development in Pangasinan (Municipality of Calasiao,
2014). The local economy of Calasiao thrives on agri-business like livestock,
vegetables, and poultry trading livestock and public collection.

Most of Calasiao’s businesses, however, are family enterprisesand need to be

improved given the proper management, trading technique, and capitalization.
These are, however, traditional non-agricultural activities which could be
developedfor maximum utilization like bamboo craft trading, basket exports,
mat weaving, buri making and bi-product exports, furniture sales, garment,
stuffed toys, and food processed exports. The establishment, upgrading, and
maintenance of utilities and facilities in support of the commerce and trading
industries are recommended to spur economic growth in the locality. These are
in forms of farm-to-market roads, transport terminals, water supply, power
supply, especially trading areas. The completion of the new slaughterhouse at
Barangay Doyong and other support services are necessary to enhance
investment, both local and foreign.

Tax incentives are also offered in the municipalityto motivate local

entrepreneurs. The area, location, and distribution of commercial activities are
discussed and identified in the Land Use Sector of the Comprehensive Land
Use Plan.Regulation for use and its implementing rules and regulations are
indicated in their Zoning Ordinance.

9
4. History

As mentioned earlier, Calasiao got its name from the native word kalasian
which translates to “a place where lightning frequently occurs”, denoting how
the town had been frequented by the said natural phenomenon (Municipality of
Calasiao, 2014). Apart from this, the municipality was also called “Lugar de
Rayos” by the Spaniards in 1500 and this literally translates to the word kalasian
(Municipality of Calasiao, 2014).

Calasiao is the second oldest town in the province that was established by the
Spaniards (Municipality of Calasiao, 2014). In detail, the town was founded by
the Dominicans in 1588 (Municipality of Calasiao, 2014).

During the colonization of the country by the Spaniards, Calasiao was part of
the encomienda of Labaya where tributes were regularly collected from the
residents (Municipality of Calasiao, 2014). In addition, Augustinian and
Dominican missionaries played a big role in spreading Christianity in Calasiao
as they converted most of the indigenous people to Roman Catholicism and
built a convent in town (Municipality of Calasiao, 2014).

5. Development Priority of the LGU

The local government of Calasiao envisions itself as a “progressive and globally

competitive economy with a safe, healthy, and friendly environment governed
by responsible, diligent, and God-fearing leaders,” (Municipality of Calasiao,
2014). On the other hand, the town’s mission is “to provide an effective
management system that aims to lift the economic, social, and cultural sectors
for a more efficient delivery of services to the people,” (Municipality of Calasiao,
2014).

Furthermore, Calasiao’s mission and vision are also guided and supported by
their set goal statements per sector as elaborated below (Municipality of
Calasiao, 2018):

10
 ● Social sector: improved quality of life of the people in the municipality
● Economic sector: sufficiency in food and agri-products, a vibrant
economy
● Infrastructure sector: adequate and quality infrastructure facilities to
support and sustain the socio-economic growth of the municipality
● Environmental sector: clean, safe, healthy and disaster-resilient
environment
● Institutional sector: more effective, efficient and responsive local
governance

All of the above-mentioned goals were set to be achieved by 2024.

Lastly, with regards to the tourism industry, the municipality identified the
potential development that tourism could bring in. Tourism is set to unify and to
complement the municipality’s thrusts which are commercialization and
industrialization by providing tourist services such as accommodation, food
establishment, and commercial centers. However, despite the positive outlook
that the local government of Calasiao has towards tourism, the municipality still
has no specific mission and vision intended for tourism at present.

D. Organization of the Report

The paper starts with a situation assessment of the Municipality of Calasiao

through discussions on national and global trends on tourism. The province
where the Municipality belongs to, Pangasinan,is also discussed for the readers
to have a better grasp of the political, economic, social, and technological
situations that affect the Municipality of Calasiao. The status of the different
sectors of tourism in the Municipality is discussed afterwards. Lastly, the
researchers used different methods (problem tree, objective tree, SWOT
analysis, and
TOWS matrix) to come up with the tourism strategies.

11
II. Situation Assessment

A. Global and International Trends

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

At the global level, the United Nations World Tourism Organization (UNWTO)
mentioned in the report “International Tourism Results 2018 and Outlook 2019”
that the forecasts on international arrivals is set to grow about 3-4% in 2019.

 Political and Economic

Tourism becomes a major element of bilateral relations and

cooperation (UNWTO, 2018). Some of the examples of these are the
China-Philippines friendship ties and the ASEAN Economic
Community (AEC). During the state visit ofthe President of China to the
Philippines last year, a total of 29 cooperation documents were signed off
by the two state heads, Chinese President Xi Jin Ping and Philippine
President Rodrigo Duterte,in order to establish a much stronger
partnershipbetween the two countries, to have an in-depth exchange of
views on regional and international issues of common interests and to reach
an agreement on important issues. Both countries acknowledged the
growing number of Chinese tourists in the Philippines and brought economic
growth to the country.

Among these cooperation agreements are the strengthening of each

others’ tourism industry by (1) encouraging each other’s citizens to
travel from each others’ country, (2) cooperation on tourism
infrastructure development (e.g. setting up a Chinese Cultural Center in
the Philippines, the Philippine National Railways South Long Haul
Project,Binondo-Intramuros and Estrella-Pantaleon Bridges and other
implementation agreement feasibility studies on Panay-Guimaras-Negros
Island Bridge and Davao City Expressway Project) and (3) encourage
airlines to open more direct flights between cities of the two countries
to further facilitate people-to-people exchanges (Philippine Star.com, 2018).

12
On the other hand, AEC envisions Southeast Asia as a single market and
production base. Southeast Asia is a highly competitive region that has
equitable economic development and is fully integrated into the global
economy (Invest ASEAN, 2019). In effect, the Philippines gained from its
regional integration. The country is able to improve its competitiveness at
the global markets through the promotional push of the region as a single
tourist destination to further drive the economic growth (Simeon, 2016). In
addition, the ASEAN events allow the Philippines to showcase a new and
dynamic Philippines in terms of overall development including tourism
infrastructures and destination offerings (ATF, 2016).

Furthermore, tourism related initiatives indicated in ASEAN5 for the

Philippines is boosting activities in leisure and gaming, as investments in
mega-casino complex start pouring. A US$4 billion mega-casino complex is
set to open in Manila in 2013 (Invest ASEAN, 2019).

 Social

The UNWTO also mentioned in their 2019 Press Release

entitled“International Tourist Arrivals Reach 1.4 billion Two Years Ahead of
Forecasts” that they see a consolidation among consumers of emerging
trends. These social development trends include the quest for ‘travel to
change and to show’, ‘the pursuit of healthy options’ such as walking,
wellness and sports tourism, ‘multigenerational travel’ as a result of
demographic changes and more responsible travel. Relative to this, based
on Edelman’s 9 Trends Shaping Travel (2019), 5 out of its 9 identified
cultural forces that are impacting the consumers’ thinking and planning for
their next travel supported the mentioned future forecast of tourism. These
are the purpose-driven travel, business leisure blur, pursuit of
wellness, personalization is power, and the future is female.

The first on Edelman’s list is the purpose-driven travel. More tourists will
be encouraged to travel with a purpose.They are called by Edelman as

13
“belief-driver buyers.” They will choose destinations where their purpose of
travel will bring a significant impact to the community and choose travel
brands aligned to their personal values.

Next is the business leisure blur or widely known as bleisure travel. It

is a millennial tourism trend which combines leisure tourism with travel for
business. As mentioned by Revfine Company (2019), the tourism sector
attempts to create a more frugal customer base and the concept of bleisure
is increasingly relevant in the tourism trends nowadays. It has a number of
forms.This can include a tourist who wishes to extend his stay after his work
commitments. A certain company may organize team building travelsfor its
employees. Bleisure also includes the “digital nomad ”phenomenon where
online workers engage in travel.

Another cultural force in Edelman’s list is the pursuit of wellness. The

gaining popularity of eating healthy and organic food is alsobecoming a new
tourism trend. Edelman (2019) stated that this is not a new concept, but
more of an interest in travel as a form of self-care. Furthermore, the travel
brands can invest on expanding their wellness offerings such as rolling out
healthy menu options for hotels and cruise brands that focus on wellness as
a lifestyle. Next is personalization is power. Revfine (2019) mentioned that
travelers nowadays most likely return and use the same service, if their
tourism experiences (e.g. accommodation and activities) they engage
inareclose or in line with their personal preferences. Last in Edelman’s list
is the future is female. Today’s gender equality campaigns and women
empowerment all over the world is becoming also a new tourism trends
which can be associated with solo travel. Engaging in solo trips is the
current trend.

Additionally, eco travel is now a global phenomenal tourism trend relative

to the various environmental issues in most destinations. This type of travel
is reflecting a growing concern among today’s travelers for ethical and
sustainable tourism options (Revfine, 2019).

14
  Technological

Being technologically aligned with the latest innovations and

developments is one of the strongest edges and is increasingly contributing
to the changing travel trail. Social media is still one of the most effective and
economical platforms in delivering and reaching potential tourists. Artificial
Intelligence (e.g. assistants like Alexa and Cortana) and chat bots are an
increasingly important way of helping the tourists in searching and booking
tours, accommodation and air tickets globally. Furthermore, the use of
mobile applications and cashless mobile payments (e.g. Aglipay, WeChat,
Paypal) are also one of the payment options available for tourists besides
cash and credit cards. In effect, the era of mobile payments has risen in the
Philippines - with GCash ranking as the number one most downloaded
mobile payment application downloaded both in Google Play and App Store
in the Philippines. Other globally used mobile payments such as PayMaya,
Coins.ph, PayPal and GrabPay are also available in the Philippines. These
new forms of payment are also being used for e-commerce globally. Instead
of using one’s credit or debit card to pay for goods and services, people can
now pay real money stored in the person’s mobile application which will be
transferred real-time just by scanning the barcode of the store using a
mobile phone. This is becoming a trend in the transportation, logistics,
shopping and tourism industry because it is now easier to pay for goods and
services without bringing on-hand money

All these tourism trends areexpected to increase and to expand as further

changes and developments in various aspects (political, economic,
technological, social and others) aim for a better future for the travel and tourism
industry all over the world. All of these will continue to shape the tourism sector.

As one of the most preferred destinations in the Asia Pacific region, the
Philippines needs to adapt all these international trends from the external
environment in order to remain competitive, attract more tourists, and promote
inclusive growth through employment generation for its local people.

15
 With an aim to continue its shift from “mass tourism” into “high-value tourism”,
the Philippine tourism through the Department of Tourism, is exhausting all its
efforts to prioritize quality than quantity. At the same time, the Philippines is
committed to adapt to all international and global developments, trends,
changes, best practices and learning experiences in order to be aligned and
globally competitive as a destination.

2. Global and Regional Tourism Trends

a. International and Asia-Pacific Tourism Trends

In accordance to the recent released report from the UNWTO, international

tourist arrivals increased by 6% in 2018 with 1.4 billion tourist arrivals.
Combining these results with the achievements in 2017, 2018 was the 2nd
strongest since 2010 (UNWTO, 2019). Moreover, the mentioned 1.4 billion
international arrivals wassignificantly achieved 2 years in advance as projected
by UNWTO.

China remains to be the world’s top source market and has shown 4% increase
in the first 9 months of 2018 (UNWTO World Tourism Barometer, 2019). It is
also the largest source market in most of the Asia Pacific destinations (Horwath
– HTL, 2018) and in addition also includes the Indian outbound market.
Meanwhile, the United States of America (USA) still holds the world’s second
largest market with a 7% increase accounted in the month of October 2018
(UNWTO World Tourism Barometer, 2019). Asia and the Pacific isamong the
regions that benefit from the robust outbound demand of USA in 2018.
.
As mentioned in UNWTO’s World Tourism Barometer 2019 report, Asia and the
Pacific is among the regions identified which led the indicated growth in 2018
and went up about 6% increase (reaching 343 million) in international arrivals.
In particular, the destinations in Southeast Asia demonstrated strong growth.
These destinations include Vietnam, Indonesia, Cambodia and Singapore. The
region’srecorded growth revolves around continuously receiving international
tourist arrivals, enjoying double digit growth rates due to the demand from

16
China and India. Thailand as well as the Philippines havebenefitted significantly
from the international growth caused by the higher demand from tourists from
China. Thailand is the most visited destination in Southeast Asia.

Besides China, the countries of South Korea, Taiwan, USA and Japan are all
included in the top five source markets of the Asia Pacific region (Horwath –
HTL, 2018). The warming relations between China and the Philippines largely
impacted the 7.1 million tourist arrivals mark of the Philippines as of 2018 and
which made the Chinese market as its 2nd tourism market source, followed by
USA and Korea as the leading still (DOT, 2018).

Calasiao is one of the municipalities under the province of Pangasinan and

formed part of the Region I in the Philippines. Geographically, the said region
is facing Chinese national countries such as China, Macao and Hongkong and
some ASEAN countries such as Vietnam and Cambodia. This can be a good
indication that Calasiao may be benefit from these foreign markets in the
coming future.

Globally, travellers are still into cultural type of tourism and it was supported by
the TripAdvisors 2018 Travel Trends Report on Experiences, Tours and
Activities. Based on its 2018 booking data, iconic sites remain popular and most
booked by travelers globally. To name a few, the Vatican Museums, St. Peter’s
Basilica, and Sistine Chapel, Chicago River Architecture Cruise and walking
tours in Ancient Rome and the Colosseum are the most booked attractions sites
in the world in 2017. Furthermore, on the same year, the international travelers
have expandedtheir travel activities to engagein culturerelated activities such as
historic and heritage experiences (the highest growth in bookings at 125%) and
culinary (such as cooking classes and food tours with a growth rate of 57%) ,
according to Tripadvisor. In relation to Calasiao, the municipality’s core tourist
attractions are very much in line with the global travel trends concerning tours
and activities.

17
 c. Activity-based Segmentation

○ Food Tourism - With the rise of famous Instagram posts about food and other
food-related posts by social influencers, food has become one of the reasons
for traveling by millennials and gen Z. People are traveling to different places,
locally and internationally, to visit destinations with instagrammable views and
food. According to Airbnb’s 2018 Travel Trends, Food Experiences, such as
craft food and cocktail tastings and home-cooked dinners, are the company’s
most popular – with 29% of all experiences booked being food-related. Stand-
alone food events and festivals are also on the rise – according to Edelman’s 8
Trends That Will Shape Travel in 2018, a recent report from Eventbrite found
that the number of food and drink events is rising steadily each year, and the
fastest-growing trend is with pop-up dining (Edelman, 2018).

○ Artificial Intelligence - virtual assistants like Alexa and Cortana, help make
travel experiences easier because of the ease and comfort of using these
technologies. Hotels are also starting to use robot concierge to its reception
staff (Edelman, 2018).

○ JOMO (Joy of Missing Out) - because of the social pressures from different
social media platforms, people are starting to disconnect from society and their
smartphones. Travelers are availing hotels with “Digital Detox” package where
guests check their digital devices at the hotels’ guest services and focus on
activities like yoga, spa treatments and art classes without using any mobile
gadgets. It’s basically a technology-free vacation (Edelman, 2018).

B. National and Regional Tourism Trends

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

● Political

In 2017, the Bureau of Immigration granted visas on arrivals to Chinese

nationals who are qualified in order to increase our tourism arrivals and
investments. Since China is being seen as the world’s most populous

18
country and has the fastest growing economy, the Bureau deemed it
advantageous on our part. The agency identified those qualified Chinese
nationals as members of tour groups organized by the Department of
Tourism (DOT), businessmen endorsed by Philippine government officials,
athletes and MICE delegates. Chinese nationals may apply for landed visas
for a 30-day stay initially which can be extended up to six months but the
applications must be filed ten days before arrival. The said national policy
has increased the visa application of the Chinese nationals up to 250%. This
will be a good opportunity for the different regions in the country to include
Chinese tourists as a new target market because of the rapid increase in
their numbers (Buan, 2017).

● Economic

According to the report by the Japan International Cooperation Agency for

Forbes Magazine, traffic congestion is caused mainly by poor infrastructure
which led to Php 2.4 billion losses in 2012 and the number could triple in the
next eleven years. This is the main reason why President Duterte
implemented the “Build, Build, Build” (BBB) Program. This program aims to
increase the growth of our economy by creating jobs and improving the lives
of Filipinos by accelerating and maximizing infrastructure spending and
developing industries. The targeted budget for the infrastructure projects
ranges from Php 8 trillion up to Php 9 trillion from 2017 to 2022. The main
projects are the following: Subic-Clark Railway; North-South railway
connecting Los Banos, Laguna to Tutuban, Manila and Clark Freepor,
Pampanga; 1,500-hectare industrial park in Clark; and the expansion of the
Clark International Airport along with the establishment of four energy
facilities, ten water resource projects and irrigation systems, five flood
control facilities and three redevelopment programs around the country. The
said infrastructure projects will greatly affect the tourism industry of our
country because of improvements in gateways, accommodations, roads
and highways and service facilities (Mawis, 2018).

19
● Technological

The idea of sending funds to anyone across the world just by using one’s
mobile phone seemed impossible back in the days. But because of different
technological advancements, the era of mobile payments has risen in the
Philippines - with GCash ranking as the number one most downloaded
mobile payment application downloaded both in Google Play and App Store
in the Philippines. Other mobile payments are PayMaya, Coins.ph, PayPal
and GrabPay. These new form of payment is also being used for e-
commerce globally. Instead of using one’s credit or debit card to pay for
goods and services, people can now pay real money stored in the person’s
mobile application which will be transferred real-time just by scanning the
barcode of the store using a mobile phone. This is becoming a trend in the
transportation, logistics, shopping, and tourism industry because it is now
easier to pay for goods and services without bringing an actual money with
you. Especially with the Chinese and other foreign markets who are using
these mobile payment apps on a daily basis, it is not long before our country
starts to use these apps as a form of payment everywhere (The Nerve,
2019).

According to Visa, Filipinos are considered the 4th top Asia-Pacific market
who hold the highest average number of countries visited,proving that
Filipinos are now a part of an emerging global traveling class. The report
“Journey of Me Insights: What Filipino Travelers Want” explains the traveling
habits of Filipinos indicating how and why they travel, what services they
use, types of technologies they are using and other things related to
traveling. One example is how Filipinos value suggestions from family,
friends and even colleagues instead of travel reviews online. Another
example is how Filipinos prefer to receive updates and recommendations
about traveling through email. But the report also shows how Asians differ
from all aspects when it comes to traveling,from booking on mobile, sharing
economy service and destinations that speak a language that they
understand (Uy, 2018).

20
 ● Social

According to Picodi’s report, Filipino travelers are considered the most frugal
in the world. For example,they organize their own trips rather than depend
on travel agencies. According to a survey of 20,000 Filipino respondents,
Filipino travelers spend an average of Php 13,171 per person when
traveling, putting the Philippines in the 39th ranking spot out of 41 countries.
It was also stated that Filipinos prefer traveling domestically rather than
going abroad, usually with a family member or partner, sometimes with a
friend or just traveling alone.

2. National and Regional Tourism Trends

According to the National Tourism Development Plan for 2016-2022, the

growth of foreign visitors and domestic travelers during the period of 2011-
2015, together with the attendant increases in their lengths of stay and daily
expenditures, resulted in an increase in internal tourism expenditures to Php
2.0 trillion in 2015 up from 1.4 trillion in 2011. The tourism gross value added
also increased by Php 1.0 trillion which represented an 8.2% increase share of
the country's GDP. This also increased the employment in the hotel and tourism
industry which grew to 5.0 million reflecting a 12.7% increase of national
employment over 2014's numbers. Also, according to the 2015 Domestic
Household Survey conducted by the Philippine Statistics Authority (PSA), the
volume of domestic travelers rose to 67.81 million.. According to the NTDP
2016-2022, the growing acceptance of travel as part of the modern lifestyle and,
to a certain extent, the increasing urbanization of society, resulted in the need
to seek different environments and activities away from cities. The volume of
domestic travelers includes "excursionists" or persons who travel outside their
usual place of residence and return on the same day as differentiated from a
tourist who would stay at least 24 hours away from his residence. The NTDP
also stated that the average daily expenditure of the domestic traveler grew
from Php 1,686/day to Php 2,172/day from 2010 to 2015 while their length of
stay assumed to be a constant 5 nights (NTDP, 2016).

21
According to the NTDP, the East Asian region representing the countries of
Korea, Japan, and China comprises the largest source market for the
Philippines, constituting 49.2% of total international visitor traffic in 2015. East
Asia, will continue to be the leading source marketin both the short and
medium-term periods as air seat capacities are sufficient to accommodate
larger traffic volumes. North America, which consists of USA and Canada,is the
second largest source market with a total of 938,000 visitor arrivals in 2015,
which is17.5% of the total visitor traffic in the Philippines. This market’saverage
length of stay is 12.4 days and they also represent the main source of repeat
visitors. Europe is considered the third-largest regional source market which
consists of the United Kingdom, Germany, and France as the main countries.
The absence of direct flights going to and from Europe has weakened the
marketing efforts of our country in attracting the potentials visitors from that
region. The fourth-largest regional source market is the ASEAN which
comprises 9.0% of the total international traffic with the countries of Singapore
and Malaysia as the top countries. For the fifth-largest regional source market,
Australia and New Zealand exhibited a growth rate of 8.0% and the duration of
their stay lasts for more than10 days (NTDP, 2016).

It was also indicated in the NTDP that the government will focus on the following
types of tourism as this showcase and highlight the natural resources of the
Philippines:sun and beach tourism, nature-based tourism, cultural tourism and
diving and marine sports tourism. These types of tourism are said to be given
the utmost priority because of their strong attractiveness and appeal to a wide
range of markets since the Philippines is rich in natural and cultural
resources.The MICE and leisure and entertainment tourism has grown over the
years especially in Metro Manila where malls, casinos and other urban centers
are situated. When it comes to cruise tourism, there infrastructure issues have
to be addressed, especially since there is no available port terminal which is
solely dedicatedto cruises. The health and wellness, medical and retirement
tourism is not yet considered a key product in the globalmarket. Education
tourism continues to be appealing to just one to two market segmentsonly. Our
country's educational system is yet to be realigned to international standards.
While nautical tourism is considered a niche product because it requires

22
 investments in skilled labor, specialized infrastructures and compliance to
safety and marine regulations which require a big amount of budget for it to be
established (NTDP, 2016).

C. Current Tourism Situation in the Region or Province

1. Overview of the physical and geographic characteristics of the

Province

People traveling from Metro Manila will find Pangasinan at the northwestern
part of the central plains of Luzon. It is considered the gateway to the north
because of its strategic location. Starting from the Lingayen Gulf up to the West
Philippine Sea, is the coast of Pangasinan. As seen ion Figure 2 provinces near
Pangasinan are the following: northeast of the province are La Union and
Benguet, ; at the east is Nueva Vizcaya and Nueva Ecija;at the south are Tarlac
and Zambales (Pangasinan Provincial Tourism Development Framework Plan,
2019). Among the other provinces in Luzon, Pangasinan is considered the
largest in Region 1 with a total land area of 536,818 hectares consisting of
farmlands, hills, forests and rivers. It is also considered the third biggest
province in the Philippines. It is subdivided into six congressional districts, forty-
four municipalities and four cities. Region 1 is composed of Ilocos Norte, Ilocos
Sur, La Union and Pangasinan (Municipality of Calasiao, 2014).

23
 Figure 2. Pangasinan Base with neigboring provinces Map

2. Overview of the regional and provincial economy

The northern part of Pangasinan is focused on its agricultural sector while the
southern part is anchoring towards its agro-industrial and service industry. The
agricultural sector focuses on cultivating rice, tobacco, corn, sugarcane and
fruits; raising livestock such as pigs, chickens, goats and carabaos (water
buffaloes). While the agro-industrial sector in the south is leaning towards
cultivating and processing milk fish (bangus), livestock raising, fish paste
processing (bagoong) and others. The province is also putting importance in its
trading, financial and educational services, blanket-weaving and pottery
(Province of Pangasinan, n.d.).

The collection of the tax revenue of the national government shows the
distribution of the economic activity in the Ilocos region and 61% of the total
bulk of the tax collection in the region came from Pangasinan (DTI, n.d.).

24
The four cities in Pangasinan are where the service and light manufacturing
industries are concentrated. Dagupan City is starting to expand its network
because of its local entrepreneurs.

3. Regional and Provincial Tourism Performance

Pangasinan is considered the main destination of choice in Region 1 and is a

key destination in the Philippines. According to the Philippine Statistics
Authority, in collaboration with the Department of Tourism, Pangasinan ranked
third among the most visited places in the Philippines for Filipino domestic
travelers for the 2016 Household Survey on Domestic Visitors (Dilim, 2019).

Pangasinan’s tourism industry is focused on its coastal beaches and eco-

tourism which is supported by its local airlines and land transportation firms. For
the coastal beaches, water sports and activities trigger more opportunities.
While the marine and forest resources of the province showcase the ecotourism
of the region (Dilim, 2019).

From 2007 until 2017, Pangasinan's visitor arrival is on a steady increasing

rate. There is a recorded 759,021 tourist arrivals in 2017 and most of them were
domestic tourists, which is 98.1 percent of the total tourist arrivals. The increase
of day tourists is also seen since 2014 in different local tourism destinations in
Pangasinan which a total of 4.22 million day tourists was recorded. In 2017, a
total of 8.55 million day tourist arrivals was recorded in 12 key tourism sites in
Pangasinan. It was stated that the Basilica Minor of the Most Holy Rosary of
Manaoag was the most popular tourist attraction in Pangasinan, which received
an estimated 6.23 million pilgrims, comprising 72.9 percent of the total number
of day tourists (Pangasinan Provincial Tourism Development Framework Plan,
2019).

25
 Figure 3. Average Length of Stay (Nights)
Source: Department of Tourism-Region 1 (2018)

The increasing day tourist arrivals in Pangasinan supports the tourist attraction
visitor survey conducted by the Department of Tourism (DOT) (Figure 3). DOT
recorded a 1.25 average length of stay (nights) for Pangasinan. It is the lowest
among the four provinces in Region 1 and it is because the tourism activities in
the region are limited to same day travelers. Even though the Basilica Minor of
the Most Holy Rosary of Manaog is the most popular attraction in the province,
the activity of pilgrim tourists is limited to same-day activities wherein tourists
often visit the destination and go back to their point of origin on the same day.
With the demand to increase the overnight stay of tourists in Pangasinan, it is
also important to focus on diversifying the activities offered in the destination in
order to fully maximize the utilization of tourism establishments, most especially
the accommodation sector.

26
 Figure 4. Average Daily Expenditure
Source: Department of Tourism-Region 1 (2018)

As seen in Figure 4, the average daily expenditure in Pangasinan for overnight

guests in accommodation establishments is higher than the same-day visitors’
record. It shows that there is a significant spending on overnight stays rather
than on same-day activities. The data supports the expenditures of tourists
greatly contributes to income generated from hotels and resorts and other
tourism activities that requires tourists to stay for more than one day.

Figure 5. Tourist Expenditures-Tourist Receipt (Overnight Guest)

Source: Department of Tourism-Region 1 (2018)

27
Figure 5 shows the data of the total tourist expenditures spent on spent on
overnight stays per province in Region 1. It clearly explains that the regional
performance on tourism activities of Pangasinan will be greatly improved if the
province will encourage tourists to stay overnight. The province may be able to
address this by establishing strong destination themes that will encourage
tourist to stay overnight and in the destination.

Figure 6. Tourist Expenditures (Percentage Share of Expenditures)

Source: Department of Tourism-Region 1 (2018)

The percentage share of expenditures seen in Figure 6 is the 2017 record of

DOT for expenditures spent on tourism establishments. The highest
expenditure is on the transportation sector, followed by the accommodation
sector.

28
 Figure 7. Repeat Visitation to Tourist Attractions
Source: Department of Tourism-Region 1 (2018)

Figure 7 above shows that 34.02% of visitors in Pangasinan have visited tourist
attractions in the province at least three times, the highest among the four
provinces in the region. This shows that Pangasinan’s tourist attractions are
attracting repeat visitors. A pilgrimage activity is a contributing factor since
many Catholic pilgrims visit Manaoag not only during feast days but also in
instances where tourists are gathered for group tours during the Holy Week,
and family pilgrim trips. The sun and sand attraction sites of Pangasinan e.g.
beaches in Lingayen, Binmaley, Dagupan and San Fabian are also contributing
factors for tourists who want to visit beach destinations more than thrice in a
single year.

According to the report of the Regional Development Council (RDC-1), the

region’s visitor arrivals have increased in 2018. It is all because of the top tourist
destinations in the province of Pangasinan, with the Minor Basilica of Our Lady
of the Rosary of Manaoag, also known as the pilgrimage center of the north, as
the most visited tourist attraction with a total of six million visitors. The Provincial
Capitol of Pangasinan is the second most visited tourist attraction of the region
garnering more than half a million back in 2018. Paoay Church which is found

29
in the province of Ilocos is considered as the fourth most visited tourist attraction
in the region which recorded half a million tourist arrivals. The number of
accredited tourism establishments also increased in Region 1 more than twice
since 2016 because of the DOT’s efforts, which is tied up with the region’s goal
to become the tourism hub in Northern Philippines (Pangasinan Provincial
Tourism Development Framework Plan, 2019).

Figure 8. Top Products

Source: Department of Tourism-Region 1 (2018)

The top products of Pangasinan identified by DOT in Figure 8 shows that

products associated with church is the priority list in the province. The rich
cultural heritage assets of the province which is comprised of religious articles
and souvenir itemsareconsidered top of the rankfollowed by the food products
available in the province.

30
4. Tourism developments in the neighboring areas

The developed city of Dagupan is located in the northern part of the Municipality
of Calasiao. It is known as the home of the best bangus in the country. The city
celebrates its festival in April through singing and dancing in city streets. The
variety of cooking style and the distinct taste of bangus in Dagupan has been
adapted in its neighboring cities and municipalities. Restaurants that originated
in Dagupan have established branches in neighboring cities and municipalities,
proving that various bangus dishes are very popular among people outside
Dagupan. (Philippine Cities, n.d.).

The Municipality of Calasiao has a complementing pilgrim site in the

neighboring San Carlos City and in the municipality of Manaoag. Built in the
early 1700s, the 424-year-old St. Dominic Church used to be the largest
Catholic Church in the country. The beautiful church of San Carlos resembles
the Baroque style of architecture similar to Sts. Peter and Paul Parish of
Calasiao. Aside from the old church, the San Carlos City Plaza is where families
and friends get together to reminisce the rich heritage of the city (San Carlos
City, n.d.).

On the other hand, the Shrine of Our Lady of Manaoag is a 385-year-old Roman
Catholic Church shrine where the ivory image of the blessed Virgin Marybis
placed in the high altar. Built in 17th century, it is widely known among pilgrims
compelled with morbidly dreadful diseases to seek Her miraculous healing and
most potent intervention for other favors and blessings (Manaoag,n.d.). It is
similar with Calasiao’s Senior Divino Tesoro which is believed for miraculously
granting the wishes of His devotees.

At the western part of Calasiao is where the hidden gems of sand is located.
Binmaley is known as one of the most scenic and cleanest beaches in the
country. This will best suit visitors who are looking for sun and sand destinations
near Calasiao (Explora, n.d.).

31
 San Fabian’s popularity as a beach destination in Pangasinan is mainly brought
by its beautiful beaches and best sunset view. It is also accessible, not far from
the neigboring towns (an hour away from Calasiao) and budget-friendly for
tourists to visit. Thus, its powdery sands attracts a lot of tourists, even if the
area gets too crowded (Triple the Islands, 2016).

D. Current Environment for Tourism in the Municipality

1. Brief History of the Municipality

The Spanish rule in the 1500s includes Pangasinan in the early expedition. Six
years after the arrival of Legazpi, the Spaniards went north to traverse
Pangasinan and placed the territory under their rule. The Catholic leaders at
that time accomplished their evangelization even before the ruling of Spaniards
takes place. In the early 1500s the preachers of the Augustinian order reached
out to the different towns of Pangasinan to fulfill their mission of evangelization
and discretely performed military exercises in searchof the wanted Chinese
pirate named Limahong whom they believed had plans of conquering the
islands of the country. The attacks of Limahong’s powerful squad failed to win
the battle in Manila twice and the Spaniards led by Juan de Salcedo built a
league of military soldiers to pursue and destroy the group of Limahong.
Limahong then escaped this event and the Spaniards conquered once again.
In order for the Spaniards to prepare for future attacks, they built a garrison in
Lingayen, Pangasinan.

After the conquest, the military expedition of the Spaniards was then converted
to missionary conversion of locals living in Pangasinan where the Augustinians
led the mission of spreading Christianity. The town of San Isidro (Labrador) is
where they failed to spread the faith of Christian worship after the people of the
town resisted their belief and chose paganism. The attempt of conversion also
took place in Bagnotan (Dagupan) and Santa Monica (Manaoag) and after a
series of attempts they left Pangasinan unsuccessful with their mission in
spreading Christianity. There were attempts by some Franciscan friars to
convert the people of Pangasinan and likewise they were not honored and were

32
not given priority by the people of what they call “barren and ungrateful land”.
The Dominicans came for their attempt to convert the place into a Catholic land
and it was not easy for them. For their first three years, they struggled to
establish Catholicism and through the characterized belief of St. Dominic de
Guzman, the founder of the Dominican order, they were able to earn the trust
of the people in Pangasinan. In 1588, the town of Gabon (now Calasiao)
became the second town where union of Church and State took place. Later
on, the Dominicans to build the Sts. Peter and Paul Parish Church in Poblacion,
Calasiao (Magno, n.d.).

The agricultural industry in Calasiao is given much priority since farmers are
highlighted in the projects of the government for development. The puto
industry which includes the produce of rice fields and other main ingredients
from the farming activity of the Municipality is affected in a positive manner. The
Calasiao town fiesta in 2014 highlighted the recognition of the farmers’
importance to the municipality. In line with the theme “Dasal, Sipag at
Organikong Gawa” of Calasiao, the farmers attended a forum that enabled
them to learn new trends, programs and technologies that will mitigate climate
change and lead to a progressive agricultural development. The Department of
Agriculture and other related agencies established plans in developing a
learning site where programs and projects for the farmers will take place. It was
also mentioned that promotion and adoption of new technologies will hasten
the farmers in continuous agricultural development (Decapias, 2014).

2.Geographic Features

The map below in figure 9 shows the topographic map of Calasiao. There is no
available Comprehensive Land Use Map in Calasiao which shows zoning
ordinances of agricultural land, commercial land and residential land

33
 Figure 9: Topographic Map of Calasiao
Source: Municipality of Calasiao (2018)

The topographic map of Calasiao shows the types of road available in the
municipality, identified rivers and creeks within the map, municipal and
barangay boundaries and bridges. The topographic map emphasizes that the
land area of the municipality is characterized by flat lands and there are
elevated areas in the Municipality.

3. Overview of the Municipality’s Economy

The Municipality of Calasiao’s economy is strongly supported by three main

sectors and these are agricultural, commercial and industrial. Being
predominantly an agricultural municipality, its main agricultural products include
rice, corn, vegetables, bananas, mangoes (Provincial Government of
Pangasinan website,2019). It is also engaged in livestock and poultry (such as
cattle,carabao, goat and swine) production and trade which is also a good
revenue source.

34
In addition, Calasiao is also into commercialization and industrialization due to
the existing developments on real estate and other commercial and industrial
opportunities in the locality (Calasiao CLUP,2014). Small scale and cottage
industries are also in the area. Specifically, these cottage industries are hat,
basket and mat weaving, buri ring making, metal crafts/blacksmiths, and food
processing such as rice cake (puto) making and bocayo manufacturing
(Provincial Government of Pangasinan website,2019).

Also, its small scale industries like sawali making, and bagoong making are
likewise present. Above all, the puto making of Calasiao is contributing the
most to its economic sector (Calasiao CLUP,2014).

Moreso, Calasiao’s commercial activities are heterogeneous in terms of types

and scale of activity. It is highly concentrated in the barangays of Poblacion
West and East, Bued, Gabon, San Miguel and Nalsian.

Dry and wet markets, as well as the famus puto selling stalls, can be found in
Poblacion West while a lot of general merchandise establishments, retail
stores, food establishments, financial establishments, and firms that provide
rest and recreation like bars and spas are found in Barangay San Miguel. Big
commercial buildings have been built along the MacArthur Highway and the
Diversion Roads at San Miguel and Nalsian as evidenced by the operation of
large companies such as Robinsons Mall, a Coca Cola bottling plant and also
car dealerships like Toyota, Honda, Nissan, and Mitsubishi in Calasiao
(Calasiao CLUP, 2014). Fast food chains are also operating in the area. All of
these are the reason why Calasiao is a first class municipality in the Province
of Pangasinan.

Calasiao is identified as one of the centers for agricultural development,

coupled with its function as an agri-industrial center in accordance to the
Provincial Framework Plan of Pangasinan (Calasiao CLUP,2014). Also, as
mentioned earlier, Calasiao is currently aiming towards commercialization and
urbanization.

35
4. Access to the Destination

Transportation Infrastructure

According to the Comprehensive Land Use Plan of Pangasinan, the Municipality

of Calasiao has a total of 70.063 kilometers of paved roads (concrete and asphalt)
representing around 43.27 percent of the total road length, while 50.55 kilometers
or 31.22 percent remain unpaved. Also, there is no recorded volume of traffic
within the municipality and no traffic congestion. But in contrast to that report,
some residents are already complaining about the worsening traffic within the
Poblacion area.

Public Transportation Services

The Municipality is mainly accessible from Manila and other provinces via land
transfers through bus lines.The travel time is usually 4-5 hours via TPLEX, passing
through the provinces of Bulacan, Pampanga and Tarlac. The bus fare is around
PHP 350.00 – PHP 450.00 one way from Manila.

Futhermore, the table below shows the other points of entry in Calasiao.

Mode of transportation Details

The nearest international airport
Air going to and from Calasiao is the
Clark International Airport in Clark,
Pampanga. Travel time going to
Calasiao from Clark International
Airport will take about two hours
(Rome2rio, n.d.).

Sea The nearest international seaport

going to and from Calasiao is in San
Fernando, La Union. The port can
accommodate all types of vessels

36
 from cruise ships, Roll-On, Roll-Off
(RORO) Vessels, Motor Tankers,
Barges, Cargo Vessels, Motor
Tugboat, and Fishing Boats (Motor
Banca) (PinoyTravel, n.d.).

Land The bus is the most accessible form

of public transportation going to and
from Calasiao.Bus transportation
services are available
for 24 hours.The available bus
transport services are Solid North,
Jac Liner, Five Star and Dagupan
Bus to name a few. Travel usually
takes from three to five hours from
Manila as it will pass through
different municipalities of nearby
towns or provinces. If using a private
vehicle, the fastest travel time from
Manila is three hours. Buses or
PUVs usually take TPLEX and
NLEX going to Calasiao
(PhBusTravel, n.d.).

Table 1: Point of Entry in Calasiao

37
 A map showcasing the access points in Calasiao is presented in Figure 10
Major Land, Sea, Air Access, respectively.

Figure 10: Maps showing Major Land, Sea, and Air Access in Calasiao

E. Tourism Attraction Sites

The keyactivity-based tourism product in Calasiao is based on the

recommended market-product analysis of the Department of Tourism Product
Portfolio for the Philippines. Three clusters of tourism sites have been identified,
as follows:

38
Cluster A: Cultural Tourism – This cluster represents the seat of cultural
heritage in Calasiao where the main tourist attractionsare located. .

Figure 11.Cluster A: Cultural Tourism of Calasiao

The Señor Divino Tesoro Shrine is one of the

identified tourism attraction sites in Calasiao.
The miraculous image of Señor Divino
Tesoro is what makes Calasiao a religious
tourism destination where pilgrims coming
from different places pay a visit to the shrine
especially during its feast day celebration. A
rapid assessment revelas that there is a
potential risk to safety and security of the
image since it is open to the public, the
Figure 12.Señor Divino Tesoro shrine is not guarded and there is also a
Shrine hazard risk as like fire and earthquake
39
(Municipality of Calasiao, n.d.).
 The Saints Peter and Paul Parish is one
of the iconic landmarks in Calasiao. The
church is the only identified cultural
treasure by National Commision for the
Culture and the Arts (NCCA) in
Pangasinan. It is the oldest church in
Calasiao and it has a total land area of
Figure 13. Sts. Peter and Paul 2207.5 sq. meters that can be found at
Parish Poblacion West. The church has its own
gallery of deceased parish priests since
the spanish era. A mini museum is
located at the garden side of the church
where the design of the structure has a
resemblance to its baroque design. At
the back of the church is where the
access towards the recreation center is
located (Municipality of Calasiao, n.d.).

The Puto Calasiao shops are located in

front of the Municipal hall of Calasiao. A
variety of rice cakes can be seen at the
other side of the road, occupying a long
stretch of different stalls of puto shops.
There are also a variety of goods and
snacks available for tourists buying for
their family and friends.
Figure 14. Puto Calasiao
Pasalubong Center
s

40
 The “I Love Calasiao”” marker bears a
very significant value for the tourism
sites in Calasiao. It is located at the heart
of the municipality. The marker stands 3
feet tall and is about 3 meter long. The
dominant colors that can be seen in this
industrial frame is red and yellow which
Figure 15. I Love Calasiao is the official colors of the Municipality.
Marker

The Christmas Village is where the

people of Calasiao spend time with their
family and friends. It is located across
Sts. Peter and Paul Parish Church. The
CLUP of Calasiao identified this place as
a children’’s and senior citizens park.

Figure 16. Christmas Village

41
Cluster B: Educational Tourism– This cluster is composed of the leading local
industries in Calasiao that play an important part of the people’s culture and can
be utilized for educational tours

Figure 17. Cluster B: Educational Tourism of Calasiao

Founded in the 1970's, Bella’s Puto

Factory has been carrying the legacy as
one of the most reputable rice cake
makers in the Philippines. Bella’s Puto
Factory was founded by Rudy Dela Cruz
or also known as the “Puto King” of
Calasiao. Bella’s offers a various range
of puto flavors and this addictive delicacy

Figure 18. Bella’s Puto Calasiao factory has been very popular. 42
(the original)
A number of celebrities have paid a visit to the factory and documented how rice
cakes are made. Bella’s has proven the success of Puto in Calasiao after earning a
remarkable mark of 50,000 puto production per day from just 50 pieces of puto in a
single day production back in the 1970s (Explora, n.d.).

Blacksmithing in Calasiao has the

potential to be included in educational
tour packages.The sole purpose of the
business is to create high-carbon steel
swords for cooking, gardening, bladed
weapons, and others. It is located at Sitio
Pandayan, Gabon.
Figure 19. Blacksmithing

Tinapa making is a community-driven

Figure xx: Municipal Office of
industry in barangay Talibaew. A lot of
Calasiao
residents in the area are indulged in this
cottage industry.

3. Cluster C: MICE & Events – This includes the

Figure 20. Tinapa (smoke fish) making

43
Cluster C: MICE & Events –This cluster is comprised of all the venues that
could accommodate the MICE market in Calasiao

Figure 21. Cluster C: MICE & Events of Calasiao

The Calasiao Sports Complex is located

near the Municipal center of Calasiao. It
has a seating capacity of 4,000. This
fully air-conditioned complex has passed
national basketball standards and is
suitable for hosting national basketball
leagues.
In January 2019, the Calasiao Sports
Complex won the bidding for the 2019
Philippine Basketball Association (PBA)
All-Star Weekend.
Figure 22. Calasiao Sports Complex
44
 Amongst the different complexes in the Northern Luzon, Calasiao Sports Complex
was chosen as the host for the 2019 PBA out-of-town games where different PBA
star players will join the different exhibition and leagues hosted by Calasiao
(Dimasalang, 2019).

The Sts Peter and Paul Parish

Church is also becoming an ideal
wedding destination.

It has a green space at the

convention area which is potential
as a venue for photo and video
shoots.

Figure 23. Sts. Peter and Paul Parish Church

and its green space going to the convent area

45
F. Tourism Activities

1. Activity –based Product Portfolio

Leisure &
Diving & Marine Sports
Municipality/City Cultural Tourism Sun & Beach Tourism Entertainment MICE Tourism Education Tourism
Tourism
Tourism

1. Senor Divino Tesoro 1. Monarch Hotel 1. Bella's Puto Calasiao

CALASIAO Shrine (Existing) (Existing) Factory, Tinapa-Making
2. Sts. Peter & Paul 2. Calasiao Sports Factory & Blacksmith
Parish Church (Existing) Complex (Existing) Industry (Potential)

1. CSI the City Mall

1. Tondaligan Beach
Dagupan (Existing)
1. Dagupan City Museum (Existing)
DAGUPAN 2. Tondaligan's
(Existing) 3. Bonuan Blue Beach
People's Park
(Existing)
(Existing)

1. Lingayen Beach
LINGAYEN 1. The Epiphany of Our (Existing) 1. Veteran's Memorial 1. Sison Auditorium 1. Aquatica Marina Water
Lord Parish Church
2. Capitol Beachfront Park (Existing) (Existing) Park (Existing)
(Existing)
and Baywalk (Existing)

1. Mary Help of
1. Urduja House 1. Binmaley Beach
BINMALEY Christians Seminary
(Existing) (Potential)
(Existing)

MANAOAG 1. Minor Basilica of Our

Lady of the Rosary of
Manaoag (Existing)

Table 2. Activity-based Tourism Products of Calasiao, Dagupan, Lingayen, Binmaley and Manaoag tourism circuit using DOT
Product Portfolio

46
The table above shows the different activity-based tourism products in one of
the tourism clusters in Pangasinan which is based on the DOT's Tourism
Product Portfolio. This tourism cluster consists of Calasiao, Dagupan,
Lingayen, Binmaley, and Manaoag. This cluster is based on close proximity of
the municipalities to each other.

The Municipality of Calasiao has a Facebook page and their own website,
which they use in promoting some of its tourist attractions like the Senor Divino
Tesoro Shrine and Sts. Peter and Paul Parish Church. Currently, there are no
efforts to promote some of its potential attractions like the Bella's Puto Calasiao
Factory, the Tinapa-making and Blacksmith Industry.

The City of Dagupan also has their own website but it is currently unavailable
probably due to maintenance. They also have their own Facebook page
dedicated to its tourism industry. The page shows different tourism marketing
activities of the city.

The Municipality of Lingayen is considered the heart and soul of Pangasinan

because this is where the seat of power is located. It also has its own website
where a page dedicated to its tourist spots is currently under construction. They
also have their own Facebook page which shows everything about Lingayen.

The Municipality of Binmaley has a Facebook page dedicated solely to their

tourism industry. The current slogan of the municipality is “Bloom Binmaley”
which signifies everything their municipality has to offer, especially their tourism
industry.

Like the other municipalities, Manaoag also has its own website which is
focused on religious tourism. Their Facebook page promotes their very famous
church which is the Minor Basilica of Our Lady of Manaoag.

47
2. Important Festivals and MICE

Here is a list of official fiestas, festivals, and other events happening in

Calasiao, Pangasinan as presented in Pangasinan’s official website
(Pangasinan, n.d.).

Tourism Events in Calasiao Details

Theme: Cultural Tourism

1 Calasiao Town Fiesta(Feast of May 1 – 7

Señor Divino Tesoro)
2 Patron Feast for Sts. Peter and June 29
Paul
3 Calasiao Puto Festival December 8 – 15

Table 3. Calasiao’s Calendar of Feast and Festivals

A solemn procession of Señor Divino

Tesorois being held in Calasiao during
the town fiesta. The original religious
relic was burned into ashes during the
fire incident in 2005. The ashes are still
kept within the shrine.

Thousands of devotees frequent this

shrine every May. Many followers of
this patron saint have made
Figure 24: Calasiao Town Fiesta(Feast testimonials of how this shrine have
of Señor Divino Tesoro) indeed brought them miracles and
answered prayers (Explora.PH)

The colorful fiesta of Calasiao is celebrated in the community from May 02-04. Each
year, the town prepares for this festival to highlight the devotion of the people to their
patron (Señor Divine Tesoro). The 3-day event starts with a grand parade which is
participated in by different groups from different sectors e.g. schools, public agencies,
barangay groups and street dancers.

48
The first day of the celebration is the day of the solemn procession of the image. The
first night will then be wrapped up with a live entertainment show at the Calasiao Public
Plaza. A day of thanksgiving happens on the second day where medical missions or
certain projects will be made available to all through the help of the generous sponsors.
On the second night, the official search for the Miss Calasiao title is held at the Calasiao
Public Plaza. The last day of the event is for the children of the community where
featured performers like the Philippine Acrobatic Show are invited to entertain the
spectators and to enjoy the company of family and friends. Lastly, the last event is a
concert where local known bands perform at the plaza to celebrate the annual festival
(Rodriguez, 2018).

Puto (rice cake) Calasiao is a pearly

white native delicacy from Calasiao town
in Pangasinan Luzon, which is made
from long grain rice soaked in water -
ground and fermented for at least three
days and added with just enough sugar
to taste before getting steamed. This is
usually topped with cheese or chocolate
syrup for some variation
(Pangasinenses, 2010).
The town of Calasiao has landed in the
Guinness World Records (GWR) for
assembling the largest “puto” (rice cake)
mosaic in 2017. During the festival in
2017, 85 volunteers worked in three
Figure 25: Puto Calasiao Festival shifts to put together 320,000 pieces of
puto to create a mosaic depicting an
image of a man feeding his grandson
with
The puto were bought from 30 local makers asthe
therice cake. government’s way of
Calasiao
giving back to a homegrown industry that had made this town famous. For three
days in an airconditioned gymnasium, the puto were assembled on 70 identical
tables which were carefully taken out one at a time to the city plaza, where they
were pieced together to create the mosaic (Lomibao, 2018).

49
G. Accommodations

Figure 26. Accommodation Map in Calasiao

There are 19 accommodation establishments in Calasiao, Pangasinan. There are only

2 out of 19 establishments are accredited by DOT. Most of the accommodations are
categorized as resorts and mabuhay accommodations catering to guests mostly from
the Municipality due to low traffic of tourists in Calasiao. The full list of accommodations
in Calasiao can be seen in Annex A.

The quality of the establishments in Calasiao is relatively lowcompared to

accommodations in neighboring sun and sand destinations in other
municipalities/cities. A rapid assessment reveals that the some of the establishments
are not yet ready to cater to tourists. Some do not have sanitation and hygiene
management in their public comfort rooms. There are no food areas and stalls
available in the accommodation establishments and there only limited resorts that
have mini groceries where guests can buy food, hygiene kits, and other needs.

50
H. Other Tourism Establishments

The Office of Tourism Standards and Regulations of the Department of Tourism

recorded a total of 10 registered tourism enterprises in Calasiao, Pangasinan as
shown in table 4. There are 2 registered Accommodations, 3 Tour Guides, 2 Agri-
Tourism Farms, 2 Travel Agencies and 1 Rest Area.

Classification Entity Name

1 Agri-Tourism Farms/Sites Medarlo's Organic & Healing Garden

2 Agri-Tourism Farms/Sites Puregreen Eco Farm
3 Hotel (Generic) The Monarch Hotel
4 Resort Verde Royale Resort
5 Tour Guide Nathaniel Joel M. Daroy
6 Tour Guide Esguerra, Enrique Ferrer
7 Tour Guide Sison, Hazel Gonzales
8 Tourism Related Centrum Fuel-Northern Luzon
Establishments-Rest Area
9 Travel And Tour Agency Athena Travel Tours & Events, Inc.
10 Travel And Tour Agency Esgala Travel And Tours - Calasiao
Pangasinan Branch
Table 4. List of Accredited Tourism Enterprises in Calasiao, Pangasinan
Source: Department of Tourism - Region 1

The data shows that there are a few identified tourism-related establishments in the
Municipality. Since there are no exisiting tourism activities in Calasiao yet, the
registered tour guides living in the municipality are servicing the regional tours
available in other destinations of the province. The potential of the Municipality to
devleop farm tourism is feasible since there are two private accredited Agri-Farm
tourism sites existing in the municipality. With the continuous efforts of the national
and regional government to accredit tourism establishments in destinations, Calasiao
may be able to meet the standards of being a tourist service center in the province.

51
Furthermore, 44 food establishments, ranging from small to large scale and local
restaurants, canteens, food stalls and known fast food chains are present in Calasiao.
They are heavily concentrated in the areas of San Miguel, Poblacion East,Poblacion
West, and Banaoang. There also some food establishments that are located in
Nalsian, Ambonao, Quesban, Lasip areas. Please see full list of food establishments
in Calasiao in Annex B.

Aside from the dry and wet markets and Puto Calasiao Pasalubong center, , the
Municipality also has souvenir shops, supermarkets and shopping malls. It has 8 retail
establishments in total as provided list by the municipality of Calasiao. They are mostly
located in Poblacion West and San Miguel. The details of these establishments can
be seen in Annex C.

I. Tourism Institutions

The Municipal Tourism Office, which is the same office for the Municipal Engineering
is headed by Municipal Engr. Melanio De Vera, who is also the designated tourism
officer. There are 3 staffs under the supervision of Engr. De Vera who undertake the
functions and responsibilitiesof the Engineering and Tourism offices of Calasiao. At
present, there is no tourism council or tourism-related associations.

In terms of academic institutions, there are two schools that be the main source of
tourism workforce in Calasiao. These are the Señior Tesoro College and Philippine
College of Science and Technology. TESDA Training Centers are also in place and
play an important role in the creation of the workforce in Calasiao. Moreover, TESDA
and these two schools partnered up in delivering tourism and hospitality courses.

52
 Academe Details

Philippine College of Science and The Philippine College of Science and

Technology Technology is located in Brgy. Nalsian in
Calasiao. It offers a hotel and restaurant
management course which is recognized
by CHED and Tesda. It also offers
Technical-Vocational-Livelihood tracks
like Food and Beverage Services,
Housekeeping and Programming.
Señor Tesoro College The Señor Tesoro College School of
Culinary Arts started its operation in
October 2010. It is the first culinary arts
school in Northern Luzon and is located in
the Municipality of Calasiao. It was
conceptualized and realized with the help
of Chef Ped from the International School
of Culinary Arts and Hotel Management in
2009. The laboratories were built to meet
the international standards of hotels and
restaurants. Instead of simply complying
with TESDA and CHED standards, the
kitchen, restaurant, and the bar were
designed in accordance with industry
standards of international hotels and
resorts.
Table 5. List of Academic Insitutions in Calasiao

53
 1. Local Tourism Policies and Programs

Calasiao do not have local tourism code at present. Thus, these are the existing
local policies and programs that may be directly or indirectly related to tourism.

POLICIES
Pangasinan Environment Code of 2012
Pursuant to the powers granted by the 1987 Constitution and in conjunction with the
General Welfare Clause of Republic Act 7160, otherwise known as the Local Government
Code of 1991, it was declared the policy of the Provincial Government of Pangasinan in
partnership with municipal/city government units, national government line agencies and
the private sector to enhance the quality of life of every Pangasinenses consistent with
the principles of sustainable development and responsible stewardship of God’s Gift of
Nature (Provincial Government of Pangasinan, 2019).

PROGRAMS
Rehabilitation of Calasiao’s Material Recovery Facility (MRF) located in Barangay
Malabago. This is to address the hazardous effects of improper maintanence of solid
wastes which affect the health of the residents.
All plastic residues are being shredded through the grinder equipment. The shredded
plastics are then converted into compacted residues used for fencing. It is purely made
from trash and when it is molded, it is mixed with cement.

Calasiao’s MRF and grinder equipment

Table 6. Local Policies and Projects in Calasiao related to tourism

54
J. Tourism Demand

1. Trends in Visitor Arrivals

In accordance to the PTDFP (2019-2025), visitor arrivals has been on a steady

increase from 2007 up until 2017.Compared to other provinces in Region 1,
Pangasinan has the biggest share of 37.40% (2016) and of 32.17% (2017) for
the 2 consecutive years. In terms of domestic tourist arrivals, Pangasinan
dominates with 759,021 tourist arrivals in 2017 which is 98.1 % among the
provinces under Region 1 and the Minor Basilica of Our Lady of Manaoag is
the largest contributor at the provincial level.

It is important to take note that not all LGUs are able to record their own tourist
arrivals. Relative to this, Calasiao recently started gathering and recordingtheir
tourism data in 2016. This was the year when the municipal Engineer was
designated as the tourism officer of Calasiao.

Table 7 below summarizes the visitor arrivals in Calasiao for the past three
years.

Year No. of Arrivals Remarks

2016 65,700 Arrivals of tourists was due to the feast of Sr.

Divino Tesoro & the celebration of Puto
Festival.

2017 100,000 The increase in the arrivals is due to the

prolonged celebration of the Puto festival.

2018 150,000 The significant increase in arrivals was due to

the attempt of the Municipality to beat the
Guinness World Record for the Largest Cake
Mosaic, which was successfully garnered by
the Municipality.
Table 7. Visitor Arrivals in Calasiao

The figures show that the important cultural tourism activities such as Sr. Divino
Tesoro (religious devotees) and Calasiao Puto festivals (any food festival goer)
contributed largely in the overall tourist data arrivals in Calasiao.

55
2. Market Profiles and Segmentation

There are no available records when it comes to the origin, length of stay,
average expenditure, demographics, purpose of travel of the market segments
who went to Calasiao during the previous years and up until the present.

Distinguishing the foreign and local segments of visiting tourists in Calasiao is

quite challenging for the tourism officer as of now. Still, it was identified and
mentioned in their CLUP that the existing market are domestic tourists, mostly
coming from nearby municipalities and cities and from Metro Manila areas.

According to the Municipal Tourism Officer, they only started collecting the
number of tourist arrivals last 2016 and apart from that no other data were
gathered regarding tourists. During the site visits in some of the accommodation
facilities in Calasiao, it was noted that domestic tourists dominated their market
intended for leisure activities. Thus, few foreign nationals are received by the
Municipality and this is oftentimes because these foreign tourists arevisiting
their friends and relatives in Calasiao.

In relation to the Minor Basilica of Our Lady of Manaoag as the single biggest
contributor of day tourist arrivals at the provincial level (2013-2017), it can be
considered that cultural tourism (specifically pilgrimage and religion) are among
of the preferred tourism activities by tourists. The proximity of Calasiao to
Manaoag, with only 30 to 40minutes of travel time,from supports the idea that
pilgrims are among the leading market segments of Calasiao.

A historical inventory of tourists by country of origin was created by the

Municipal Planning Development Office of Calasiao in 2012. As shown in table
8below, the religious attraction sites (e.g. Senior Divino Tesoro and Sts. Peter
and Paul Parish Church) receive an average of 300 visitors daily and these are
mostly domestic tourists. It was noted that foreign visitors seldom visit
Calasiao’s tourist attractions (Calasiao’s CLUP,2014). The resorts also receive
an average of 20 visitors a day.

56
 Table 8. Investory of Tourists by Country of Origin (2008-2012)
Source: MPDO, Municipality of Calasiao

On the other hand, the PTDF (2019 -2025) stated that in 2013 Pangasinan
used to be the top MICE destination in Region 1 and now, it is only second to
La Union as a venue of choice for MICE. Dagupan City only has a few facilities
that cater to the MICE market. Before The Monarch Hotel was established in
Calasiao, the Municipality held their large functions in Dagupan. Calasiao is
now cateringto the MICE market through the presence of the new Monarch
Hotel which offers big venue halls, reception and parking spaces. These are
usually the amenities being considered by this market. According to the
municipal department heads, the events for the MICE market includetrainings
and seminars of the Calasiao LGU, as well as those organized by professional
organizations such as Philippine Institute of Civil Engineers (PICE).

3. Destination Marketing Activities of the City

Current Destination Brand

The municipality of Calasiao does not have a destination brand as of the

moment. They are just starting to develop their tourism industry. The only
recognized tourist attractions in Calasiao are the Sts. Peter and Paul Church
and the Senor Tesoro Shrine. The LGU is targeting the commercialization and
urbanization of the municipality and is currently working on a partnership with
a private company that will build a gaming entertainment site somewhere within
their commercial zone. The goal of Calasiao is to become the tourist service
center of Pangasinan since it is located at the heart of Pangasinan.

57
Activities for Promoting Calasiao

In 2017, the municipality of Calasiao joined the Guinness World Records for the
biggest "Puto Mosaic or Rice Cake Photo Mosaic," beating Japan in the
process. The photo mosaic as seen on figure 27 was made out of 300,000 rice
cakes in different colors and in just three days. The mosaic was 208 square
meters big and needed 70 plywood tables. The residents of Calasiao aimed for
higher tourist arrivals because of the said activity.

Figure 27. Guinness Book of Record: Largest Photo Rice Cake Mosaic of
Calasiao
Bella's Puto Calasiao, the original puto calasiao maker, made a product
innovation in their puto. Bella’s supplied the black-colored puto used in the
mosaic. According to Philippine Daily Inquirer, the black puto is flavoured with
chocolate and heavily pigmented with black food colouring.

Social Media Platforms and other current strategies

As of the moment, Calasiao has its own official website https://calasiao.gov.ph.

They also have a social media platform which is the "Municipality of Calasiao,"
a Facebook page. Both the website and the Facebook page are currently being
handled by the local government unit of the Municipality. However, apart from
the website and the Facebook page, there are no more existing social media
platforms for Calasiao.

58
III. Analysis

A. Tourism Circuit Mapping

The tourism circuit mapping is a tool which enables to highlight the

interrelationships and common tourism opportunities of the attraction
complexes under one destination and to guide the LGU to understand how they
are linked to the tourism value chain.

The provincial government of Pangasinan has also adopted this approach as

shown in the PTDFP for 2019-2025.

Figure 28. Poblacion Map of Calasiao

The map above shows the poblacion area of Calasiao which includes the
Municipal Hall, the Calasiao Public Market, the Municipal Plaza, Calasiao
Sports Complex, Senor Divino Tesoro Shrine and Sts. Peter and Paul Parish
Church. The Municipal Plaza is located in Poblacion East where all the main
activities happen. This area is also considered the cultural heritage zone of
Calasiao because this is where the religious tourist attractions are located. It is
the commercial and cultural center of the municipality. All the main activities of
the municipality happens in that area. The LGU of Calasiao is aiming for their
municipality to become the new tourist service center of Pangasinan.

59
Figure 29. Existing and Potential Tourist Service Centers within the Tourism Circuit of
Lingayen – Binmaley – Dagupan City – Calasiao - Manaoag

The map above shows the tourism circuit in Pangasinan which consists of
Calasiao, Manaoag, Dagupan, Binmaley and Lingayen. This tourism circuit
refers to the relationship of the said municipalities because of the near proximity
of the areas to each other. The tourists from the areas in this tourism circuit can
also be the same tourists who will visit Calasiao.

Tourism Circuit of Lingayen, Binmaley, Dagupan City, Calasiao and Manaoag

is one of the identified circuits with tourism sites located in each composite LGU
by the Provincial Tourism Cultural Affairs Office (PTCAO). Under this circuit, the
set theme is cultural tourism (pilgrimage, educational, culinary) and sun and

60
 beach and is composed of Lingayen, Binmaley, Dagupan City, Calasiao and
Manaoag. All tourism attractions, possible tourism activities and frequency and
time of transport services of each city or municipality are determined and listed.
The following cited below are the components and tourist attractions:

Lingayen
 Lingayen Gulf Beach (Capitol Beach Front; Lingayen Bay Walk)
 Provincial Capitol Complex
 Capitol Building
 Urduja House
 Sison Auditorium
 Veterans Memorial Park
 Capitol Resort Hotel
 Provincial Training and Development Center
 Capitol Tourist Assistance and Pasalubong Center
 Epiphany of Our Lord Parish
 Limahong Channel
 Narciso Ramos Sports and Civic Center
 FVR Museum
 Bagoong Factory
 Bengson-Yuson House
 Casa Real
 Santisima Del Rosario Ruins

Binmaley
 Old Our Lady of Purificacion Parish Church
 Binmaley Beach
 Binmaley Rural Improvement Club Seafood Product
 Binmaley Museum
 Road Side Sea Food Restaurants
 General Mc Arthur Lingayen Gulf Landing Marker
 Pottery Making Site

Dagupan City
 Dagupan City Museum
 Cathedral Parish of St. John the Evangelist
 Ciudad Elmina
 Magsaysay Market
 Bonuan Blue Beach
 HE Building in West Central Elem School
 Bureau of Fisheries and Aquatic Resources
 MacArthur Park
 Pantal, Bayaoas, Magueragdag, Paldakit, Calmay, Tanap
 Macador Building
 Dagupan Golf and Beach Club
 Lyceum Northwestern University Campus Tennis Court
 Pantal –Dawel Extension Road

61
  Dagupan City Peoples’ Astrodome
 BonuanBoquig National Elementary School
 Japan-Philippines Friendship Garden; Dagupan City Plaza
 Boneless Bangus; Dried Fish; Pigar-pigar; Bocayo
 Matutina’s Sea Food Restaurant
 Silverio’s Seafood Restaurant
 Nena’s Garden Restaurant
 Bangus Culture And Production
 Boat Making Site

Calasiao
 Saints Peter and Paul Parish
 Señor Divino Tesoro Shrine
 Calasiao Puto Pasalubong Center
 River Cruise
 Bella's Puto Factory
 Puregreen Eco Farm
 Medarlo's Organic and Healing Garden

Manaoag
 Minor Basilica of Our Lady of Manaoag
 Virgin's Well
 Camp Lt. Tito Abat
 Pyramid of Asia Healing Center
 Agro-Technical Assistance and Livelihood Opportunities in the North
(AGTALON), Inc; Manaog Organic Hub
 Pamaypayan/ Anny’s Merchandise
 Marlyn’s Puto Special

Moreover, the municipality of Calasiao is also one of the identified service

centers in this particular tourism circuit.

The current main business and trade center in the province is Dagupan, which
is also the economic center of Pangasinan where financial centers like banks,
institutions and some offices of government agencies can be found. It serves
as the hub of the province wherein many people commute to the city at least
24 hours a day. This brings heavy traffic to the city especially to its downtown
area (National Competitiveness Council, 2017). And because of that, Calasiao
is slowly becoming an extension of Dagupan when it comes to being a tourist
service center. Because of its close proximity to Dagupan, people and investors
are starting to eye Calasiao when it comes to business investments. Calasiao
is already serving as a tourist route going to and from the western part of the
province. Bus transportation services pass through the Municipality when going

62
to Dagupan, Binmaley and Lingayen which is already a contributing factor in
being a tourist service center.

Figure 30. Commercial Center of Dagupan

The map above shows the commercial center of Dagupan. This is where the
city hall is located and major service centers like banks, malls, hospitals,
schools and terminal hubs. As of the moment, Dagupan is the main business
and trade center in Pangasinan. And it is also considered as the major financial
and commercial area of the province.

63
 Figure 31. Major road access in Calasiao

The map above shows the land access going to and from Calasiao. The three
major roads namely Malasiqui-Calasiao Road, Urdaneta Junction-Calasiao
Road and Calasiao-Dagupan Road are where buses going to and from Manila,
Dagupan and Lingayen pass through. The Urdaneta Junction – Calasiao Road
is where Robinson's Mall, Monarch Hotel and some restaurants are located.

64
 Figure 32. Sea access going to Calasiao

The map above shows the sea access going to Calasiao. The
nearestinternational seaport is located in San Fernando, La Union. The route
going to Calasiao is from the seaport going to Dagupan, then land transfer from
Dagupan going to Calasiao. The distance from the seaport to Calasiao is 78.9
km.

65
 Figure 33. Nearest air access going to Calasiao
The map above shows the air access going to Calasiao. The estimated travel time
from the airport going to the Municipality is less than two hours and the exact
distance is 123.7 km.

66
B. Assessment of Priority Sites

Below is the overall assessment of the priority areas that need improvement
based on the 4A’s of tourism.
Environmental Social Impacts of Natural
Effects Development Disaster
of Development Vulnerabilities
Accessibility Road and Conversion of Easier mobility Flooding
Improvements agricultural lands within Calasiao;
(Poblacion Area) into modernized Employment
roads
Sewage and Less flooding; Better living Flooding
Drainage Easier mobility condition of the
Improvements within Calasiao locals in
Calasiao; Hassle-
free stay for
visitors
Amenities Schools and Coherence with Increase in the Flooding
Hospitals the Ecological workforce and
Solid Waste healthcare
Management Act services; Access
of 2000. to education and
healthcare
services
Infrastructure Conversion of Employment; Flooding
improvements agricultural lands Access to more
into modernized businesses
roads
General services N/A Easier money N/A
(banks, transactions
remittances, pawn
shops, etc.)
Activities Cultural tourism Increase in solid Cultural Flooding
(Including Sts. waste generation preservation and
Peter and Paul due to increase in observance of
Church, Senor tourist arrivals feasts and
Divino Tesoro festivals
Shrine, Ancestral
House)
Product-related Possible loss of Increase in N/A
activities agricultural lands employment
could mean opportunities

67
 scarcity of supply
for rice, flour and
other agricultural
supplies in
Calasiao
Blacksmith Air pollution Increase on N/A
industry income for those
involved in the
industry
Accommodations Pangasinan N/A Increase in N/A
Regency Hotel employment
opportunities;
Increase of
tourist arrivals
Resorts Increase in solid Disturbances due Flooding
waste generation to large
due to increase in establishments
tourist arrivals built on rural
areas; noise
pollution
Table 9. Assessment of Priority Areas using 4A’s of Tourism

These identified areas for development can directly or indirectly affect the
tourism attractions in Calasiao. The following attractions were identified as
priority in terms of strategy formulation.

Sts Peter & Paul Parish

 Sts. Peter & Paul Parish which is located across the municipal plaza of Calasiao
has a beautiful Baroque-style architecture. As of the moment, there are no other
activities available for the tourists visiting the said church aside from attending
the Mass and picture-taking. The church would be more attractive if activities
are not limited to those mentioned. Facility-wise, Sts. Peter & Paul Parish could
be said to be ready for tourists with its spacious parking area.

Señor Divino Tesoro Shrine

 This small church is attached to the Municipal Hall of Calasiao. Although the
church is said to be frequented by devotees of Señor Divino Tesoro especially
on Fridays, the facilities particularly the ventilation needs to be upgraded. Also,

68
 the aesthetics of the structure is also one of the areas of improvement so that
more visitors would be able to appreciate the place.

Puto Calasiao Stalls

 The strip of Puto Calasiao stalls could be located right across the municipal
plaza of Calasiao. Overall, there are thirty-seven stalls selling snacks and
kakanins not limited to Puto Calasiao. Being closely proximate to the municipal
plaza and other cultural attractions in the area, it could be said that the strip of
stalls has a strategic location as it serves as a pasalubong center that tourists
could visit after going to the places around the plaza. However, it would be
better if more innovations could be done to Puto Calasiao and if they could sell
them in snack size for those tourists who just want to try them.

Bella’s Puto Factory

 Bella’s puto factory is where all products of Bella’s Puto are produced. Since it
is not really intended to be a tourist attraction, there are a lot of areas to be
improved. Facilities for tourists and organization of educational tours are some
of the aspects that the factory could work on. Its staff needs to be tourism-
oriented. Standardized rates for tours and tour guides who will explain the
production process in the factory should be available.

Christmas Village
 The Christmas Village situated in the Children and PWD Park is one of the
attractions in the area. The small structure could be improved if it would be
taken down after the Christmas season so that the site itself would have an
enhanced tourism value and would give reasons for locals and visitors to see
the site on holiday season.

I ♥ Calasiao Marker
 The ‘I ♥ Calasiao marker’, also located at the Children and PWD Park is a great
effort to improve the branding of the Municipality. However, its current
dilapidated state defeats the purpose. If repaired and maintained, the marker
could be a strong contributor to the establishment of a strong sense of place
that is important for every tourist destination.

Tinapa Making
 Tinapa making is a livelihood activity in a community in the barangay of
Talibaew. Similar to other sites in Calasiao, the area is not intended to

69
 accommodate visitors. To be able to make tinapa making an established tourist
activity in Calasiao, facilities such as parking lots and markers should be
available in the area. Also, there is a need to establish organized educational
tours with tour guides that are fully knowledgeable of tinapa making.

Blacksmithing
 The blacksmith industry of Calasiao is said to have a competitive advantage
over blacksmith industries in the region. For it to be an established tourist site,
beautification and organization could be done in the area. Blacksmithing could
be more appreciated by visitors if it would have a more organized souvenir
shop. Also, since it could be hazardous for visitors, proper precautionary
measures should be in place.

C. Market Analysis

In accordance to the Tourism Circuit 234 which includes Lingayen, Binmaley,

Dagupan City, Manaoag and Calasiao of the PTFP 2019 – 2025, its destination
themes include cultural heritage (pilgrimage), sun and beach, farm tourism,
MICE and sports and recreation tourism.

Calasiao, being located in the center portion of Pangasinan can benefit also
from the tourism markets of Manaoag and Dagupan. In addition, the discussion
stated in the Market Profiles and Segmentation portion of this framework plan
concluded the following market segments and targets.

1. Market Segmentation and Targeting

Market Segments

a. Pilgrims - this type of market segment is the target for pilgrimage tourism.
Those people will be attracted with Senor Divino Tesoro Shrine and Sts. Peter
and Paul Church.

b. MICE Market - since Calasiao is gearing towards urbanization and is aiming

for more conventions and meeting places, this will be a perfect destination for
those who are after MICE activities.

70
c. Residents from nearby towns and municipalities (Dagupan, San Carlos,
Manaoag, Binmaley, etc) - because of Calasiao's geographic proximity with
other towns and municipalities of Pangasinan, locals of the said places are
considered as one of the target markets of Calasiao as a tourist service center.

d. Residents from nearby provinces (Nueva Ecija, Baguio, La Union, Tarlac,

etc.) - same with the residents of the other towns and municipalities of
Pangasinan, locals of nearby provinces of Pangasinan is also considered as a
target market segment.

e. Cultural and Historical Enthusiasts - those people who are into the cultural
and historical heritage of a tourist destination will be the one of the target
markets for the cultural tourism of Calasiao.

f. Students - educational tours at Bella's Puto Calasiao and other puto-making

businesses, the blacksmith and tinapa-making industries already hold tours for
students who are curious as to how the products are made, is considered one
of the target markets for the tourism industry of Calasiao.

g. Tourists from nearby towns, municipalities and provinces - since Calasiao is

aiming to be the tourist service center of Pangasinan because of its strategic
location, tourists who will visit and stay in Calasiao are seen as the main target
market of the tourism industry of Calasiao.

71
 2. Forecast of Future Visitor Arrivals

Based on the tourist arrivals of Calasiao provided on table 7, the team

forecasted the future tourist visitor arrivals in the municipality listed below:

YEAR FORECASTED NUMBER OF

TOURIST ARRIVALS

2019 178,166

2020 206,332

2021 234,498

2022 262,664

2023 290,830

2024 318,996
Table 10. Forecast Tourist Arrivals for Calasiao

To get the forecast of the average number of tourist arrivals in the upcoming
years, the group used the data from 2016 to 2018 as shown on table 7. This
forecast is based on the growth rate of the tourist arrivals from 2016 to 2018 of
Calasiao.

D. Key Issues and Constraints

1. Comparative and competitive strengths and weaknesses

STRENGTH WEAKNESSES

Strategic Location (Accessible by Prone to flooding

tourists)

Good governance Could be hard to be navigated by

tourists

Business-friendly Lacks tourist attractions (Lack of

facilities and landmarks)

Thriving local industries Lacks destination marketing

Infrastructure and Commercial Lacks quality accommodation

Development establishments
Table 11. Comparative and competitive strengths and weaknesses of Calasiao

72
● Strength
○ Strategic Location
Being sandwiched by 2 out of the 4 cities in Pangasinan, Calasiao could
be considered to have a strategic location. The municipality is given the
advantage and the opportunity to be influenced with the urban
development happening in its neighboring cities. In addition, due to its
location, Calasiao could be the extension of the urban centers in the 2
cities, especially in relation to Dagupan with its downtown area being
proximate to that of Calasiao. Also, being located at the south of
Dagupan, Calasiao is easily accessible by tourists coming from Manila
as buses going to and from Dagupan and Lingayen pass through the
Municipality. Lastly, being located in the central portion of Pangasinan,
Calasiao has the opportunity to be a tourist hub in the province.
○ Good governance
Calasiao is a multi-awarded municipality. In detail, the town was able to
achieve the following awards and recognitions: Seal of Good Local
Governance, Seal of Child-Friendly Local Governance, Declared as
Drug-free by PDEA, Balangay Award (for the LGU’s PNP). With this,
Calasiaois able to set a safe and secure atmosphere which is one of the
important considerations for tourists in choosing a destination to visit.
○ Business friendly
With the tax holidays granted to its investors, Calasiaois considered to
be a business-friendly town. This aspect is important as policies that
motivate investments could stimulate overall development in the
municipality.
○ Thriving local industries
Calasiao’s local industries namely the Puto Calasiao, tinapa making, and
blacksmith are flourishing and have the potential to be developed into
tourism products. The Puto Calasiao in particular has a strong cultural
significance as the said rice cake is unique to the Municipality and is
known for the Guiness World Record of Largest Rice Cake Photo
Mosaic.
○ Infrastructure and Commercial Development

73
 There are a few upcoming massive commercial developments in
Calasiao namely the Magic Mall and an agreement between the LGU of
Calasiao and a private company. These commercial developments
coupled with the ongoing road infrastructure developments in Calasiao
could encourage investments in the area.
● Weaknesses
○ Prone to flooding
Having a flat terrain and being a low-lying area, Calasiao suffers extreme
flooding during the rainy season. During the stakeholder consultation,
Mayor Bauzon said that the development of the drainage system that
could mitigate flooding would be hard to achieve by the Municipality
alone as the project is a regional and national undertaking.
○ Could be hard to be navigated by tourists
The lack of signages going to and from the landmarks as well the fare
discrimination for tricycle make it hard for visitors to go around Calasiao.
○ Lacks tourist attractions
Since Calasiao is landlocked and is mostly just a flat agricultural area,
the Municipality has limited natural resources that could turn into tourist
attractions. Also, most of the existing landmarks are not well-maintained,
lack facilities for visitors’ use, and in general are not yet ready to accept
tourists.
○ Lacks destination marketing
The Municipality of Calasiao does not update their social media
platforms, thus all the information in their Facebook and website pages
are lacking enough information about the said municipality.
○ Lacks quality accommodation establishments
Calasiao only has 15 accommodation establishments which are
predominantly unaccredited by the DOT. Also, the existing
accommodation establishments in the Municipality are mostly inns and
only serve a limited portion of the market. Because of this, tourists face
limited choices when booking for accommodation establishments when
they visit the area.

2. Potential threats and constraints to growth and the achievement of the

destination’s vision

74
 OPPORTUNITIES THREATS

Aid from DOST Puto Calasiao Imitations

Growing popularity of gaming Church groups against development of

entertainment in the country gaming entertainment

Increase of tourist arrivals in nearby Heavy competition with neighboring

municipalities and towns cities
Table 12. Comparative and competitive Opportunities and Threats

● Opportunities
○ Aid from DOST
With the help from DOST, the local industries of Calasiao have the
potential to be known by more people. During the consultation with the
stakeholders, it was made known that a group from DOST came to the
puto makers of Calasiao and thought of a project to create a machinery
that would make puto production more efficient. If projects like this would
take effect, there is a great possibility for the PutoCalasiao, the one town,
one product (OTOP) product of the Municipality to be known by a wider
market.
○ Growing popularity of gaming entertainment in the country
With a big number of integrated resorts in the country, the planned
casino operations in Calasiao has a great potential to stimulate more
tourism investments to come in; especially now that there are no casinos
in the province.
● Threats
○ Puto Calasiao imitations
The PutoCalasiaoimitations sold in neighboring LGUs such as Dagupan
and Lingayen could be of low quality and may affect the image of the
original PutoCalasiao especially if the consumers are not satisfied with
the imitations.

○ Church groups against casino operations

75
 Pangasinan, having a strong Catholic community as evident by its
numerous churches such as the Minor Basilica of Our Lady of Manaoag
and Sts. Peter and Paul Parish has the possibility to oppose the planned
casino operations in Calasiao.
○ Heavy competition with neighboring LGUs
Although it could be an advantage for Calasiao to be sandwiched by two
cities, its location could also be a threat. Although the cost of land in
Calasiao may be cheaper compared to its neighboring cities, the high
cost of land development to mitigate the effects of flooding could be the
deciding factor for investors. Also, future massive developments in other
LGUs in Pangasinan such as the USD1 billion investment in San Fabian
could veer potential investments away from Calasiao.

76
IV. Tourism Strategy

A. Strategic Goals and Objectives

The Municipality of Calasiao is now taking its flight of transformation from a mere
gateway into a burgeoning urban area with multi-faceted potentials as a tourist
destination in Pangasinan.

Figure 34. Location Map of Calasiao

Known for its strategic geographic location, Calasiao is also making the most
of its “right in the middle of the fast-expanding urban spread of Pangasinan”
opportunities from the developed cities of Dagupan and San Carlos. As shown
in figure 34, these cities play a huge role in shaping the development of
Calasiao in terms of tourism, investments and productivity.

Calasiao is triggered to keep abreast ofthe gradual phasing developments of

San Carlos City as an agri-industrial and DagupanCityas a main business and
trading center in Pangasinan.

San Carlos City is known as an agro-industrial city, specifically since it is the

mango-bamboo capital of the Philippines at present. The mango variety grown

77
in San Carlos is one of the most delicious varieties in the Philippines. The city
also has a flourishing bamboo craft industry. Like Calasiao’s famous puto,
which is also its one town one product, San Carlos City was also able to set a
Guinness World Record for the largest mango pie in 2011.

In spite of the challenges involving the conversion of agricultural lands for

commercial and residential purposes, San Carlos City continually urges its
people to strengthen agriculture. Agriculture courses offered in universities and
training centers are increasing.Technological developments on farming
facilities is achieved through partnerships with regional officesof national
agencies like DOST. These initiatives will be useful for Calasiao in terms of
improving the Municipality’s own agriculture.

On the other hand, Calasiao is recognized as the extension of Dagupan.

Friendly business set-up procedures, cheaper price of real estate and provision
of tax incentives encourage businessmen to invest in Calasiao. In 2012, the
total inventory of commercial establishments in Calasiao is 1,286, according to
the Municipality’s CLUP (2014 - 2023). Furthermore, it has a good commercial
environment such as adequate local transportation, basic utilities such as
electricity (100% electrification) and sufficient water supply. Except for flooding
problems, the road system is considerably in good shape. It supports the idea
that the Municipality could be the urban expansion area of Dagupan due to its
spatial proximity. Calasiao is absorbing the expansion of MICE,
accommodations, retail and shopping, and other investments from Dagupan.

In the case of Calasiao, the integration of commercialization, which the LGU’s

development thrust, and the growing potentials of its tourism industry is the
central focus of this tourism development framework plan. Moreover, tourism is
eyed as an additional economic development goal of Calasiao and this was
emphasized during the tourism stakeholder’s workshop when the participants
agreed that tourism means “more tourists, more investors and more income for
the people of Calasiao”.

Tourism development in Calasiaohas been determined as an additional

contributing sector which gives a wide array of employment opportunities for

78
 the residents and investment opportunities for the municipality (ECONOMIC),
which makes the Muniipalitya better place to live, to work and to stay both for
residents and tourists (SOCIAL). And most importantly, tourism development
is also a good opportunity to address flood issues in Calasiao
(ENVIRONMENTAL). The diagram below summarizes the proposed tourism
development goals which will be the main basis for the strategies that will be
discussed later in this paper.

Uplift the lives of the Calasiaoneos

SOCIAL

Promote progressive community Createa healthy and liveable place

ECONOMIC
Figure xx: ENVIRONMENTAL
Figure 35: Overall Tourism Development Goals of Calasiao in a nutshell

Thus, in spite of the absence of the specific vision intended for the tourism of
Calasiao, its stakeholders envision the future of the Municipality as a tourist
destination which revolves around the following themes: religious and
pilgrimage, culinary, agritourism, and events tourism. Aligning these types of
tourism mentioned in the Department of Tourism (DOT)’s Product Portfolio, all
of these will fall under the categories of cultural tourism; MICE and events
tourism; and health, wellness and retirement tourism, respectively. Moreover,

79
the future tourism developments include gaming entertainment and nature
tourism (river cruise).

In addition, the LGU identified “dynamic leadership, people and progressive

government” as its key components that will ensure the well-being and
blossoming of Calasiao into one of the premier towns of Pangasinan in the near
future. This guiding principle willeventuallyhelp Calasiao to thrive into a full-
grown municipality, a tourist destination and a soon-to-be” city in Pangasinan.

Having said that, Calasiao is now heading towards providing tourist services
such as amenities and related activities required by tourists and the travelling
public such as accommodation, food establishments and commercial centers.
This wasdetermined in the Municipality’s CLUP for 2014-2023 and therefore,
defines the main role of Calasiao in the province of Pangasinan.

In this regard, the suggested tourism vision for the Municipality is stated as
“Calasiao will be the tourist service center in Pangasinan”. This is also
mainly based on the gathered key issues and constraints derived during the
stakeholders’ workshop, actual observations and close interaction and
interviews with the locals within the destination.

Furthermore, this vision serves as the basis for the strategic goals, objectives,
and strategies for the tourism industry in the Municipality. These are the goals
and objectives of this proposed tourism framework plan.

Goal 1: Make Calasiao as an attractive area for investments

With the identified tourism potentials for Calasiao, it is imperative to improve

their attractiveness as a Municipality in order to attract local and foreign
investors with a focus in infrastructure developments, especially related to
flooding issues that need to be resolved.
The objective of this goal is to uphold development projects, as well as to
prioritize upgrading of tourism infrastructures and other related facilities.

80
Goal 2: Establish the branding/ image of Calasiao as a tourist service
center in Pangasinan

Given the limited tourist attractions in Calasiao compared to other

cities/municipalities in Pangasinan, the Municipality can take advantage of its
strategic location, its image as a transit destination known for Puto Calasiao as
well as its spatial proximity to established cities like Dagupan.

Tourism is regarded by many as a dynamic, highly sophisticated, and

demanding industry. In the context of Calasiao, the tourism industry is
recognized as another facet for economic and overall development. In fact,
tourism is eyed to anchor on the commercialization thrust of the Municipality,
as Calasiao is envisioned as the tourist service center of Pangasinan.

In line with the Municipality’s aim to correlate commercialization and tourism, a

gaming entertainment attraction complexis being proposed. This will be the
highlight of Calasiao’s development as a tourist service center. The proposed
gaming entertainment attraction complex will be the home of several
establishments such as restaurants, malls and shopping outlets, hotels, spa
and wellness, events and convention centers, cinemas, arcades, and casinos.

The growing trend of gaming entertainment in the Philippines coincides with

Calasiao’s future development plans as a tourist service center in Pangasinan.
The proposed gaming entertainment complex will become the main asset of
Calasiao as it will be the first in the province to offer such. According to the
reported Gross Value Added of Tourism Industries (GVATI) in 2017, the
entertainment and recreation services ranked 2nd highest and the
transportation is on the top 1 spot – this is refers to the contribution of tourism
industries to the Philippine economy. Please refer on Annex F to see the full
data.

Integrating the concept of sustainable tourism, which is very timely nowadays

and aligning itwith the province’s “responsible tourism” campaign, to climate
change adaptation and disaster risk reduction and management plans of

81
 Calasiao is a good consideration to explore. Therefore, this proposed attraction
complex will be also built and operated in line with sustainable tourism concept
and serves as a model building with sustainable initiatives. This suggestion will
also add to the initiated sustainable technological improvements that the
Municipality has implemented such as solar streetlights in selected areas and
the Materials Recovery Facility (MRF) for solid waste management.

Furthermore, this gaming entertainment attraction complex will be an attractive

tourism asset of Calasiao in addition to its existing accommodation facilities,
restaurants, mall and other commercial establishments.

Tourism will certainly be a good complement to the commercialization direction

of the Municipality. This allows better and diversified investment opportunities
and tourism product offerings. Moreover, it also permits the development of the
physical attributes of Calasiao, the improvement of the quality of service and
facilities of existing (and soon-to-rise) tourism and commercial establishments,
and the diversification of activity offerings for both tourists and residents.

The objective of this goal is to support the commercialization thrust of the

municipality and its tourism by using the latter as an instrument of collaboration
engaging industry partners, leading local industries, businesses and investors
in developing Calasiao as a destination (specifically as tourist service center in
Pangasinan)
.
Goal 3:Strengthen the cultural and other existing tourist attractions in
Calasiao
Calasiao is on its way towards contemporary development because of its
direction of commercialization. Thus, the Municipality is also determined to
strengthen its cultural and other existing tourist attractions because of their
significance to their identity as true-blooded Calasiaoneos. These attraction
sites allow the tourists as well as the residents to know and experience
important historical events which mould the present-day Calasiao. Thus, the
objective of this goal is to increase Calasiao’s value as a destination for tourists.
Moreover, it will also help to increase their marketing and investment tourism

82
 promotions by integrating small and local industries in the overall tourism
development.

Goal 4: Institutionalize tourism through local policies and laws in Calasiao

It is important for the Municipality of Calasiao to have a guiding principle
intended solely for tourism which encompasses its beliefs, culture and values.
It strengthens and ensures that the Municipality is being steered according to
their vision for Calasiao as a tourist destination. It will also guide them in dealing
with small and large decisions for the development of the Municipality,
specifically with regard to tourism.

The objective of this goal is to re-enforce policy regulation and implementation

intended for tourism with an alignment to sustainable tourism whilst stimulate
participative stakeholder collaboration.

B. Strategic Tourism Development Framework

The proposed strategic tourism development framework below was derived from the
overall tourism development goals of Calasiao, as shown in figure 35.

VISION “Calasiao as a tourist service center in Pangasinan”

GOALS Make Calasiao Establish the Strengthen the Institutionalize
as an attractive branding/ image of cultural and tourism through
area for Calasiao as a other existing local policies
investment tourist service tourist and laws in
center in attractions in Calasiao
Pangasinan Calasiao
STRATEGIES A. Improve the A. Encourage A. Create A. Establish
infrastructure of tourism partnerships with Tourism Office
Calasiao, investmentto various for Calasiao
specifically increase the stakeholders to
drainage number of preserve
system to commercial Calasiao’s
mitigate businesses such as Cultural Heritage
flooding hotels, resorts, sites
restaurants,
shopping malls.
B. Strengthen B. Propose to build B. Develop the B. Formulate
policies on an environment- existing cultural local policies
Climate friendly GAMING and other centered on
Change tourism products Calasiao such

83
 Adaptation ENTERTAINMENT in Calasiao to as tourism code
(CCA) and attraction complex increase its and green
Disaster Risk value as a building code
Reduction and destination
Management
(DRRM) which
are aligned
with
sustainable
tourism.
C. Improve C. Establish the C. Develop C. Heighten the
access within commercial zone of cultural, cooperation and
Calasiao Calasiao as a main religious, build network
through hub for sustainable educational/famil relationship
partnerships practices (e.g. iarization tour between public
with private proposed gaming packages and private
companies entertainment, tourism
(transport parks and open stakeholders in
network vehicle spaces) Calasiao.
services)
D.Use parks D. Improve the D. Diversify the D. Enhance the
and open urban landscape of tourism activities hospitality and
space as a Calasiao to give in Calasiao to people skills of
flood mitigation the Municipality a complement the the locals as
strategy distinct character. product part of the
development attraction assets
strategy B. of Calasiao

E. Organize leisure E. Strengthen

activities benefitting the online
the local residents presence of
of Calasiao Calasiao through
social media

Strategies under goal 1 revolve on the areas of development in infrastructure,

human resource and product, respectively, and ranging from short to medium
terms. Please refer to C. Tourism Development Strategies on page 90 to see
in full detail the arrangement. All listed strategies in goal 1, primarily aim to
upgrade the tourism infrastructures and other related facilities as well as
address the flooding issues in Calasiao through the intervention and support of
both the LGU and the private sector. Tourism is relatively new in Calasiao but
the flooding issue is considered as an existing issue which needs to be
addressed.

84
 Figure 36. Flood Hazard Map of Calasiao (DENR, 2015)
Source: Municipality of Calasiao (2018)

Figure 36 shows the flood hazard zones of Calasiao, specifically encircled are
the proposed gaming entertainment complex and the cultural heritage zone of
the municipality. The gaming entertainment complex is where the urbanized
area (in San Miguel) will be established, with the Robinson’s Mall and The
Monarch Hotel are located within the same vicinity. The Cultural Heritage Zone
is where the Senor Divino Tesoro Shrine, Sts. Peter and Paul Parish Church,
Municipal Hall and the Calasiao Pasalubong Center are all established in
Poblacion.

Being a tourist service center is not just about building infrastructure or

constructing large buildings. It should also promote green spaces (i.e. parks
and open spaces) which promote recreational facilities for a healthy lifestyle for
both tourists and residents. This is actually a win-win solution for the

85
Municipality as it can be an additional tourist attraction and most importantly,
can be agood flood mitigation strategy in Calasiao.

Currently, the remedial solutions utilized for flooding includes boulder bank
production and constructed dike in Calasiao. In terms of waste management, a
newly purchased back-hoe used for sediment collecting trashes and the
presence of Material Recovery Facility (MRF) is for their initiatives towards solid
waste management. Local policies on waste segregation are also implemented.
However, the Municipality is still in the challenging state as far
asimplementation is concerned, especially at the household level. In case of
catastrophic events, the LGU uses the sports complex as the immediate
evacuation center and the DSWD building currently being constructed will be
used for the same purpose.

On the other hand, strategies under goal 2 focus on establishing the branding
image of Calasiao as a tourist service center in Pangasinan. As the trend for
gaming entertainment facilities in the Philippines increases, Calasiaoas a
tourist service center can seize this opportunity.

As mentioned earlier, Calasiao is currently aiming towards commercialization

and urbanization. One proof of that is the partnership and investmentabout to
be receivedby the LGU from a private company in building acasino near
Robinson’s Calasiao. From this, the expansion of this investment opportunity is
being proposed to include the concept of a gaming entertainment attraction
complex, instead. The development will be similar to the one in Pasay which is
the Newport City. The size of the area of the whole development site is 8,000
sq. meters while the gaming entertainment part is 2,000 sq. meters.

The proposed gaming entertainment complex is composed of multiple

establishments ranging from as restaurants, malls and shopping outlets, hotels,
spa and wellness, events and convention centers, cinemas and arcades,
gaming for leisure and entertainment purposes. This concept is much
recommended as it offers several services and activities for tourists as well as
for the residents of Calasiao. This can cater to and target more age groups and
source markets which can yield higher economic value rather than a stand-

86
alone casino. The proposed gaming entertainment complex is suitable for
Calasiao’s role as a tourist service center in Pangasinan.

Since it has several establishments in one building with a projected high density
of people (comprising tourists and residents), it is a good opportunity to align
the building construction, design and its operation towards sustainable
concepts. By incorporating these concepts, it will bring a number of positive
impacts such as environmental conservation, good corporate social
responsibility commitment, and value-added quality compared to other
establishments in Calasiao. Thus, it can also be a learning center for
sustainable practices and initiatives of the tourism-oriented enterprises in
Calasiao and in the whole province.

Moreover, the proposed gaming entertainment attraction complex will also be

hosting conventions and events. It implies that the MICE market can also be
one ofCalasiao’starget markets. This is another good opportunity for Calasiao
to offer a more diverse options of services and activities for the tourists and as
well as the residents.
Furthermore, the proposed gaming entertainment attraction complex includes
incorporating sustainable initiatives. This is in relation to the flood mitigation
strategy mentioned in goal 1 from a private sector initiative.

The residents of Calasiao should always be included in the priority markets

highly considered in this tourism development. With this, the proposed parks
and open spaces are also part of the strategies towards becoming a tourist
service center of Calasiao in Pangasinan. This is in addition to the existing open
plaza and Children and PWD Park located within the cultural heritage zone.
That particular area has moderate to high flood susceptibility as shown in figure
36. The Municipality of Calasiao identified an area (about 500 meters or 3-5
minutes travel time) near the vicinity of the cultural heritage zone for their future
plans related to parks. This can be utilized also for the proposed parks and
open spaces as another flood mitigation strategy. Flood waters can be diverted
to the parks and open spaces.

87
Improving the urban landscape of Calasiao through the installation of directional
signages leading to the tourist attractions will ease the mobility of the tourists
and residents within the Municipality. Thus, it will also give a sense of place for
Calasiaodifferentiating itself from Dagupan City.

Meanwhile, strategies under goal 3 discuss how to preserve the cultural

tourismof Calasiao as a tourist destination. Being the second oldest town in
Pangasinan and the home of the only NCCA acknowledged cultural treasure
(Sts. Peter and Paul Parish Church) in Pangasinan is the main drive of this
strategy.With the LGU’s commercialization direction, establishments that will
open soon may contradict the cultural/religious theme of its main tourist
attractions.

In this regard, the team plotted on the map shown in figure 36 showcasing the
distance of the cultural/religious attraction sites to the commercial area. The
latter is where the proposed gaming entertainment complex will be built. The
two attraction complexes are exactly 2.3 kilometers apart. Therefore this 2.3-
kilometer distance and the proposed zoning address the conflicting attraction
themes. In addition, setting new businesses withinthe vicinity of the heritage
zone should conform to its existing architectural designs.

Also, there is a need to emphasize that these two attraction complexes will be
dealing with totally separate target markets as indicated in the market
segmentation portion of this plan. It will not create a conflict between the cultural
heritage and the proposed gaming entertainment market segments, as each
attraction complex will cater to a different market segment. The gaming
entertainment attraction complex targets the growing MICE market and also
extends to the residents of Calasiao and other neighboring municipalities and
cities for leisure and entertainment travel purposes.

The existing accommodation facilities (hotels, resorts and inn) in the

Municipality are quite low in numbers and offer minimal to inadequate services
and amenities. As a tourist service center, it is important to upgradetheir level
and quality of facilitation and services to cater the tourists.

88
Product development for the existing cultural tourist attractions and other
tourism products (e.g. museum in Sts. Peter and Paul Parish Church,
Christmas Village, I love Calasiao marker and etc.) as well as diversifying the
tourism activities (e.g. education tours with local leading industries, religious
camps, night market) are also part of this strategy. This is to increase the value
of Calasiao as a multi-day destination in Pangasinan and to encourage longer
stay of tourists.

Strengthening the tourism marketing and promotion of the Municipality is

strategized through the use of social mediaand other online platforms.

And lastly, the strategies under goal 4 aim to create and to assign a specific
governing unit within the municipal office which focuses solely on
spearheading, managing and developing the tourism industry of Calasiao. It is
also taskedwith formulating, implementing and monitoring tourism-related
policies and laws such as the creation of tourism code and green building code.
These tourism policies aim to align with the sustainable tourism standards.

Furthermore, it is also essential to establish collaboration with the private sector

as they are also part of the industry. This is the purpose of creating tourism
councils, organizations and associations to encourage participative planning
and stakeholder collaboration in handling the tourism industry of Calasiao.

89
C. Tourism Development Strategies

GOAL 1: Make Calasiao as an attractive area for investment

STRATEGIES ACTION PLANS
A. Improve the Infrastructure i. Provide storm water detention vault
infrastructure of Calasiao, Development (or underground catchment basin)
specifically better drainage with filtration system to recycle the
system to mitigate flooding. SHORT TERM water for watering plants and for
(within 1 year) flushing toilets.
– MEDIUM ii. Use rain garden, porous/permeable
TERM (1 to 3 pavements in public areas to improve
years) landscaping and to absorb water
floods. Additionally, these two can be
also installed together with rainwater
harvesting system.
iii.Prioritize open spaces and green
infrastructure projects (e.g. porous
pavements on public areas,
driveways, and parking areas.
B. Strengthen policies on Human i. Organize meeting to discuss and
Climate Change Adaptation Resource streamline action programmes to
(CCA) and Disaster Risk Development sustainable tourism at the provincial,
Reduction and Management national and regional departments and
(DRRM) which are aligned SHORT TERM agencies.
with sustainable tourism. (within 1 year) ii. Capacitated Calasiao LGU, tourism
stakeholders, including professionals
and practitioners (e.g. Engineers,
Architects, Urban Planners) on
sustainable tourism development with a
focus on resource efficiency and
appropriate technology developments
(e.g. rainwater harvesting) conferences,
trainings and seminars.
iii. Educate and involve the community
and the private sector about the LGU’s
directives towards sustainable tourism,
CCA and DRRM initiatives.
iv. Create local ordinance to incentivize
barangays strictly complying with the
waste segregation policy in Calasiao
(e.g. in-kind incentives such as basic
commodities like one sack of rice or
monetary prizes).
v. Maximize the compacted residues
used (for public fencing) from the
materials recovery facility (MRF) of the
municipality into a livelihood programs
for residents.
vi. Suggest to formulate sustainable
urban development plan.

90
 GOAL 1: Make Calasiao as an attractive area for investment
STRATEGIES ACTION PLANS
C. Improve access within Infrastructure i. Seek service of a software developer
Calasiao through Development to develop a local transport network
partnerships with private SHORT TERM vehicle services application.
companies (transport network (within 1 year) ii. Conduct training on the proposed
vehicle services). – MEDIUM local transport network vehicle services
TERM (1 to 3 application for tricycle drivers.
years) iii. Strictly implement standard fare
tariffs between tricycle drivers and local
transport network vehicle services
application owner.
D. Use parks and open space Product i. Create policy to designate zoning
as a flood mitigation strategy. Development declaration for the parks and open
SHORT TERM spaces.
(within 1 year) - ii. Propose design strategies of parks
MEDIUM and open spaces that have recreational
TERM ( 1 to 3 facilities, promotes walkability, cycling,
years) and green spaces.

91
 Goal 2: Establish the branding/ image of Calasiao as a tourist service center in
Pangasinan
STRATEGIES ACTION PLANS
A. Encourage tourism Infrastructure i. Create policy in creating business
investment to increase the Development one-stop shop to reduce application,
number of commercial SHORT TERM processing and releasing of business
businesses such as hotels, (within 1 year) permits
resorts, restaurants, ii. Create policy to provide tax
shopping malls. incentives for tourism investors
iii. Engage accommodation
establishments to apply for
accreditation in order to meet the
quality standards set for tourism
activities in the municipality.
B. Propose to build an Product i. Create policy to designate zoning
environment-friendly Development declaration for the
GAMING gaming entertainment complex,
ENTERTAINMENT MEDIUM TERM ensuring at least 2 kilometre apart
attraction complex (future). (1 to 3 years) from the cultural heritage zone.
This complex houses ii. Enter partnership between public
multiple entities such as
(LGU Calasiao) and private (casino
restaurants, malls and
shopping outlets, hotels, investor) to propose the gaming
spa and wellness, events entertainment attraction concept and
and convention centers, ensures to incorporate sustainable
cinemas and arcades and practices (e.g. energy efficient
gaming. It also equipped appliances such as LED lights, low
with sustainable practices wattage fans and inverter air
related but not limited to
conditioning units, solid waste
water.
segregation and etc.) and appropriate
technologies (e.g. solar water heater,
rainwater harvesting and etc.).
iii. Prioritize and highlight the
sustainable practices and appropriate
technologies that may be related/
contribute to reduce the flooding
issues (rainwater harvesting, sewage
treatment plant (STP), porous
pavements, water, rain garden, green
roofs and etc.)
C. Establish the Marketing i. Come up with an official name for
commercial zone of Development the commercial – gaming
Calasiao as a main hub for SHORT TERM entertainment zone in Calasiao (e.g.
sustainable practices (e.g. (within 1 year) Arcovia City, New Port City, Vertis
proposed gaming
North).
entertainment, parks and
open spaces). ii. Highlight the soon-to-rise
sustainable tourist attractions such as
gaming entertainment and leisure
parks and open spaces as an integral

92
 Goal 2: Establish the branding/ image of Calasiao as a tourist service center in
Pangasinan
STRATEGIES ACTION PLANS
part of being a tourist service center of
Pangasinan.
iii. Enter promotional partnerships with
major bus companies offering Calasiao
routes (e.g. Victory Liner).
iv. Engage tricycle and jeepney drivers
to tour guiding training and seminar.
D. Improve the urban Product i. Place eventual system directional
landscape of Calasiao to give Development signage within the municipality,
a distinct character. SHORT TERM especially to tourist attractions to ease
(within 1 year) the mobility of tourists and residents.
ii. Improve the traffic situation in the
commercial zone through the provision
of transportation terminals.
E. Organize leisure activities i. Enter partnership between public and
benefitting the local residents private sectors in formulating municipal
of Calasiao. wide events (e.g. fun runs, live band
concerts, trade fairs for local products
such as putoCalasiao, artistry
workshops).
ii. Provide special rates (relatively
cheaper than large scale companies) to
local business owners of putoCalasiao,
tinapa and metal crafts in participating
trade fairs and events.
iii. Encourage young generation of
Calasiao to participate to artistry
workshops that will pave a way for the
creation of non-perishable souvenir
items (e.g. puto inspired keychain,
refrigerator magnet).

93
 Goal 3: Strengthen the cultural and other existing tourist attractions in Calasiao

STRATEGIES ACTION PLANS

A. Create partnerships with Product i. Pass an ordinance requiring
various stakeholders to preserve Development new buildings and
Calasiao’s Cultural Heritage sites. SHORT TERM establishments in the heritage
This refers to the area where its (within 1 year) site conform to the existing
main attractions are located and architectural designs.
these include the Senior Divino
Tesoro, Sts. Peter and Paul
Parish Church,
PutoCalasiaoPasalubongCenters,
Municipal Office of Calasiao.

Being the second oldest town in

Pangasinan and the home of the
only NCCA acknowledged cultural
treasure (Sts. Peter and Paul
Parish Church) in Pangasinan.

B. Develop the existing cultural i. Rearrange the important

and other tourism products in religious personalities and the
Calasiao to increase its tourists’ evolution photo displays of the
value as a destination. parish church.
Convent area beside Sts. Peter
ii.Improve the ventilation and
and Paul Parish Church as
lighting system of the area.
potential religious museum
(existing) iii. Provide a professional exhibit
labels/captions to describe each
display material to the tourists.
Christmas Village at Children’s i. Remove the structure when it
and PWD Park (existing) is not season and utilize the
space by exhibiting miniatures of
the tourist attraction sites in
Calasiao and a replica of the
winning piece of Guinness
World’s Largest Rice Cake
Mosaic set by Calasiao.
ii. Provide a professional exhibit
labels/captions to describe each
display material to the tourists.
iii. Provide lighting system at
night.
iv. Reconstruct or improve the “I
love Calasiao” marker. Improve
the heart-shaped and
incorporate the putoCalasiao
representation on it in order to
establish added value feature.

94
Goal 3: Strengthen the cultural and other existing tourist attractions in Calasiao
STRATEGIES ACTION PLANS
Product v. Use the porous pavement
Development technique in Children’s and
SHORT TERM PWD Park to lessen the sun’s
(within 1 year) heat absorbed by the ground,
reducing the heat island effect.
Calasiao Public Plaza i. Beautification project for
Calasiao Public Plaza by re-
planting of sunflowers or other
plants such as bougainvillea
(Calasiao), sampaguita
(Manaoag) and golden duranta
which are locally available in
the municipality and/or in
nearby municipalities or cities.
ii. Create local ordinance to
prohibit cutting, picking and
destroying the plants in plazas,
parks and other related open
spaces.
iii. Install interactive colored
fountain in Calasiao Public
Plaza.
iv. Place pottery natural plants
on the stage found in Calasiao
Public Plaza.
Recognized factories of puto i. Enter partnership between
Calasiao (Bella’s Puto), LGU Calasiao and private
blacksmithing and tinapa owners of the mentioned local
making as educational tourist industries to formalize
attraction sites of Calasiao. acknowledgement as
(existing) educational tourist attractions.
ii: Improve the lighting,
ventilation and overall physical
set-up of the blacksmithing
area conducive to visiting
tourists.
iii: Recommend to develop
sustainable and locally
available wraps/packaging to
increase food shelf life for
putocalasiao and other
products.
Calasiao’s River Cruise i. Create terminals and boat
(Tulay 1 – Tulay 2) (future) equipment.
ii. Establish partnerships with
the Department of Tourism
(DOT) for tour guiding and
quick response to disasters
and emergency seminars for
boatmen.

95
 Goal 3: Strengthen the cultural and other existing tourist attractions in Calasiao
STRATEGIES ACTION PLANS
iii. Prioritize locals in hiring workers
as a support to the local employment
of Calasiao.
C. Develop cultural, i. Create partnerships with the travel
religious, services (such as tour operator, tour
educational/familiarization guide, local industries owners,
tour packages. private and public tourist attraction
This is to put together more owners) and come up with several
than one activity which can tour packages.
be done in a particular ii. Create partnerships with the travel
attraction complex, engage services (such as tour operator, tour
and support tour operators, guide, local industries owners,
tour guides, private and private and public tourist attraction
public attraction and local owners) and come up with the
industries owners in crafting following tour packages and
tour packages and activities. suggested activities.
iii. Craft business plans for
conducting educational tours in the
privately owned entities such as
farms, puto making, blacksmithing
and tinapa owners.
iv. Create local policies standardizing
tour package rates.
D. Diversify the tourism Product i. Create tour packages with other
activities in Calasiao to Development LGUs in the same TDA (e.g.
complement the product SHORT TERM Manaoag).
development strategy B. (within 1 year) ii. Organize night market and food
(e.g. putoCalasiao festival exhibition showcasing local cuisines
and religious festivities) to and local products at Calasiao open
become amulti-day plaza in conjunction with important
destination and to attract religious events (e.g. first Friday
longer stay of tourists. mass in Senior Divino Shrine, patron
feast of Sts. Peter and Paul and
putoCalasiao festival).
iii. Create religious camps and
retreats in partnership with youth
organizations, church officials and
administrative and LGU.
E.Strengthen the online Marketing i. Put up social media pages
presence of Calasiao Development (e.g.facebook, twitter, instagram,
through social media and SHORT TERM linked, etc.) and use of hashtags (e.g.
other online platforms. (within 1 year) #CalasiaoTourism, #IloveCalasiaoon
daily posting for additional way of
making Calasiao searchable online.
ii. Update the designated tourism
page in the official municipal website
(www.calasiao.gov.ph) or

96
Goal 3: Strengthen the cultural and other existing tourist attractions in Calasiao
STRATEGIES ACTION PLANS
create a stand-alone tourism website
(using free website creator such as
weebly, WIX).
iii. Develop tourism related visibility
such as electronic brochures,
pamphlets featuring basic
information about the municipality, a
map, tourist attractions and short
written introductions, restaurants and
activities. This can be also available
in printed/hard copy.
iv. Create tourism logo and slogan for
Calasiao duly consulted with the
tourism stakeholders and LGU.

97
 Goal 4:Institutionalize tourism in local policies and laws in Calasiao
STRATEGIES ACTION PLANS
A. Establish Tourism Office Institutional i. Create local ordinance to provide
for Calasiao. Development separate tourism office from
This is to assign a specific SHORT TERM municipal engineering office.
governing unit within the (within 1 year) B. Formulate local policies centered
municipal office which on Calasiaon in order to have a
focuses solely on directional guidelines in achieving a
spearheading, managing progressive and sustainable
and implementing all related tourism industry.
tourism affairs.
B. Formulate local policies i. Maintain the record keeping (can
centered on Calasiao in order also utilized online tools such as
to have a directional google docs application) of the
guidelines in achieving a tourist statistics and other relevant
progressive and sustainable information for systematic, real time
tourism industry. updated and easy database
management and recovery for
market, product and research
development purposes.
ii. Create tourism information center
iii. Formulate Tourism Code for
Calasiao.
iv. Create Green Building Code for
Calasiao. This is to require all
structures resilient to climate
change and disasters.
C. Heighten the cooperation i. Increase the engagement of local
and build network communities (from involving into
relationship between public participative) in this collaborative
and private tourism cooperation (e.g. usage of Filipino
stakeholders in Calasiao. as a medium of language during
This enables a participative discussions or if in case with foreign
collaboration among nationals, providing Filipino
stakeholders concerning translation to address language
issues and concerns barrier).
towards tourism ii. Create tourism councils (e.g.
development of the Calasiao Tourism Council) and
municipality. travel services organizations (e.g.
Calasiao’s Local Industries
Corporation, Hotels and Resorts
Association, Tourism Professionals
Club, etc.)

98
 Goal 4:Institutionalize tourism in local policies and laws in Calasiao
STRATEGIES ACTION PLANS
D. Known for hospitality Human Resource i. Create partnership with DOT,
and people skills as part of Development TESDA and other hospitality and
the attraction assets of SHORT TERM tourism institutions and NGOs
Calasiao. (within 1 year) locally and internationally.
This is to include the people
of Calasiao’s professional ii. Organize regular capacity
skills and talents formed building activities on hospitality and
part of the attraction assets tourism, such as Tourism Industry
of the municipality Skills Program (TISP) for Pilgrim
and Cultural guides, Basic
Housekeeping, training seminars
for resort and hotel owners,
Regional Tour Guiding training,
Filipino Brand of Service Excellence
Trainings for frontliners and Re-
implementation of TOPCOP
trainings for safety and security 6.
NCII certification for
(Housekeeping, Cookery and Food
& Beverage). Special trainings on
personality development and
communication skills to boost
confidence in dealing with different
types of tourists.
iii. Provide comprehensive and
practical examination every after
activities and a once to twice a year
knowledge enrichment or
refresher’s training.

99
V. Action Plan

This contains the detailed projects, and activities (including timelines and
recommended responsible agencies) which the team recommended for each strategic
program identified in IV-C, Tourism Strategic Framework Plan.

ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES

Y Y Y Y Y Y
1 2 3 4 5 6
GOAL 1: Make Calasiao as an
attractive area for investment
STRAT A: Improve the Calasiao Municipal
infrastructure of Calasiao, Engineering Office,
specifically better drainage Pangasinan 4th district
system to mitigate flooding. Engineering Office and
(Infrastructure Development) Department of Public
Works and Highways
(DPWH)
ACT i: Provide storm water
detention vault (or underground
catchment basin) with filtration
system to recycle the water for
watering plants and for flushing LGU and Private Sectors
toilets.
ACT ii. Use rain garden,
porous/permeable pavements in
public areas to improve LGU and Private Sectors
landscaping and to absorb water
floods. Additionally, these two
can be also installed together
with rainwater harvesting system.
ACT iii:Prioritize open spaces and
green infrastructure projects (e.g. LGU and Private Sectors
porous pavements on public
areas, driveways, and parking
areas.
STRAT B: Strengthen policieson Calasiao-Municipal
Climate Change Adaptation (CCA) Planning and
and Disaster Risk Reduction and Development Office,
Management (DRRM) which are Municipal Disaster Risk
aligned with sustainable tourism. Reduction Management
(Human Resource Development) Office (MDRRMO).
National Disaster Risk
Reduction Management
Committee
(NDRRMC),Local and
Regional Environmental
NGO’s and Department of
Tourism-Office of Tourism
Development and
Planning Division (DOT-
OTDPRIM)

100
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT i. Organize meeting to
discuss and streamline action
programs to sustainable tourism at
the provincial, national and
regional departments and LGU, NGO's, Regional and
agencies. National Government and
Private Sectors
ACT ii. Capacitated Calasiao LGU, LGU
tourism stakeholders, including
professionals and practitioners
(e.g. Engineers, Architects, Urban
Planners) on sustainable tourism
development with a focus on
resource efficiency and
appropriate technology
developments (e.g. rainwater
harvesting) conferences, trainings
and seminars.
ACT iii. Educate and involve the LGU, DOT, Private
community and the private sector Sectors and NGOs
about the LGU’s directives towards
sustainable tourism, CCA and
DRRM initiatives.
ACT iv. Create local ordinance to LGU and Sangguniang
incentivize barangays strictly Bayan
complying with the waste
segregation policy in Calasiao
(e.g. in-kind incentives such as
basic commodities like one sack of
rice or monetary prizes).
ACT v. Maximize the compacted LGU and barangay
residues used (for public fencing) officials
from the materials recovery facility
(MRF) of the municipality into a
livelihood programs for residents.
ACT vi. Suggest to formulate LGU, NGOs and Academe
sustainable urban development
plan
STRAT C: Improve access within
Calasiao through partnerships with
private companies (transport
network vehicle services).
(Infrastructure Development)

101
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT i. Seek service of a software LGU and Private Sectors
developer to develop a local
transport network vehicle services
application.
ACT ii. Conduct training on the LGU, local transport
proposed local transport network group and Private
vehicle services application for Sectors
tricycle drivers.
ACT iii. Strictly implement LGU and Sangguniang
standard fare tariffs between Bayan
tricycle drivers and local transport
network vehicle services
application owner.
STRAT D: Use parks and open
space as a flood mitigation
strategy. (Product Development)
ACT i. Create policy to designate LGU, Sangguniang Bayan
zoning declaration for the parks and NGO's
and open spaces.
ACT ii. Propose design strategies LGU and NGO's
of parks and open spaces that
have recreational facilities,
promotes walkability, cycling, and
green spaces.

102
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
GOAL 2: Establish the branding/
image of Calasiao as a tourist
service center in Pangasinan
STRAT A: Encourage tourism Calasiao Municipal Economic
investment to increase the number Enterprise Office, Department
of commercial businesses such as of Tourism-Project and
hotels, resorts, restaurants, Investment Evaluation
shopping malls.(Infrastructure Division (DOT-PIED),
Development) Department of Trade and
Industry (DTI), and Board of
Investments (BOI)
ACT i. Create policy in creating LGU and Sangguniang
business one-stop shop to reduce Bayan
application, processing and
releasing of business permits
ACT ii. Create policy to provide tax LGU and Sangguniang
incentives for tourism investors Bayan
ACT iii. Engage accommodation LGU, DOT and
establishments to apply for Sangguniang Bayan
accreditation in order to meet the
quality standards set for tourism
activities in the municipality.
STRAT B: Propose to build an
environment-friendly GAMING
ENTERTAINMENT attraction
complex (future).(Product
Development)
ACT i. Create policy to designate LGU and Private Sectors
zoning declaration for thegaming
entertainment complex, ensuring
at least 2 kilometre apart from the
cultural heritage zone.
ACT ii. Enter partnership between LGU and Private Sectors
public (LGU Calasiao) and private
(casino investor) to propose the
gaming entertainment attraction
concept and ensures to
incorporate sustainable practices
(e.g. energy efficient appliances
such as LED lights, low wattage
fans and inverter air conditioning
units, solid waste segregation and
etc.) and appropriate technologies
(e.g. solar water heater, rainwater
harvesting and etc.)

103
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT iii. Prioritize and highlight the LGU and Private Sectors
sustainable practices and
appropriate technologies that may
be related/ contribute to reduce the
flooding issues (rainwater
harvesting, sewage treatment
plant (STP), porous pavements,
water, rain garden, green roofs
and etc.)
STRAT C: Establish the LGU, DPWH and Private
commercial zone of Calasiao as a Sectors
main hub for sustainable practices
(e.g. proposed gaming
entertainment, parks and open
spaces).(Marketing Developmen)
ACT i. Come up with an official LGU and Private Sectors
name for the commercial – gaming
entertainment zone in Calasiao
(e.g. Arcovia City, New Port City,
Vertis North).
ACT ii. Highlight the soon-to-rise LGU and Private Sectors
sustainable tourist attractions such
as gaming entertainment and
leisure parks and open spaces as
an integralpart of being a tourist
service center of Pangasinan.
ACT iii. Enter promotional LGU, Bus operators and
partnerships with major bus transportation
companies offering Calasiao associations
routes (e.g. Victory Liner).
ACT iv. Engage tricycle and LGU, DOT, local transport
jeepney drivers to tour guiding group
training and seminar.
STRAT D: Improve the urban LGU, NGOs and Private
landscape of Calasiao to give a Sector
distinct character.(Product
Development)
ACT i. Place eventual system LGU and Private Sectors
directional signage within the
municipality, especially to tourist
attractions to ease the mobility of
tourists and residents.
ACT ii. Improve the traffic LGU and Private Sectors
situation in the commercial zone
through the provision of
transportation terminals.

104
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
STRAT E: Organize leisure
activities benefitting the local
residents of Calasiao.
ACT i. Enter partnership between
public and private sectors in
formulating municipal wide events
(e.g. fun runs, live band concerts,
trade fairs for local products such
as putoCalasiao, artistry
workshops).
ACT ii. Provide special rates LGU, private owners and
(relatively cheaper than large scale Sangguniang Bayan
companies) to local business
owners of putoCalasiao, tinapa
and metal crafts in participating
trade fairs and events.
ACT iii. Encourage young LGU and out of school
generation of Calasiao to youth NGOs, academe
participate to artistry workshops
that will pave a way for the
creation of non-perishable
souvenir items (e.g. puto inspired
keychain, refrigerator magnet).

105
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
Goal 3: Strengthen the cultural
and other existing tourist
attractions in Calasiao
STRAT A: Create partnerships (RA 10006 Article IV-Sec.12)
with various stakeholders to ,National Historical Institute
and National Museum in
preserve Calasiao’s Cultural
consultation with the
Heritage sites Commission and the Housing
This refers to the area where its and the Land Use Regulatory
main attractions are located and Board
these include the Senior Divino
Tesoro, Sts. Peter and Paul Parish
Church,
PutoCalasiaoPasalubongCenters,
Municipal Office of Calasiao.
. (Product Development)
ACT i. Pass an ordinance requiring LGU, Sangguniang Bayan,
new buildings and establishments NGO's, and the Church
in the heritage site conform to the
existing architectural designs.
STRAT B. Develop the existing LGU Sangguniang Bayan-
cultural and other tourism products Parks and Recreation
in Calasiao to increase its tourists’ Committee, Calasiao
Municipal Economic
value as a destination. Enterprise Office, Philippine
Convent area beside Sts. Peter Association of Landscape
and Paul Parish Church as Architects (PALA), Vicariate
potential religious museum of Sts Peter and Paul,
(existing) Department of Tourism-
Region 1 Training Division,
Department of Science and
Technology-Packaging
Technology Division (DOST-
ITDI), National Museum of the
Philippines
ACT i. Rearrange the important
religious personalities and the Parish Office
evolution photo displays of the
parish church
ACT ii. Improve the ventilation and
Parish Office
lighting system of the area
ACT iii. Provide a professional
exhibit labels/captions to describe
Parish Church
each display material to the
tourists.

106
 6 YEARS TIMELINE PARTNER AGENCIES
ACTION PLAN Y Y Y Y Y Y
1 2 3 4 5 6
Christmas Village at Children’s
and PWD Park (existing)
ACT i. Remove the structure when LGU
it is not season and utilize the
space by exhibiting miniatures of
the tourist attraction sites in
Calasiao and a replica of the
winning piece of Guinness World’s
Largest Rice Cake Mosaic set by
Calasiao
ACT ii. Provide a professional LGU and Private Sectors
exhibit labels/captions to describe
each display material to the
tourists
ACT iii. Provide lighting system at LGU and Private Sectors
night
ACT iv. Reconstruct or improve
the “I love Calasiao” marker.
Improve the heart-shaped and LGU and Private Sectors
incorporate the putoCalasiao
representation on it in order to
establish added value feature.
ACT v. Use the porous pavement
technique in Children’s and PWD LGU and Private Sectors,
Park to lessen the sun’s heat
NGOs
absorbed by the ground, reducing
the heat island effect.
Calasiao Public Plaza
ACT i. Beautification project for LGU
Calasiao Public Plaza by re-
planting of sunflowers or other
plants such as bougainvillea
(Calasiao), sampaguita (Manaoag)
and golden duranta which are
locally available in the municipality
and/or in nearby municipalities or
cities.
ACT ii. Create local ordinance to
prohibit cutting, picking and LGU and Sangguniang
destroying the plants in plazas,
Bayan
parks and other related open
spaces.
ACT iii. Install interactive colored LGU and Private Sector
fountain in Calasiao Public Plaza

107
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT iv. Place pottery natural LGU
plants on the stage found in
Calasiao Public Plaza
Recognized factories of puto
Calasiao (Bella’s Puto), Calasiao LGU, DTI and
blacksmithing and tinapa making private owners
as educational tourist attraction
sites of Calasiao. (existing)

ACT i. Enter partnership between LGU and private owners

LGU Calasiao and private owners
of the mentioned local industries to
formalize acknowledgement as
educational tourist attraction.
ACT ii: Improve the lighting, LGU and private owners
ventilation and overall physical set-
up of the blacksmithing area
conducive to visiting tourists.
ACT iii: Recommend to develop
sustainable and locally available LGU, DTI and private
wraps/packaging to increase food
owners
shelf life for putocalasiao and other
products.
Calasiao’s River Cruise (Tulay 1
– Tulay 2) (future)

ACT i. Create terminals and boat

equipment. LGU and Private Sectors

ACT ii. Establish partnerships with

the Department of Tourism (DOT) LGU, Regional and
for tour guiding and quick National Government,
response to disasters and DOT
emergency seminars for boatmen.
ACT iii. Prioritize locals in hiring LGU and Private Sectors
workers as a support to the local
employment of Calasiao.
STRAT C: Develop cultural,
religious,
educational/familiarization tour
packages.
This is to put together more than
one activity which can be done in a
particular attraction complex,
engage and support tour operators,
tour guides, private and public
attraction and local industries
owners in crafting tour packages
and activities.

108
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT i. Create partnerships with LGU and Private Sectors
the travel services (such as tour
operator, tour guide, local
industries owners, private and
public tourist attraction owners)
and come up with several tour
packages.
ACT ii. Create partnerships with the LGU and Private Sectors
travel services (such as tour
operator, tour guide, local
industries owners, private and
public tourist attraction owners) and
come up with the following tour
packages and suggested activities.
ACT iii. Craft business plans for LGU and private owners
conducting educational tours in the
privately owned entities such as
farms, puto making, blacksmithing
and tinapa owners.
ACT iv. Create local policies LGU and Sangguniang
standardizing tour package rates. Bayan
STRAT D: Diversify the tourism Calasiao-Municipal
activities in Calasiao to Planning and
complement the product Development Office,
development strategy B.
Local Events Company
(e.g. putoCalasiao festival and
religious festivities) to become and Calasiao-Special Unit
amulti-day destination and to for Tourism Events
attract longer stay of tourists.
Product Development)

ACT i. Create tour packages with LGU, NGO's and Private

other LGUs in the same TDA (e.g. Sectors
Manaoag).
ACT ii. Organize night market and LGU and Private Sectors
food exhibition showcasing local
cuisines and local products at
Calasiao open plaza in conjunction
with important religious events (e.g.
first Friday mass in Senior Divino
Shrine, patron feast of Sts. Peter
and Paul and putoCalasiao
festival).
ACT iii. Create religious camps and LGU and Private Sectors,
retreats in partnership with youth church officials
organizations, church officials and
administrative and LGU.

109
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
STRAT E. Strengthen the online Department of Tourism-
presence of Calasiao through Market Development
social media and other online Division (DOT-MDD),
platforms.
Department of Tourism-
(Marketing Development)
Tourism Information
Center (TIC) / Tourism
Information and Special
Projects Unit (TISPU)
ACT i. Put up social media pages LGU
(e.g.facebook, twitter, instagram,
linked, etc.) and use of hashtags
(e.g. #CalasiaoTourism,
#IloveCalasiaoon daily posting for
additional way of making Calasiao
searchable online.
ACT ii. Update the designated LGU and Private Sectors
tourism page in the official
municipal website
(www.calasiao.gov.ph) or create a
stand-alone tourism website (using
free website creator such as
weebly, WIX).
ACT iii. Develop tourism related LGU and Private Sectors
visibility such as electronic
brochures, pamphlets featuring
basic information about the
municipality, a map, tourist
attractions and short written
introductions, restaurants and
activities. This can be also available
in printed/hard copy.
ACT iv. Create tourism logo and LGU and Private Sectors
slogan for Calasiao duly consulted
with the tourism stakeholders and
LGU.

110
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
GOAL 4: Institutionalize tourism LGU and Sangguniang
through local policies and laws Bayan
in Calasiao
STRAT A: Establish Tourism Office Calasiao Municipal Legal
for Calasiao – This is to assign a Office, Provincial
specific governing unit within the Government of
municipal office which focuses Pangasinan, Department
solely on spearheading, managing of Tourism-Administrative
and implementing all related Investigation Division
tourism affairs. (DOT-AIACD),
(Institutional Development)
ACT i. Create local ordinance to LGU and Sangguniang
provide separate tourism office Bayan
from municipal engineering office.
STRAT B. LGU and Sangguniang
Formulate local policies centered Bayan
on Calasiao in order to have
directional guidelines in achieving
a progressive and sustainable
tourism industry.
ACT i. Maintain the record keeping LGU, Accommodation
(can also utilized online tools such owners in Calasiao&
as google docs application) of the Municipal Economic
tourist statistics and other relevant Enterprise Office and
information for systematic, real time Department of Tourism-
updated and easy database Region 1
management and recovery for
market, product and research
development purposes.
ACT ii. Create tourism information LGU and Private Sectors
center
ACT iii. Formulate Tourism Code LGU, Sangguniang
for Calasiao. Bayanand Private Sectors
ACT iv. Create Green Building LGU, Sangguniang
Code for Calasiao. This is to require Bayanand Private Sectors
all structures resilient to climate
change and disasters.
STRAT C: Heighten the LGU and Private Sectors
cooperation and build network
relationship between public and
private tourism stakeholders in
Calasiao. This enables a
participative collaboration among
stakeholders concerning issues
and concerns towards tourism
development of the municipality.

111
 ACTION PLAN 6 YEARS TIMELINE PARTNER AGENCIES
Y Y Y Y Y Y
1 2 3 4 5 6
ACT i. Increase the engagement LGU, residents and
of local communities (from Private Sectors
involving into participative) in this
collaborative cooperation (e.g.
usage of Filipino as a medium of
language during discussions or if
in case with foreign nationals,
providing Filipino translation to
address language barrier).
ACT ii. Create tourism councils LGU, Sangguniang
(e.g. Calasiao Tourism Council) Bayan
and travel services organizations
(e.g. Calasiao’s Local Industries
Corporation, Hotels and Resorts
Association, Tourism
Professionals Club, etc.)
STRAT D. Known for Hospitality Accommodation owners
and People skillsas part of the in Calasiao& Municipal
attraction assets of Calasiao. Economic Enterprise
This is to include the people of Office, Department of
Calasiao’s professional skills and Tourism-Region 1,
talents formed part of the TESDA
attraction assets of the
municipality. (Human Resource
Development)
ACT i. Create partnership with LGU, Sangguniang
DOT, TESDA and other Bayan, TESDA, DOT,
hospitality and tourism NGO's and Private
institutions and NGOs locally and Sectors
internationally.
ACT ii. Organize regular capacity LGU, NGO's, DOT,
building activities on hospitality TESDA and Private
and tourism, such as Tourism Sectors
Industry Skills Program (TISP) for
Pilgrim and Cultural guides, Basic
Housekeeping, training seminars
for resort and hotel owners,
Regional Tour Guiding training,
Filipino Brand of Service
Excellence Trainings for
frontliners and Re-
implementation of TOPCOP
trainings for safety and security 6.
NCII certification for
(Housekeeping, Cookery and
Food & Beverage). Special

112
 trainings on personality
development and communication
skills to boost confidence in
dealing with different types of
tourists
ACT iii. Provide comprehensive LGU, NGO's, DOT,
and practical examination every TESDA and Private
after activities and a once to twice Sectors
a year knowledge enrichment or
refresher’s training.

*Some photos of the suggested actions plans were provided in Annex G.

113
ANNEX A: List of Accommodation in Calasiao, Pangasinan
Entity Name Type of Barangay Number Accreditatio
Establishment of n Status
Rooms
1 Ali’l Vai Resort Resort Banaoang 3 -

2 Calasiao Hotel, Bued - -

Annex

3 Casa Rio Inn Resort Dinlaon 12 -

4 Casa Rio Inn Resort Parongking 6 -

5 Corporation Hotel Hotel Nalsian - -

6 Circus Circus Inn Mabuhay Dayong 12 -

Hotel Accommodation

7 Dinamite Travelers Inn Dinalaoan - -

Inn

8 Flamingo Suites Mabuhay Ambonao 16 -

Drive Inn and Accommodation
Hotel

9 Hacienda Vista Resort Songkoy 21 -

Resort and
Hacienda Vista
Suite
10 Inawa Lodge Drive Mabuhay Ambonao 25 -
Inn Accommodation

11 Katikat Inn Mabuhay Ambonao 23 -

Accommodation

12 PB Green Village Hotel/Inn/Condo Bued - -

13 Pangasinan Hotel Nalsian 61 -

Regency Hotel

114
 Entity Name Type of Barangay Number Accreditation
Establishment of Status
Rooms
14 Relay Budget & Inn Macabito - -
Comfort Inn
15 Terra Kotta Inn Mabuhay Ambonao 21 -
Accommodation

16 The Monarch Hotel McArthur NA Yes

Hotel Highway
17 Towngate Park Inn Mabuhay Ambonao 18 -
Accommodation
18 Verde Royal Resort Ambonao 10 Yes
Resort
19 Villa Michelle Resort San Miguel 6 -
Guillerma Resort

115
ANNEX B: List of Food Establishments in Calasiao, Pangasinan
FOOD ESTABLISHMENTS LOCATION

1 Lets Eat Food House Ambonao

2 El Soldiano San Miguel
3 Villa Isabelle Restaurant Banaoang
4 Hagens Japanese Restaurant Banaoang
5 Panaderia Antoni Foods Banaoang
6 Austugracia Grill House Banaoang
7 Jecks Bakeshop Banaoang
8 Elves Lechon House Banaoang
9 Andres Tapa Queen Banaoang
10 Rarat Panceteria Lasip
11 Chowking Foods Nalsian
12 Red Ribbon Nalsian
13 Mugshot Bar And Rest Nalsian
14 Mama Jose Eatery Mancup
15 Four Rs Panceteria Pob. East
16 Bellas Calasiao Pasalubong Center Pob. East
17 Café Jardin Pob. East
18 Restaurant Fifty Pob. East
19 Glorious Food Trip Pob. West
20 Ice Cream House Pob. West
21 Siram Restaurant Pob. West
22 Pepang Artt & Garden Café Pob. West
23 Bossing Dwaynes Grill Pob. West
24 Jumels Canteen Pob. West
25 Freeddies Grill & Eatery Pob. West
26 Calachow Stop & Drive Pob. West
27 Bebots Food Place Quesban
28 Heavenly Sweet & Savory Food San Miguel
29 Jerrylis Lechon House San Miguel
30 T-Rose Canteen San Miguel
31 Tapa Queen San Miguel
32 Adrianos Bar & Restaurant San Miguel
33 Dagupenia Restaurant San Miguel
34 Gaudencious Café San Miguel
35 Panaderia Antonio San Miguel
36 Shakeys San Miguel
37 El Mariz Sizzling Sisig Express San Miguel
38 Cma Lutong Ilokano San Miguel
39 Pizza Don San Miguel
40 Don Armandos Restaurant San Miguel
41 Café Juanitas San Miguel

116
42 Casa Cuisinero San Miguel
43 Beyza Shish Kebab Restaurant San Miguel
44 Evs Canteen San Miguel

ANNEX C: List of souvenir shops, supermarkets and shopping malls in

Calasiao
ESTABLISHMENTS LOCATION
1 Puregold Priceclub Inc.
Nalsian Calasiao Pang
2 De Veras Gift Shop Poblacion West
3 Calasiao Royal Arcade Development Poblacion West
Corp.
4 A.G. Sneaker Shop Poblacion West
5 Danny A Sol Gift Shop Poblacion West
6 Dominisac Store Poblacion West
7 KWIK N EASY By: KARRIE SAN MIGUEL
Robinsons Supermarket Corp. San Miguel
Robinsons Handy Man Inc. San Miguel
8. Robinsons Inc. San Miguel
Robinsons Department Inc. San Miguel

117
ANNEX D: SWOT Analysis
STRENGTH WEAKNESS
1. Strategic Location 1. Prone to flooding
a. Only two towns away from TPLEX a. Development in Calasiao could be more
expensive compared to its neighboring
b. Majority of routes going to Dagupan cities when land fill is factored in
City, one of the only four cities in the b. Considered as the catch basin of
province, and Lingayen, the seat of the Pangasinan, Calasiao is one of the
government of Pangasinan pass municipalities that experience prolonged
through Calasiao flooding
c. Being sandwiched by the cities of
Dagupan and San Carlos, some 2. Could be hard to be navigated by
business owners opt to build their tourists
businesses in Calasiao for its cheaper a. Lacks place markers and signage going
real estate to Calasiao and its landmarks
d. Located at the center of the
province 3. Lacks tourist attractions
2. Accessible by tourists a. Calasiao lacks natural tourist attractions
a. Local public transportation such as which as easier to develop compared to
tricycles, buses, and jeepneys are man-made attractions
available 24 hours in Calasiao
4. Lacks destination marketing
b. Increased frequency of bus a. No social media page and website for to
transport and terminal availability in promote awareness of the municipality has
Calasiao makes the destination more to offer
accessible
3. Good governance 5. Lacks quality accommodation
a. Low crime rate establishments
b. The PNP of Calasiao is a Balangay a. Some accommodation establishments
Awardee are under-maintained
c. Declared as drug-free by PDEA
6. Lacks information centers for visitors
d. Awarded with Seal of Good Local
Governance 7. Local industries have barriers for
e. Awarded with Seal of Child-friendly development
Local Governance a. Lack of irrigation hinders some farmers
f. LGU ensures that 70-100% of to produce second crop and leads o
employees in all business insufficient supply of rice used by puto
establishments are from Calasiao makers
b. Lack of advanced technology in puto
g. DSWD National Awardee for Best making makes it hard for puto makers to
Practices for Senior Citizens meet the demand during peak season
c. Lack of partners overseas hinder Puto
4. Business-friendly Calasiao to be exported
a. Offers tax-holidays to investors d. Next generation of families involved in
blacksmith industry tends to shift to other
5. Presence of Commercial and professions
Regional Government Service Center
e. Agricultural sector is not given much
a. Calasiao houses big commercial attention due to the urbanized mentality of
establishments such as Toyota, some locals

118
Mitsubishi, Coca Cola Plant, and
regional government service centers 8. Lack of service centers
such as PSA, BIR, DFA, and PRC. a. Calasiao lacks service centers such as
hospitals, malls, and banks
6. Thriving local industries
a. Puto Calasiao has a strong product 9. Fare discrimination
identity and is supported by the LGU a. Some tricycle drivers are not following
as it organized the making of the puto the fare matrix and are overcharging
mosaic that earned the Guiness World tourists especially foreigners. This could
Record of Largest Rice Cake Photo give a bad image the people of Calasiao.
Mosaic.
b. Blacksmith industry is positioned to 10. Heavy Traffic Congestion
be competitive in terms of pricing a. Heavy traffic is expected during “Market
when compared with competitors in Days” of Monday and Thursday
the region 11. Lack of facilities in landmarks
7. Functional Infrastructure and a. Landmarks that have potential to be
Communication System tourist attractions lack facilities such as
a. Calasiao has a stable and sufficient parking areas
water and electricity supply

b. Good reception and stable data

connection is available throughout the
municipality for all the existing
networks namely Smart, PLDT, Sun,
and Globe
8. Infrastructure and Commercial
Development
a. Opening of Magic Mall in poblacion
could stimulate commercial
development
b. Upcoming development of gaming
and entertainment in Calasiao could
entice more investors
c. On-going road-widening projects
could alleviate heavy traffic congestion
in the municipality

9. Opening of new Higher Education

Institutions
a. Opening of new HEIs such as AMA
and Asian Institute of E-commerce
could complement the existing pool of
colleges and universities in honing
tourism and hospitality professionals

THREATS OPPORTUNITIES
1. Development in San Fabian 1. Development in San Fabian
a. Future development in San Fabian could
a. Development of new port in San veer potential investors away from
Fabian could serve as an additional Calasiao due to its coastal and mountain
gateway for Calasiao areas that have potential for tourism

119
2. Aid from DOST 2. Puto Calasiao Imitations
a. DOST is willing to help puto makers a. Imitation of puto in neighboring cities
in creating machines for more efficient and municipalities could give a bad image
production of puto to the original puto Calasiao especially
when consumers are dissatisfied
3. MICE in Dagupan
a. Calasiao could cater to the higher 3. Church groups against development of
demand for accommodation gaming and entertainment
establishments brought by the large
MICE events in the neighboring
Dagupan City. 4. Heavy competition with neighboring
4. Growing Popularity of Gaming cities
Entertainmeng in the counrty

120
ANNEX E: Problem Tree and Objective Tree

Calasiao is not known as a tourist destination

Lack of facilities and establishments to become a tourist destination

Difficulty in mobility Identified potential

flood prone in Insufficient MICE and
Low-quality existing Insufficient of tourists Limited Tourist tourist attractions Weak Destination Low number of
special events
AEs Inventory of AEs within/around the Attractions are not ready for some areas Marketing travel services facilities
municipality tourism demand

Low number of tour Facilities available

AEs are not DOT Lacks signages going Lack of natural Lack of marketing
operators and tour are not MICE and
accredited Lacks demand to/from landmarks resources initiatives
guides special events

No demand for No tour package

quality
accommodation
intended for
faciliities Calasiao

PROBLEM TREE FOR CALASIAO

121
 To make Calasiao known as a tourist service center in Calasiao

To have available facilities and establishments for tourism

To make convenient and easy To strengthen destination To prepare available MICE

To improve quality existing To increase sufficient To develop potential tourist To prepare tourist attractions To increase number of travel
for tourists to go around the marketing and special events facilities
AEs inventory of AEs attractions for tourism demand services
municipality for tourism

To put up signages and To create job opportunities as To convert existing facilities

To require DOT accreditation To maximize the existing To make potential attractions To develop marketing into potential/to construct
To increase demand for AEs markers going to/from tour operators and tour
for all AEs natural resource tourism-oriented initiatives MICE and special events
landmarks guides thereby increasing
venues

To increase the demand To develop and to diversify

quality accommodation tour packages and tourist
faciliities activities

OBJECTIVE TREE FOR CALASIAO

122
ANNEX F: Gross Value Added of Tourism Industries (GVATI), Philippines (2012 – 2017)

INDUSTRY 2012 2013 2014 2015 2016 2017

A.1 Tourism characteristic industries

1- Accommodation services for visitors 138,106 163,257 203,441 250,408 280,706 350,072
2-Food and beverage serving services 336,774 363,777 407,642 426,074 476,816 542,087
3-Transport Services 388,286 427,512 465,060 513,588 555,731 591,624
4-Travel agencies and other reservation 43,672 48,650 59,990 75,666 87,980 109,097
services
5-Entertainment and recreation services 392,420 426,890 430,946 489,506 531,816 540,483
6-Country-specific tourism characteristic 115,062 128,779 138,878 149,544 163,845 179,598
services - shopping
7-Miscellaneous 163,565 189,582 211,805 227,820 250,297 277,888
TOTAL 1,577,885 1,748,445 1,917,763 2,132,606 2,347,191 2,590,848
Source: PTFP 2019 -2025

123
ANNEX G: PHOTOS FOR ACTION PLAN

GOAL 1: Make Calasiao as an attractive area for investment

STRAT A: Improve the infrastructure of Calasiao, specifically better drainage system to
mitigate flooding.
ACT i: Provide storm water detention vault (or underground catchment basin) with filtration
system to recycle the water for watering plants and for flushing toilets.

Typical Underground Stormwater Storage System

Source: Montgomery County, MD

124
GOAL 1: Make Calasiao as an attractive area for investment
STRAT A: Improve the infrastructure of Calasiao, specifically better drainage system to
mitigate flooding.
ACT ii: Use rain garden, porous/permeable pavements in public areas to improve
landscaping and to absorb water floods. Additionally, these two can be also installed
together with rainwater harvesting system.

Rain garden
Source: E-landscape Speciality Solutions and London Middlesex Master Gardeners

125
 Rainwater Harvesting
Source: Zero Carbon Resorts Demonstration Cottage (2019)

Permeable Pavements
Source: La Storm Organization (2019)

126
 Green Roofs
Source: House Method

GOAL 1: Make Calasiao as an attractive area for investment

STRAT C: Improve access within Calasiao through partnerships with private companies
(transport network vehicle services).
ACT i. Seek service of a software developer to develop a local transport network vehicle
services application.

PARA (San Fernando City) and Transeek (Butuan) App

Source: Google App ( 2019) and Rappler (2019)

127
GOAL 2: Establish the branding/ image of Calasiao as a tourist service center in
Pangasinan
STRAT D: Improve the urban landscape of Calasiao to give a distinct character.
ACT i: Place eventual system directional signage within the municipality, especially to
tourist attractions to ease the mobility of tourists and residents.

Sample Eventual System Directional Tourist Signages

Source: National Tourism Signing Reference Group (2012)

GOAL 3: Strengthen the cultural and other existing tourist attractions in Calasiao
STRAT B. Develop the existing cultural and other tourism products in Calasiao to increase
its tourists’ value as a destination. = Christmas Village at Children’s and PWD Park
(existing)
ACT i: i. Remove the structure when it is not season and utilize the space by exhibiting
miniatures of the tourist attraction sites in Calasiao and a replica of the winning piece of
Guinness World’s Largest Rice Cake Mosaic set by Calasiao.

Miniature (top) and Marikina’s Biggest Shoes Replica (bottom)

Source: Pinterest (2019) and Trending PH (2019)

128
GOAL 3: Strengthen the cultural and other existing tourist attractions in Calasiao
STRAT B. Develop the existing cultural and other tourism products in Calasiao to increase
its tourists’ value as a destination. = Calasiao Public Plaza
ACT iii. Install interactive colored fountain in Calasiao Public Plaza.

Interactive Foundation
Source: Safe-Rain (2019)

GOAL 4: Institutionalize tourism in local policies and laws in Calasiao

STRAT D: Known for hospitality and people skills as part of the attraction assets of Calasiao.
ACT ii: Organize regular capacity building activities on hospitality and tourism, such as
Tourism Industry Skills Program (TISP) for Pilgrim and Cultural guides, Basic Housekeeping,
training seminars for resort and hotel owners, Regional Tour Guiding training, Filipino Brand
of Service Excellence Trainings for frontliners and Re-implementation of TOPCOP trainings
for safety and security 6. NCII certification for (Housekeeping, Cookery and Food & Beverage).
Special trainings on personality development and communication skills to boost confidence in
dealing with different types of tourists.

Figure 20: Filipino Hospitality

Source: Kabayan Hotel

129
ANNEX H: References

 2018 Edelman TRUST BAROMETER. (2018). Retrieved from:

https://www.edelman.com/research/2018-edelman-trust-barometer.

 ABS-CBN News (2019), Philippines records all time high 7.1 million tourist arrivals in
2018, Retrieved from: https://news.abs-cbn.com/news/01/24/19/philippines-records-all-
time-high-71m-tourist-arrivals-in-2018.

 American Express (n.d.). How Brexit will impact travel to the United Kingdom.
Austria, H. (2018, Nov 29). Philippine News Agency. Puto Fest in Pangasinan town set on
Dec. 13-16. Retrieved from https://www.pna.gov.ph/articles/1055345

 ASEAN (n.d.). Overview – ASEAN tourism ministers meeting. Retrieved from:

https://asean.org/asean-economic-community/asean-tourism-ministers-meeting-m-
atm/overview/.

 Bollozos, W. (2019, June 14). Filipino travelers among the most frugal in the world,
according to a new report. Retrieved from:
https://www.philstar.com/headlines/2019/06/12/1925837/filipino-travelers-among-most-
frugal-world-according-new-report.

 Buan, L. (2017, August 17). PH grants visas on arrival to Chinese nationals. Retrieved
from https://www.rappler.com/nation/179012-ph-visa-upon-arrival-chinese.

 Calasiao Fiesta (n.d.) The Senor Divine Tesoro Story. Retrieved from:
http://calasiaofiesta2011.weebly.com/sr-divino-tesoro-story.html

 Dave, N. (2018 January 29). 8 ways in which IoT is shaping the future of travel industry.
Retrieved from https://www.digitaldoughnut.com/articles/2018/january/ways-in-which-iot-
is-shaping-the-future-of-travel.

 Decapias, Maricel (2014, May 12) Farmers’ day celebrated in Calasiao. Retrieved from:
http://ati.da.gov.ph/rtc1/news/2014/farmers%E2%80%99-day-celebrated-calasiao

 Dilim, J. N. (2019, July 05). A snapshot of the booming tourism of Ilocos Region .
Retrieved from: https://pia.gov.ph/news/articles/1024149.

 Dimasalang, A (2019, Jan 10). Philstar. 2019 PBA All Stars saCalasiao, Pangasinan.
Retrieved from: https://www.philstar.com/pang-masa/pm-
sports/2019/01/10/1883875/2019-pba-all-stars-sa-calasiao-pangasinan

 E-landscape Speciality Solutions (2019), Rain Gardens, Retrieved from:

http://www.e-landscapellc.com/reducing-runoff-through-rain-gardening/
 London Middlesex Master Gardeners), Rain Gardens, Retrieved from:
http://londonmiddlesexmastergardeners.com/rain-gardens/

 Edelman (2019), 9 Trends Shaping Travel in 2019, Retrieved from:

https://www.edelman.com/insights/trends-shaping-travel-tourism-2019

 Economic Characteristics. (n.d.). Retrieved from: https://pangasinan.gov.ph/the-

province/facts-and-figures/economic-characteristics/

130
 Explora (n.d.) Bella’s Puto Factory. Retrieved from: https://explora.ph/attraction/508/bella-
s-puto-factory

 Explora (n.d.) Binmaley Beach. Retrieved fromhttps://explora.ph/attraction/866/binmaley-

beach

 Hapal, D., Nodalo, R., & Flores, J. (2019, April 2). Who's leading the mobile payments
war in PH? Retrieved from https://www.rappler.com/brandrap/data-stories/225782-mobile-
payments-leading-philippines.

 Household Methods (2019), Why Cities should adopt Green Roofs?, Retrieved from:
https://housemethod.com/lifestyle/why-cities-should-adopt-green-roofs/

 Land Use Solutions for Colorado. (n.d.). Land use tool: Parks and Open Space Plan.
Retrieved from https://planningforhazards.com/parks-and-open-space-plan/

 Map of Calasiao, Pangasinan (n.d.). Retrieved

from:https://upload.wikimedia.org/wikipedia/commons/6/63/Ph_locator_pangasinan_calas
iao.png.

 Lake Superior Streams Organization (2019), Underground Storage, Retrieved from:

http://www.lakesuperiorstreams.org/stormwater/toolkit/underground.html

 Lomibao, W. (2018, Dec 19). Philippine Daily Inquirer.Pangasinan town’s ‘puto’ mosaic
makes it to Guinness. Retrieved from https://newsinfo.inquirer.net/1064406/pangasinan-
towns-puto-mosaic-makes-it-to-guinness#ixzz5t668wS6Y

 Magno, Rafael (n.d.) Evangelization of Pangasinan. Retrieved from

https://lingayen-dagupan.org/evangelization-of-pangasinan

 Mawis, S. M. (2018, July 18). Understanding the 'Build, Build, Build' program. Retrieved
from https://business.inquirer.net/254682/understanding-build-build-build-program.

 Municipality of Calasiao (n.d). Facts and Figures. (n.d.). Retrieved

fromhttps://calasiao.gov.ph/index.php/facts-and-figures/

 Nazish, N. (2019, June 27). 10 smart solo travel tips for women by women solo travelers.
Retrieved from https://www.forbes.com/sites/nomanazish/2019/06/27/10-smart-solo-
travel-tips-for-women-by-female-solo-travelers/#62b65329406f.

 Online Bus Booking: Metro Manila To Cala: Travel by Bus: Philippine Online Bus
Reservation. (n.d.). Retrieved from
https://www.pinoytravel.com.ph/booking/search?from=Metro Manila&to=Calasiao.

 Pangasinan (n.d.). Fiestas, Festivals and Events. Retrieved from

https://pangasinan.gov.ph/tourism/fiestas-festivals-and-events/

 Pangasinenses (2010, October 6). Puto Festival of Calasiao. Retrieved from

https://www.asensopangasinan.com/2010/10/06/puto-festival-of-calasiao/

 Philippine Cities (n.d.) Dagupan City, Pangasinan. Retrieved from

https://philippinescities.com/region-1-ilocos-region/dagupan-city-pangasinan/

131
 Philippine Information Agency (2019), Minor Basilica of Our Lady of Manaoag: A site to
visit this Lent, Retrieved from: www.pia.gov.ph/features/articles/1021098.amp

 Philippine Star (2018), Joint Statement of the Philippines and China, Retrieved from:
https://www.philstar.com/headlines/2018/11/21/1870517/full-text-joint-statement-
philippines-and-china.

 Province of Pangasinan (n.d.). About Pangasinan. (n.d.). Retrieved from

http://pangasinan.gov.ph/the-province/about-pangasinan/

 Racamora, J. (2019, February 12). Taiwan targets 500k Pinoy tourists in 2019. The
Philippine News Agency. Retrieved from https://www.pna.gov.ph/articles/1061648

 Region1 Regional Profile. (n.d.). Retrieved from

https://www.dti.gov.ph/regions/region1/r1-profile-of-region.

 RevFine (n.d.). How the internet of things (IoT) can benefit the travel industry. Retrieved
from https://www.revfine.com/internet-of-things-travel-industry/.

 Revfine (2019), Tourism Trends: 13 Opportunities for the Tourism Industry, Retrieved
from: https://www.revfine.com/tourism-trends/

 Rizzo, C. (2018, January 22). Are tourists really canceling their trips to the U.S. because
of Trump? Travel + Leisure. Retrieved from https://www.travelandleisure.com/travel-
tips/travel-trends/trump-tourism-to-us-is-down.

 Rodriguez (2014), PH Services, Retrieved from:

https://www.philstar.com/business/2016/01/22/1545267/asean-pushes-tourism-regional-
integration

 Rome2rio Pty Ltd. (n.d.). Manila to Calasiao - 3 ways to travel via bus, taxi, and car.
Retrieved from https://www.rome2rio.com/s/Manila/Calasiaohttp://www.phbus.com/five-
star-bus/

 San Carlos City (n.d.) Where to go. Retrieved

from:https://sancarloscitypangasinan.gov.ph/index.php/where-to-go-2/

 Sampson (2019, July 15). Airfare is dropping — and you can enjoy the trend through
September. The Washington Post. Retrieved from
https://www.washingtonpost.com/travel/2019/07/15/airfare-is-dropping-you-can-enjoy-
trend-through-september/?noredirect=on&utm_term=.4830c679db06.

 Simple View Europe (2019 January 28). 2019 travel tech trends. Retrieved from:
https://www.simplevieweurope.com/blog/read/2019/01/2019-travel-tech-trends-b105.

 Singapore, Singapore Tourism Board. (n.d.). Capturing the Asian Millennial

 Traveller (pp. 1-37). Asia Travel Leaders Summit. Retrieved

from:https://www.visitsingapore.com/content/dam/MICE/Global/bulletin-board/travel-rave-
reports/Capturing-the-Asian-Millennial-Traveller.pdf.

 Singapore, Singapore Tourism Board. (n.d.). Capturing the Asian Millennial

132
 Traveller (pp. 1-37). Asia Travel Leaders Summit. Retrieved
from:https://www.visitsingapore.com/content/dam/MICE/Global/bulletin-board/travel-rave-
reports/Capturing-the-Asian-Millennial-Traveller.pdf.

 TripAdvisor (2018), 2018 Travel Trends Report: Experiences, Tours and Activities,
Retrieved from: https://www.tripadvisor.com/blog/travel-industry-tourism-trends-
attractions-activities-experiences-2018/

 Triple the Islands (2016), San Fabian: A Great Beach Destination in Pangasinan,
Retrieved from: www.triptheislands.com/off-the-beat-path/san-fabian-a-great-beach-
destination-in-pangasinan/

 UNESCO (n.d.). The next ten years – key trends shaping society. Retrieved from:
http://www.unesco.org/education/tlsf/mods/theme_a/popups/mod03t02s01.html.

 UNWTO (2019), World Tourism Barometer, Retrieved from:

https://www.ttr.tirol/sites/default/files/201902/UNWTO%20Barometer%20Vol.%2017%20
%28J%C3%A4nner%202019%29.pdf.

 UNWTO (2019), International Tourist Arrivals Reach 1.4 billion Two Years Ahead of
Forecasts, Retrieved from: https://www2.unwto.org/press-release/2019-01-
21/international-tourist-arrivals-reach-14-billion-two-years-ahead-forecasts.

 UNWTO (2019), International Tourism Results 2018 and Outlook of 2019, Retrieved from:
http://cf.cdn.unwto.org/sites/all/files/pdf/unwto_barometer_jan19_presentation_en.pdf

 Uy, E. (2018, February 23). What do Pinoy travelers want? Retrieved from:
https://businessmirror.com.ph/2018/02/24/what-do-pinoy-travelers-want/

 Wikipedia (2019), Political Map of Pangasinan, Retrieved from:

https://en.wikipedia.org/wiki/Pangasinan#/media/File:Pangasinan_Political_Map.png

 Yan, S. (2019, July 16). Iran aims to woo 2 million Chinese tourists with visa-free entry
‘within weeks’. The Telegraph. Retrieved
from:https://www.telegraph.co.uk/news/2019/07/16/iran-aims-woo-1-million-chinese-
tourists-visa-free-entry-within/

133
ANNEX I: List of Abbreviations

DOT – Department of Tourism

LGU – Local Government Unit
MICE – Meetings, Incentives, Conventions and Exhibitions
NGO – Non- government organization
PDEA – Philippine Drug Enforcement Agency
PNP – Philippine National Policy
PTFP – Pangasinan Tourism Framework Plan
PTCAO – Provincial Tourism Cultural Affairs Office
MPDO – Municipal Planning DevelopmentOffice
MRF – Material Recovery Facility
OTOP– One town, one product
UNWTO – United Nations World Tourism Organization

134
ANNEX J: List of Figures and Tables

Figure 1 – Map of Pangasinan Table 1 – Point of Entry in Calasiao

showing the location of Calasiao
Figure 2 – Pangasinan Base with Table 2 –Activity-based Tourism
neigboring provinces Map Products of Calasiao, Dagupan,
Lingayen, Binmaley and Manaoag
tourism circuit using DOT Product
Portfolio
Figure 3 – Average Length of Stay Table 3 –Calasiao’s Calendar of Feast
(Nights) and Festivals
Figure 4 – Average Daily Expenditure Table 4 –List of Accredited Tourism
Enterprises in Calasiao, Pangasinan
Figure 5 – Tourist Expenditures- Table 5 –List of Academic Insitutions in
Tourist Receipt (Overnight Guest) Calasiao
Figure 6 – Tourist Expenditures Table 6 –Local Policies and Projects in
(Percentage Share of Expenditures) Calasiao related to tourism
Figure 7 – Repeat Visitation to Tourist Table 7 –Visitor Arrivals in Calasiao
Attractions
Figure 8 – Top Products Table 8 –Investory of Tourists by Country
of Origin (2008-2012)
Figure 9 – Topographic Map of Table 9 – Assessment of Priority Areas
Calasiao
using 4A’s of Tourism
Figure 10 – Maps showing Major Table 10 – Forecast Tourist Arrivals for
Land, Sea, and Air Access in Calasiao Calasiao
Figure 11 – Cluster A: Cultural Table 11 – Comparative and competitive
Tourism of Calasiao strengths and weaknesses of Calasiao
Figure 12 – Senior Divino Tesoro Table 12 – Comparative and
Shrine
competitive Opportunities and Threats
Figure 13 – Sts. Peter and Paul
Parish
Figure 14 – Puto Calasiao
Pasalubong Center
Figure 15 – I Love Calasiao Marker
Figure 16 – Christmas Village
Figure 17 – Cluster B: Educational
Tourism of Calasiao
Figure 18 – Bella’s Puto Calasiao
factory (the original)
Figure 19 – Blacksmithing
Figure 20 – Tinapa (smoke fish)
making
Figure 21 – Cluster C: MICE & Events
of Calasiao
Figure 22 – Calasiao Sports Complex

135
Figure 23 – Sts. Peter and Paul
Parish Church and its green space
going to the convent area
Figure 24 – Calasiao Town Fiesta
(Feast of Señor Divino Tesoro)
Figure 25 – Puto Calasiao Festival
Figure 26 – Accommodation Map in
Calasiao
Figure 27 – Guinness Book of Record:
Largest Photo Rice Cake Mosaic of
Calasiao
Figure 28 – Poblacion Map of
Calasiao
Figure 29 – Existing and Potential
Tourist Service Centers within the
Tourism Circuit of Lingayen –
Binmaley – Dagupan City – Calasiao -
Manaoag
Figure 30– Commercial Center of
Dagupan
Figure 31 – major Road Access in
Calasiao
Figure 32 – Sea access going to
Calasiao
Figure 33 – Nearest air access going
to Calasiao
Figure 34 – Location Map of Calasiao
fFigure 35– Overall Tourism
Development Goals of Calasiao in a
nutshell
Figure 36–Flood Hazard Map of
Calasiao

136