BANI STRATEGIC

TOURISM DEVELOPMENT
ACTION PLAN
 CONTENTS

INTRODUCTION .................................................................................................................. 2
I. Overview of the Philippine Tourism Industry ............................................... 3
II. National Tourism Development Plan 2016-2022 ......................................... 3
CHAPTER 1: TOURISM PROFILE OF BANI ....................................................................... 6
I. Municipality of Bani ..................................................................................... 7
II. Geographic Location ................................................................................... 7
III. Situational Analysis ..................................................................................... 8
A. Area Profile ................................................................................................. 8
B. Existing General Land Uses ........................................................................ 8
C. Climate and Weather .................................................................................. 8
D. Infrastructure ............................................................................................... 9
E. Population ................................................................................................... 9
F. Manpower ................................................................................................. 10
G. Institutional ................................................................................................ 10
IV. Tourism Resources ................................................................................... 10
A. Tourism Products and Attractions ............................................................. 10
B. Accommodation and facilities .................................................................... 12
C. Tourism Market ......................................................................................... 13
D. SWOT ....................................................................................................... 14
CHAPTER 2: DEVELOPMENT GOALS & STRATEGIC OBJECTIVES ............................. 15
I. DEVELOPMENT GOAL ............................................................................ 16
II. STRATEGIC OBJECTIVES ...................................................................... 16
A. Identify and develop core areas for tourism product that is competitive
and offers a diversity of activities for all season......................................... 16
B. Develop and improve market access to sustain tourism livelihood that
contributes to the local economy ............................................................... 17
C. Improve tourism institutional, governance and human resources .............. 17
III. TOURISM PROJECTIONS ....................................................................... 18
CHAPTER 3: PRODUCT DEVELOPMENT ........................................................................ 19
Area 1 .............................................................................................................. 23
Area 2-A ........................................................................................................... 25
Area 2-B ........................................................................................................... 26
Area 3 .............................................................................................................. 27
CHAPTER 4: TOURISM ACTION PLAN ............................................................................ 28
APPENDICES .................................................................................................................... 35

List of Tables

Table 1. Projected Population of Bani 2017-2022 ................................................................. 9

Table 2. Bani Tourism Inventory ......................................................................................... 11
Table 3. Accommodation Establishments (AEs) in Bani & Environs (2014) ......................... 12
Table 4. Pangasinan Tourist Arrivals 2014-2016 ................................................................. 13
Table 5. Bani Day Visitors 2016-2017 ................................................................................. 13
Table 6. 2018-2024 Tourism Projection for Bani ................................................................. 18

List of Figures

Figure 1. Location Map of Municipality of Bani ...................................................................... 7

Figure 2. Existing General Land Use..................................................................................... 8
Figure 3. Bani Tourism Market Flow.................................................................................... 13
Figure 4. Bani Municipal Map .............................................................................................. 21

1
 INTRODUCTION

2
I. Overview of the Philippine Tourism Industry

Philippine foreign tourist arrivals hit 6.6 million in 2017, 11% higher than the previous
year’s 5.97 million in 2016. The National Tourism Development Plan (NTDP) has set
a target of 6.5 million arrivals for 2017. The average growth for tourist arrivals in Asia
and the Pacific and in Southeast Asia is at 6% and 8% respectively based on the 2017
data from the United Nations World Tourism Organization (UNWTO) World Tourism
Barometer.

South Koreans remained the Philippines’ top tourism market last year with arrivals
numbering 1.6 million, almost a quarter of the total tourist arrivals. Boracay and Cebu
were the top destinations for South Koreans.

The market for tourists from China was observed to have remarkable 43% growth,
with the DOT citing the improved ties between the Philippines and China, the added
air routes, and the Visa Upon Arrival (VUA) option for Chinese nationals as growth
drivers.

Php243.23 billion of visitor receipts was recorded from January to September 2017, a
double-digit rise of 36.28 percent from the previous year's P178 billion earnings.

For 2018, the DOT projects 7.4 million tourist arrivals with sports and adventure
tourism taking center stage as the country hosts the World’s Strongest Man, the Iron
Man, and other sports-related events.

II. National Tourism Development Plan 2016-20221

Republic Act 9593 or the Tourism Act of 2009 provides for the development of a
National Tourism Development Plan (NTDP). The NTDP 2016-2022 is an evolution of
its predecessor covering the period of 2011-2016. The NTDP embraces a more
strategic and innovative approach in exploring new opportunities by expanding
community participation across the full range of facilities and services planned in the
Tourism Development Areas thereby creating destination circuits.

The NTDP envisions to develop a globally competitive, environmentally sustainable

and socially responsible tourism industry that promotes inclusive growth through
employment generation and equitable distribution of income thereby contributing to
building a foundation for a high-trust society.

Two strategic directions were identified to achieve its goals and targets, to wit: 1.)
improving competitiveness and enhancing growth; and 2.) pursuing sustainability and
inclusive growth.

In the quest of attaining its tourism vision, the NTDP continues to adopt the cluster
approach as a destination development strategy in the implementation of
complementing programs involving transport networks, infrastructure projects,
accommodation and recreational facilities, human resource development, and
marketing plans, all directed to support the development of tourism destinations
1
Condensed from the Philippine Department of Tourism National Tourism Development Plan 2016-2022

3
throughout the country. From a physical perspective, clustering involves linking
several Tourism Development Areas (TDAs) into a logical grouping of transport
networks, natural and cultural tourism sites, as well as urban service centers that
provide facilities and amenities, all serviced by at least a primary gateway.

TDAs have the following key attributes:

 Good air, sea, and road interconnected systems resulting in ease of travelling
to and within areas;
 Presence of key infrastructure to support power, water, sewage/ solid waste
disposal and telecommunication requirements of the community and expected
visitors;
 Sufficient supply of a range of accommodation facilities;
 Restaurants, shopping, recreational and entertainment facilities; and
 Day and half-day tour/sightseeing programs and activities to natural and
cultural sites.

Some of the TDAs could lack some support infrastructure to adequately meet the
requirements of both the community and expected visitors. Such deficiencies like poor
last mile access, inadequate power, lack of health and safety facilities as well as
comfortable and pleasant activities must be addressed.

The 2016-2022 Plan has rationalized the number of TDAs from 78 to 49 so as to

provide greater focus on the relationship of adjoining clusters in order to implement
the proposed development of tourism circuits.

Following the recommendations for strengthening the institutional capacity of public

and private stakeholders, ensuring participatory governance and creating successful
partnerships, a tourism governance and management framework was formulated to
allow convergence of approach in national, regional, and local levels at both strategic
and tactical horizons.

The Convergence Principle draws heavily on Rule VIII-Tourism Governance and

various chapters of the Tourism Act. Various sections spell out the shared
responsibilities of the national and local governments particularly in tourism
development planning, the formulation of an accreditation system as a basis for
promulgating rules and regulations in the operation of tourism enterprises, and the
designation tourism zones and areas. The establishment of a tourism infrastructure
program to support the needs for vital access roads, airports, seaports, and other
requirements necessitated convergence programs with DPWH and DOTr to provide
priority status and funding of transport infrastructure programs. Likewise, together with
DFA, DOJ, DTI-BOI and DOT policies and practices covering travel formalities and its
facilitation are to be reviewed to develop systems and procedures that will encourage
visits and longer stay of foreign tourists in the Philippines. Also, the National
Ecotourism Strategy formulated by DENR and DOT through the National Ecotourism
Steering Committee (NESC) integrated its efforts in identifying ecotourism sites for its
development, conservation, and eventual conversion into Tourism Enterprise Zones.

A target of 12 million foreign visitor arrivals (visitors inbound) and 89.2 million domestic
travelers (visitors domestic) by 2022 has been set reflecting a compound annual
growth rate of 8.8% from the base year of 2015 for foreign visitor arrivals and an

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average growth rate of 9.6% for domestic travelers covering the period 2016-2022.
Said targets are premised on the timely expansion and improvements of all
international gateways, the opening of new airports (e.g. Bohol and Bicol), the
successful promotions for new air routes and air services, increased seat availability,
modernization of travel facilitation policies and procedures, and substantial
investments to be undertaken by the private sector in expanding the existing transport
systems.

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 CHAPTER 1: TOURISM
PROFILE OF BANI

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I. Municipality of Bani

In 29 July 2008, Bani was classified as a second class municipality. The economic
base of the municipality is predominantly agricultural wherein its products are sold for
local consumption and to the commercial areas of Alaminos, Dagupan City, Urdaneta,
and Baguio City. The municipality falls under the Seventh Level Category or Village
Center.

“As envisioned in the Provincial Development Physical Framework Plan (PDPFP) of

Pangasinan, the Municipality of Bani, while maintaining its being an agricultural and
aqua-marine culture town, shall also be an agri-industrial center and a tourist haven in
the west. Furthermore, the town is expected to become a first class municipality. As
such, the locality shall also have tourist destinations, entertainment outfits and full-
range convenience shops with extension services. The Municipality of Bani likewise
intends to become a model green city by 2020.”2

II. Geographic Location

Located in the western coast of Pangasinan, Bani is known for its agricultural produce
of sweet watermelon and bountiful sea harvest. It lies between two large bodies of
water namely: Tambac Bay on the east and West Philippine Sea on the west. The
town is bounded on the north by Bolinao, on the northeast by Tambac Bay, on the east
by Alaminos, on the southeast by Mabini, and on the south by Agno (See Map).

Figure 1. Location Map of Municipality of Bani

The distances from Bani to its border towns are 26 kilometers from Bolinao, 20
kilometers from Anda, 14 kilometers from Alaminos, and 16 kilometers from Mabini,
22 kilometers from Burgos and 14 kilometers from Agno. As to its distances to Urban
Centers, Bani is 62 kilometers from Lingayen, the capital town of the Province of
Pangasinan, 76 kilometers from Dagupan City, 252 kilometers from Metro Manila, 133
kilometers from Baguio City, the Summer Capital of the Philippines, and 94 kilometers
from San Fernando City, which is the Regional Center of Region I.

2
Comprehensive Land Use Plan 2013-2022, Municipality of Bani

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III. Situational Analysis

A. Area Profile

It is reported in the Comprehensive Land Use Plan (CLUP) of the Municipality of Bani
that the tourism area has an aggregated total of 144.00 hectares. The tourism area
includes the Town Center in Brgy. Poblacion, the Olanen Cove/Old Woods Beach
Resort, the Crispina Mountain Resort, Surip Beach, Surip Mountain Resort, Hide Away
Lodge, the Surip Pilgrimage Site, the Tiep Vista and Caves in Barangay Centro Toma
and barangay Colayo. These sites combined accounts for 0.75% of the total municipal
area.

The total road network of the municipality (including easements and the dike upon
which travel and transport are also conducted) has been determined to be about
236.10 hectares or approximately 1.23% of the total municipal land area. Rural roads
comprise about 149.08 kilometers in length.

B. Existing General Land Uses

Bani is predominantly an agricultural community. It is comprised of twenty-seven (27)

barangays with a total land area of 19,243.6075 hectares. It is inhabited by 45,758
people in the year 2010 per municipal demographic data, thus with a population
density of about 2.37 persons per hectare. The following were the observed land uses
in the municipality:

Figure 2. Existing General Land Use

C. Climate and Weather

The climate of Bani, which is mild and pleasant, is characterized by two well-
pronounced seasons: dry and wet season. The dry season usually starts in the month
of November until May with occasional light or very light rainfall. The driest months
are January to May. The wet season is from June to October where heavy and

8
continuous rains are experienced brought about by typhoons and tropical storms
visiting the country.

Per Climatological Data of the Province of Pangasinan as of 1995, Bani’s temperature

ranged from 21.6º to 34.7ºC or a minimum temperature of 23.9º C and 31.9º C
maximum. Relative humidity was 87.3. Also, in the same year, there were 144 rainy
days with 1,843.8 mm or an average of 12 and 153.7 mm, respectively. Wind direction
most of the time from northeast has an average of 178.3 mps with speed of 31 mps,
and atmospheric pressure of 1,008.5 psi.

D. Infrastructure

All barangays in Bani are energized, with 24-hour access to electricity. For water, the
Bani Water District addresses the water requirements of the municipality. In terms of
waste management, Bani has an existing landfill able to address the projected growth
of the population. Further, 3 telecommunication companies operate in Bani, providing
telephone, internet and mobile connectivity.

It must be noted that the projections used in the estimate of provision of these utilities
may not have taken into account tourism and its indirect effects (e.g. increased
commercial requirements and waste generation, increase in residents due to more job
opportunities). As such, additional capacities and improvement of infrastructure for
electricity, water, waste management and telecommunications (e.g. cellphone signal
and mobile internet) may be needed, particularly in tourist attractions.

Bani has experienced much improvement for roads in recent years. For the purposes
of tourism, last mile connectivity has improved due to the number of Tourism Roads
that have been constructed through the DOT-DPWH convergence program. Primary
mode of transportation in Bani is via motorcycle and tricycle. For sea transport, local
fishermen have already opened up their services and fishing boats for tourism
purposes.

E. Population

Table 1. Projected Population of Bani 2017-2022

Barangay Projected Population

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
A. Urban
1. Poblacion 3,697 3,870 3,905 3,941 3,977 4,014 4,051 4,088 4,125 4,163 4,201 4, 238
Subtotal 3,697 3,870 3,905 3,941 3,977 4,014 4,051 4,088 4,125 4,163 4,201 4, 238
B. Rural
1. Ambabaay 1,898 1,987 2,005 2,023 2,042 2,061 2,080 2,099 2,118 2,137 2,157 2,176
2. Aporao 670 701 708 714 721 727 734 741 748 754 761 767
3. Arwas 1,644 1,721 1,737 1,753 1,769 1,785 1,801 1,818 1,834 1,851 1,868 1,884
4. Ballag 873 914 922 931 939 948 957 965 974 983 992 1,000
5. Banog Norte 1,978 2,070 2,089 2,109 2,128 2,148 2,167 2,187 2,207 2,227 2,248 2,268
6. Banog Sur 1,573 1,647 1,662 1,677 1,692 1,708 1,723 1,739 1,755 1,771 1,788 1,804
7. Calabeng 876 917 925 934 942 951 960 969 977 986 996 1,004
8. Centro Toma 2,009 2,103 2,122 2,142 2,161 2,181 2,201 2,221 2,242 2,262 2,283 2,303
9. Colayo 1,734 1,815 1,832 1,849 1,865 1,883 1,900 1,917 1,935 1,953 1,971 1,988
10. Dacap Norte 942 986 995 1,004 1,013 1,023 1,032 1,042 1,051 1,061 1,071 1,080
11. Dacap Sur 2,024 2,119 2,138 2,158 2,177 2,197 2,218 2,238 2,259 2,279 2,300 2,320
12. Garrita 1,491 1,561 1,575 1,589 1,604 1,619 1,634 1,649 1,664 1,679 1,694 1,709
13. Luac 1,879 1,967 1,985 2,003 2,021 2,040 2,59 2,078 2,097 2,116 2,135 2,154
14. Macabit 1,150 1,204 1,215 1,226 1,237 1,249 1,260 1,272 1,283 1,295 1,307 1,318

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15. Masidem 1,153 1,207 1,218 1,229 1,240 1,252 1,263 1,275 1,287 1,298 1,310 1,321
16. Quinaoayanan 2,886 3,021 3,049 3,077 3,105 3,133 3,162 3,191 3,220 3,250 3,280 3,309
17. Ranao 2,384 2,495 2,518 2,541 2,565 2,588 2,612 2,636 2,660 2,685 2,709 2,733
18. Ranom Iloco 1,676 1,754 1,770 1,787 1,803 1,820 1,836 1,853 1,870 1,887 1,905 1,922
19. San Jose 1,897 1,986 2,004 2,022 2,041 2,060 2,078 2,098 2,117 2,136 2,156 2,175
20. San Miguel 3,439 3,600 3,633 3,666 3,700 3,734 3,768 3,803 3,837 3,873 3,908 3,943
21. San Simon 1,159 1,213 1,224 1,236 1,247 1,258 1,270 1,282 1,293 1,305 1,317 1,328
Source: CLUP of Bani

F. Manpower

Agriculture has been the primary industry of Bani, making farming and fishing the chief
occupations in the municipality. The Poblacion barangay has 136 of the total
establishments with 395 workers while the other barangays host 74 establishments with 217
workers. Thus, 73% of the commercial establishments are concentrated in the Poblacion.

With the advent of the K-12 curricula and the growing tourism industry in the whole of
Pangasinan, there has been rising interest in the tourism and hospitality professions.

However, in order to sufficiently supply the human resource requirement of the various
sectors engaged in tourism operations for the coming years, more tourism
professional, technical and vocational courses and proficiencies must be introduced
to the local labor pool. This would not only facilitate quality service to domestic and
foreign tourists alike but also involve more residents to the industry, providing
employment and alternate livelihoods.

G. Institutional

Despite lacking formal tourism plantilla staff, Bani has had small successes in
developing their local tourism industry. In addition to having an established tourism
office located near the Municipal Hall, efforts have been made to organize
communities, local businesses and other stakeholders in preparation for tourism
activities.

Simple mechanisms and services have been established in a number of tourist

attractions, with the communities and stakeholders functioning as the primary service
providers and beneficiaries. Existing as well are a number of civic and industry
associations who have expressed interest and support in developing the tourism
industry. Further, with assistance from the Department of Tourism- Region I, a number
of tourism stakeholders and front liners has been provided training.

IV. Tourism Resources

A. Tourism Products and Attractions

The following tourism products presented in this section are based on the results of
the workshop conducted with the different local stakeholders from the area:

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 Table 2. Bani Tourism Inventory

Category Attraction Location Activities

Nature Tourism Busay Calabeng Calabeng Trekking, Swimming,
Forests, rivers and (Falls) Picnic, Pictorial, Fieldtrip
lakes (inland waters), Bird Watching, Boating,
coastal and marine Bangrin Mangrove Aporao Mangrove Planting,
areas, mountains, Area Cleaning, Fieldtrip
caves and other Trekking, Swimming,
geological formations, Busay Olanen (Falls) Dacap Sur Picnic
and wildlife (wild flora Tiep Vista Tiep Breakfast
and fauna) Angel Cave Centro Toma Caving
Nalsoc Cave Colayo Caving
Tipor Cave Tipor Caving
Kimabalyo Ballag Horseback riding
Baliwangga Ranao Trekking
Communal Forest
Cultural Tourism Surip Centro Toma Pilgrimage, Wedding,
(Forts, cathedrals and Pictorial
churches, gardens, Olanen Fishing Village Dacap Sur Farm Tourism
street and town sites, Municipal Farm Poblacion Historical
historical roads and Pakwan Festival Poblacion Historical
paths, historic 13 Marter Poblacion Historical
remains, museums, Old Houses Historical
art museums, zoo and Old Town House Historical
botanical gardens, Old School Historical
aquariums other DLC
structures and
buildings, events and
festivals, folk music
and dance, local
culture)
Sun and Beach Olanen Beach Dacap Sur Diving, Boat Riding,
Tourism Island Hopping, Fishing,
Beach, water Surip Beach Centro Toma Snorkeling
activities, island
hopping Tubong Beach Dacap Sur Boat riding, Cliff diving,
Alicupen Beach Dacap Sur Diving, Snorkeling
Polipol Island Colayo
Swimming
Sand Bathing
Island Hopping
Leisure and
Entertainment
Tourism
(Golf courses, tennis
courts, cycling roads
and areas, hiking
courses, camping
grounds, nature trails

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 Category Attraction Location Activities
and paths, large scale
parks, leisure-land,
theme parks, sports
and resort complex,
other sports and
recreational facilities)
Meetings, Incentives, Crispina Mountain Poblacion Wedding, Meetings,
Conventions and Resort Trainings, Seminar,
Exhibitions (MICE) Oldwoods Dacap Sur Camping
and Events Tourism Hideaway Centro Toma
(Trainings, study Prima Vista Banog Norte
tours, conferences, Villa Camba Garrita Special Occasions
meetings) Evacuation Center Poblacion Seminars, Trainings
Function Hall Poblacion Seminars, Trainings
Bulwagan Poblacion Special Occasions
Plaza Poblacion
Health, Wellness and Hideaway Centro Toma Spa, relaxation
Retirement Tourism Oldwoods Dacap Sur Spa, relaxation
(Medical treatment,
spa,
aesthetics, retirement
villages)
Cruise and Nautical
Tourism (Cruise) N/A N/A N/A

Diving and Marine Surip-Olanen San Simon SCUBA diving

Sports Tourism seascape Centro Toma
(SCUBA diving, Ducap Sur
boating) Colayo

Education Tourism Senior High Schools Bani Lecture, Training,

(Courses, Training) Seminars

B. Accommodation and facilities

Table 3. Accommodation Establishments (AEs) in Bani & Environs (2014)

Province/City/ Regular Seasonal Total

AEs Rooms
Municipality Employees Employees Employees
Pangasinan 253 3,249 1,441 780 2,221
Alaminos City 55 511 199 75 274
Bani 2 22 6 16 22
Bolinao 35 510 224 189 413
Source: Department of Tourism

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 As of the 2014 Accommodation Capacity Survey conducted by the Department of
Tourism, Bani had 2 Accommodation Establishments comprising 22 rooms, with 1
establishment looking to expand its rooms. Employment numbered 6 regular and 16
seasonal employees.

C. Tourism Market

Given the small number of Accommodation Establishments in Bani, its tourism market
is assumed to be largely comprised of day visitors coming from neighboring provinces
who stayed in the neighboring town of Bolinao and the city of Alaminos. Below is a
diagram of tourist market origin and flow:

Figure 3. Bani Tourism Market Flow

Table 4. Pangasinan Tourist Arrivals 2014-2016

Province/ 2016 2015 2014

Municipality Foreign Domestic Total % Foreign Domestic Total % Foreign Domestic Total %
Pangasinan 17,950 764,001 781,951 100 7,550 468,929 476,479 100 13,096 382,910 396,006 100
Alaminos 2,838 27,461 30,299 3.87 4,086 44,677 48,763 10.23 4,047 29,354 33,401 8.43
Bolinao 3,012 127,899 130,911 16.74 2,172 64,474 66,646 13.99 5,592 97,110 102,702 25.93
Source: Department of Tourism

Table 5. Bani Day Visitors 2016-2017

2015 2016
Municipality
Foreign Domestic Total Foreign Domestic Total
Bani 90 4,031 4,121 883 36,830 37,713
Source: Bani Tourism Office

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 D. SWOT

A workshop participated by local stakeholders was conducted to determine the

strengths, weakness, opportunities and threats of the local tourism industry. The
SWOT analysis covers the area of labor, finance, access to market, transportation,
site and facilities, knowledge resource, education and training, and business climate.
(See Appendix A: SWOT Analysis)

The strengths of Bani provide a clear-cut view of its potential for tourism development.
Its natural resources and landscapes are the key strengths which ensure the potential
of the area. Likewise, addressing its weaknesses will improve Bani’s key tourism
elements. The growth in tourism will deliver a strong opportunity in the local economy,
particularly on job generation and micro and small enterprises.

Access to financial institutions is an area that needs to be improved to promote growth

of MSMES. Capacity-building and other support programs to enhance tourism
development should be undertaken to meet expected progress.

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 CHAPTER 2:
DEVELOPMENT GOALS &
STRATEGIC OBJECTIVES

15
I. DEVELOPMENT GOAL

Mandated by Republic Act No. 9593, the National Tourism Development Plan (NTDP),
provides a national framework to harness the development of tourism as an economic
engine for sustainable growth. The overall goal of the NTDP is to focus on developing
highly competitive and environmentally and socially responsible tourism that delivers
more widely distributed income and employment opportunities.

The Municipality of Bani considers tourism as one of the pillars for their socio-
economic development. Bani envisions to become:

“A FIRST CLASS, PROGRESSIVE, PEACEFUL MUNICIPALITY AND PREMIER

TOURIST DESTINATION ACTIVELY RESPONDING TO SOCIAL, ECONOMIC AND
ENVIRONMENTAL NEEDS OF ITS GOD-FEARING PEOPLE THROUGH
EDUCATION, PARTICIPATION AND EMPOWERMENT.”

Anchored on the vision of the Municipality, and guided by the principles of the NTDP’s
development strategies, with its outstanding natural resources and cultural resources,
the overall development goal for tourism is:

“To make Bani a must experience destination in Pangasinan”

II. STRATEGIC OBJECTIVES

Making Bani a must experience destination in Pangasinan, the plan specifically aims
to:
1. Identify and develop core areas for tourism product that is competitive and
offers a diversity of activities for all season;
2. Develop and improve market access to sustain tourism livelihood that
contributes to the local economy; and
3. Improve local tourism institutions, governance and human resources;

To be able to achieve the set objectives and position Bani as a must experience
destination, the following strategic directions shall be adopted:

A. Identify and develop core areas for tourism product that is competitive
and offers a diversity of activities for all season

In order to establish Bani as a must experience destination, the plan identified 4 core
areas for tourism development. These areas are capable of delivering higher growth
of visitor arrivals and receipts, making a wider spread of benefits to the community.
Each of the identified core area provide a variety of activities complemented by the
quality of the tourism resources and facilities available in the area.

A thematic type of improvement will deliver quality experiences in the 4 core areas.
The areas identified shall complement each other, thus, forming a circuit of tourist
activities within the Municipality.

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The product profile of the 4 core areas introduces the product’s current value to the
tourism market. These product profiles are used as reference to the thematic
development of the area:

Nature-based tourism is any form of tourism that relies primarily on the natural
environment for its attraction or settings. It can be categorized into two types; 1.)
Nature recreation wherein primary motivation of engaging in recreational or
educational activities; and 2.) Adventure tourism where tourists seek to engage in
activities that are oriented to physical exertion.

Cultural tourism is based on the search for participation in new cultural experiences,
whether they are aesthetic, intellectual, or emotional. Cultural tourism for Bani may be
categorized as a living cultural experiences through its local music, gastronomy,
traditional events, handicrafts, rural communities and agriculture.

Sun and Beach Tourism this refers to relaxation activities on or near the beach.

Nautical tourism brings together sports, recreational activities and tourism. It is the
navigation and journeying of tourists/boaters in vessels and in nautical tourism ports,
aimed at recreation and entertainment.
B. Develop and improve market access to sustain tourism livelihood that
contributes to the local economy

One of the major components of destination development is infrastructure and

accessibility. No matter how attractive and appealing a tourism product or destination
may be, if there is insufficient infrastructure and the access is unsatisfactory, a high
turn-out of tourists will not be possible. It is always imperative to ensure the pleasant
experience of the tourists in a destination. Improvement of access roads leading to
tourist attractions is necessary to be able to provide an enjoyable and memorable
tourist experience.

The tourism development plan for Bani entails identification and construction of the
needed tourism infrastructure and amenities such as: visitor center that promotes the
tourism products in the locality; roads leading to the sites; fish and boat landing
facilities, waiting sheds; water system, and etc. During the stakeholder consultation
attended by representatives of the affected sectors, construction of new road system
and other tourism support infrastructure within the tourism areas was identified. The
development of tourism facilities shall also provide other use that will provide access
to the community to conveniently convey their produce to the market.

C. Improve tourism institutional, governance and human resources

Plan implementation shall be led by the LGU of Bani with support from the local
industry and civic associations. Plan implementers, as well as the involved
stakeholders, need to be capacitated through tourism training programs to ensure
success of implementation. Necessary training programs have to be identified as well
as the required resources. Inasmuch as locals in the affected areas will be given
priority employment in the development, they too need to be capacitated. It is also
imperative that appropriate and needed policy support, and institutional mechanisms
are in place to ensure smooth implementation of the plan.

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 III. TOURISM PROJECTIONS

The table below provides the tourism visitor arrivals in the area, considering the lack
of available accommodation facilities, the projection was assumed to have a
combination of overnight stay and day visits. While data is limited on the overall
performance of tourism in the area, the projection used a simple statistical
extrapolation using Alaminos and Bolinao as proxy data to strengthen assumptions
and arrive at a good projection.

Table 6. 2018-2024 Tourism Projection for Bani

Year Baseline 2018 2019 2020 2021 2022 2023 2024

(2017)
Bani Visitor Arrivals 37,713 46,643 57,689 71,349 88,245 109,141 134,986 166,950

Foreign 883 1,092 1,351 1,671 2,066 2,555 3,161 3,909

Domestic 36,830 45,551 56,338 69,679 86,179 106,586 131,825 163,041

Average Daily
2,172 2,172 2,172 2,172 2,172 2,172 2,172 2,172
Expenditure (Php)3
Visitor Receipts
81,913 101,310 125,300 154,971 191,668 237,055 293,189 362,616
(Thousands Php)
Source of basic data: Bani Tourism Arrivals

3
2015 Domestic Average Daily Expenditure

18
CHAPTER 3: PRODUCT
DEVELOPMENT

19
New tourism products and activities need to be developed within the 4 core identified
areas, in partnership with DOT Region I and private sector, to provide a unique and
quality tourist experience.

One day tours may also be developed featuring the area’s natural features and
seascapes, and may be added/connected to the other identified core areas. To add
to the diversity of products to be offered, development of other products and activities
that are of special interest may be done. Stakeholders and locals to be
engaged/employed in tourism including the adjacent areas will have to undergo
capacity building and tourism frontline training programs.

Tour packages can also be developed with the private sector linking them to tour
operators from Alaminos and Bolinao. Development of adventure tourism products
may be coordinated with the Department of Tourism specifically the training
component to ensure that standard for these products are being adhered to.

There is a need for the LGU to conduct a research or study on dishes/cuisines that
are unique to Bani and may be labeled “Kulinarya Bani”. Once identified, the DOT
may be requested to conduct an appropriate training program on food preparation and
handling.

It is essential for the LGU to implement public-private partnerships to be able to

successfully carry-out the development of tourism products and marketing strategy to
enjoy a high turn-out of tourists. A familiarization tour for media invitees (print,
broadcast, TV and internet) will be helpful to showcase tourist attractions and activities
in Bani. The LGU should work with the Provincial Tourism Office in encouraging tour
operators in Pangasinan and other towns in the province to link the activities and
attractions of Bani to their respective areas. The LGU should develop very attractive
and unique tour packages that are only offered in the Municipality due to their natural
and cultural attributes. Tour operators from Manila should be given a familiarization
tour as well, for them to promote and sell the tour packages that were developed.

There will also be a need to develop unique souvenir products, and identify strategic
locations for souvenir shops particularly in the 4 core tourism areas.

20
 Nalsoc Cave

Alicupen Beach

Polipol Angel Cave

Surip Cave
Bangrin Pavilion
Olanen Fishing
Bangrin Mangrove Area
Village Busay Olanen
Environmental Fee Collection
Tubong Beach Parking Area AREA 3
AREA 1 Busay Calabeng
Pataga Fish Port

AREA 2-A

Municipal Farm

Bani Municipal Hall

AREA 2-B

Figure 4. Bani Municipal Map

Bani has a variety of tourism assets; however, for the short to medium-term, four
thematic areas comprising priority sites are identified for development:

AREA 1

Surip-Olanen Seascape and environs, comprising:

 Olanen Beach (and Fishing Village)
 Surip Beach (and Cave)
 Alicupen Beach
 Tubong Beach
 Polipol Island

The Surip-Olanen Seascape, including its environs of beaches and fishing village, is
one of the recommended priority developments for Bani. Its pristine beaches and
rock/coral formations already has an existing market base with its community support
and tour packages. In addition to current beach relaxation, boating and snorkeling
activities, surfing is another potential product worth developing given the size and
shape of the waves in the area. Further, Diving and Macrophotography may also be
explored.

Busay Olanen (Olanen Falls)

Busay Olanen features a 3-storey waterfall, through a moderate 1 kilometer trek, which
may roughly take some 30-45 minutes depending on the capabilities of the tourists.
With small improvements to the trail (i.e. signages, ladders and platforms), the site

21
may be marketed as a secondary destination, adding to the diversity of Bani’s core
tourism products.

Surip Pilgrimage Site

Overlooking the West Philippine Sea and through the Olanen-Surip seascape, the
Surip Pilgrimage Site features a monument in the form of Christ the Redeemer that is
often visited by pilgrims during Holy Week.

Angel Cave
Already renowned in the caving scene, Angel Cave may be considered as a priority
tourism site, following proper site management through partnership with the DENR.
With improved accessibility by 2018/2019 following completion of the DOT-DPWH
Tourism Road Infrastructure Project, ample safeguards must be in place in order to
preserve the beauty of this natural asset.

Nalsoc Cave
Having completed inspection by the DENR, Nalsoc Cave already has its
environmental management plan for implementation. Its proximity to the Olanen-Surip
seascape, particularly Alicupen beach, and Angel cave makes it a viable secondary
site for development.

AREA 2-A

Busay Calabeng (Calabeng Falls)

With an already established domestic market base, this privately-owned waterfall may
also act as a complementary destination to Bani’s core tourism products. Though
negotiations to transfer the ownership of land is underway, integral also in the short-
term are the on-site development of facilities (i.e. rest rooms, picnic tables and trail
improvements), and the amendment/updating of local ordinance pertaining to
entrance/environmental fees.

AREA 2-B

Bani Municipal Farm

The Municipal Farm is another recommended priority development for Bani given that
it would further promote the growth local agriculture and enterprises. Given the already
extensive research on watermelons by the municipality and its affiliate industry
associations, the Municipal Farm is very a viable Farm Tourism site (Farm Camp).

AREA 3

Bangrin Mangrove Area

Bangrin Mangrove Area is a recommended priority development, given its great
potential to provide additional local employment and revenue. Although boating
activities/tours operations are limited to the afternoon due to tide/water level
considerations, its calm waters, fishing industry and environs may be enhanced to
develop new tourism activities. Infrastructure improvements (internal boardwalk) will
also be pursued to enable whole-day tourism operations (i.e. walking tours). Further,
firefly watching is also recommended to be explored.

22
Name: Area 1
Location & Sitios Surip and Olanen, comprising the following sites:
Composition Olanen Beach, Surip Beach, Alicupen Beach, Tubong Beach,
Polipol Island, Busay Olanen, Angel Cave and Nalsoc Cave
Main Tourism Coastal beaches, terrestrial and marine biodiversity, forests,
Resources caves, cuisine and festivals
Primary Access Primary access to Surip-Olanen seascape through Olanen
Beach/Fishing Village. With completion of TRIP to Alicupen
Beach, accessibility, visitor management and tourist services
will improve.
Market-Product Development
Positioning: Beach, Nature-Culture Based tourism destination
Primary Products: Nature, Adventure, Culture Tourism
Secondary Products: Farm tourism (marine)
Key Markets: Domestic Markets
Strategic Markets: Australia, USA, Japan, Korea
Activities: Beach Relaxation, Swimming, Diving, Snorkeling, Surfing, Trekking, Caving,
Macro Photography
Major Tourism Site and Attraction Enhancements
Olanen Beach/  Improve (tourist and fishing) boat landing/mooring
Fishing Village  Establish Bay walk and Commercial area
 Construction of public toilets and shower areas

Busay Olanen  Construction of ladders, platforms and signages

Angel & Nalsoc Cave  Construction/improvement of road connectivity and

signages

Alicupen Beach  Construction/improvement of road connectivity and

signages

Surip Pilgrimage  Construction of public toilets and signages

 Establishment of multi-purpose and commercial areas
Institutional Support Initiatives
Surip-Olanen  Protocols/guidelines (boating, snorkeling, surfing, safety,
Seascape disaster/risk/crisis)
 Fishing Code
 Capacity building (local community development, tourism
awareness, front line services, tour guiding)

Busay Olanen  Protocols/guidelines (trekking, safety and

disaster/risk/crisis)
 Trail Management
 Capacity building (tourism awareness, tour guiding)

Angel & Nalsoc  Observation of Caving guidelines

Caves  Capacity building (cave guiding)

Area Map
23
 24

Nalsoc Cave

Alicupen Beach

Polipol

Angel Cave

Surip Cave

Busay Olanen
Olanen Fishing Village

Tubong Beach

Area 1

24
Name: Area 2-A
Location & Barangay Calabeng, comprising Busay Calabeng
Composition
Main Tourism Terrestrial formations, waterfalls and river pools
Resources
Primary Access Primary access through private property (rough road), from
secondary/municipal road.
Market-Product Development
Positioning: Nature-Based tourism destination
Primary Products: Nature, Adventure Tourism
Secondary Products: Culture Tourism
Key Markets: Domestic Markets
Strategic Markets: USA, UK, Germany, France, Scandinavia
Activities: Swimming, Trekking, Picnic
Major Tourism Site and Attraction Enhancements
Busay  Construction/improvement of road connectivity and signages
Calabeng  Construction of public toilets and shower areas
 Procurement of land ownership
 Improvement of trail, path leading to site
 Construction/improvement of on-site facilities (e.g. picnic tables,
benches)
Institutional Support Initiatives
Busay  Protocols/guidelines (trekking, safety, disaster/risk/crisis)
Calabeng  Capacity building (local community development, tour guiding)
 Local ordinance on the rationalization of environmental fees
Area Map

Environmental Fee Collection

Parking Area

Busay Calabeng

Area 2-A

25
 26
Name: Area 2-B
Location & Poblacion, comprising Municipal Farm
Composition
Main Tourism Agricultural produce, animal husbandry, extensive watermelon
Resources research
Primary Access Although the municipal farm is situated along the national road, the
access road leading to the site needs rehabilitation and widening
Market-Product Development
Positioning: Nature-Based tourism destination
Primary Products: Farm Tourism
Secondary Products: Culture Tourism
Key Markets: Domestic Markets
Strategic Markets:
Activities: Farming, Educational Tours, Livestock Interaction
Major Tourism Site and Attraction Enhancements
Municipal Farm  Construction/improvement of road connectivity and signages
 Construction/designation of on-site facilities (e.g. briefing area,
public toilets)
 Off-site market improvements (for retail of fresh and processed
farm produce)
Institutional Support Initiatives
Municipal Farm  Protocols/guidelines (farming, livestock interaction, safety,
disaster/risk/crisis)
 Capacity building (tourism awareness, front line services, farm
tourism, tour guiding)
Area Map

Municipal Farm

Area 2-B

26
Name: Area 3
Location & Barangay Aporao, comprising Bangrin Mangrove Area
Composition
Main Tourism Terrestrial and marine biodiversity, endemic and migratory
Resources birds, mangrove forests
Primary Access Primary access through completed tourism road leading to
Pataga Fishport as jump-off to the pavilion and mangrove area
Market-Product Development
Positioning: Nature-Based tourism destination
Primary Products: Nature-Based, Farm Tourism
Secondary Products: Adventure Tourism
Key Markets: Domestic Markets
Strategic Markets: USA, UK, Germany, France, Scandinavia
Activities: Ecotourism, Farm Tourism, Boating, Kayaking, Mangrove Planting, Dining,
Firefly Watching, Educational Tours, River Tubing
Major Tourism Site and Attraction Enhancements
Bangrin Mangrove  Construction of internal boardwalk in mangrove area
Area  Renovation of pavilion
 Operation of floating restaurant
Institutional Support Initiatives
Bangrin Mangrove  Protocols/guidelines (boating, kayaking, safety,
Area disaster/risk/crisis)
 Capacity building (local community development, business
planning, kulinarya, tourism awareness, front line services,
farm tourism, tour guiding)
 Updating of Bangrin EMP
Area Map

Bangrin Pavilion

Bangrin Mangrove Area

Pataga Fish Port

Signage

Area 3

27
 28

CHAPTER 4: TOURISM ACTION PLAN

 Timing Cost Lead Responsible
Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
1. Identify and develop core areas for tourism product that is competitive and offers a diversity of activities for all season

1.1 Diversify Product Development 12 Million

1.1.1 Pursue the  Identify and develop tourism products that will x x x LGU, DOT, PRIVATE Number of
development of complement an itinerary of tour packages SECTOR products
tourism circuits and  Develop major tourism activities in the 4 core areas developed
corridors by improving  Assess actual tour itineraries through actual experimental
connectivity of trips
tourism sites, urban
service centers and
accommodation
facilities of varying
categories
1.1.2 Develop a short list of  Improve trails and introduce new facilities (e.g. bike trails, X X LGU, DOT, PRIVATE Number of sites
sites for low-density camping sites, picnic grounds, view decks, ecolodges) SECTOR for low density
recreation and  If found meritorious, create a business development unit recreation and
educational purposes within the LGU’s/site’s organizational structure to guide education
and open up for operations of commercial activities developed
private sector  Create visitor centers in the welcoming area which will
investment in trails provide information to better appreciate the natural
(walking and biking), environment and conservation efforts being undertaken
picnic sites, camping
grounds, eco-lodges
where feasible, and
other support facilities
1.1.3 Undertake  Identify and develop model farms x x LGU, DOT, PRIVATE Number of farm
development of Farm  Push for the DOT accreditation of farm tourism sites SECTOR tourism sites
and cultural Tourism  Design farm tour programs developed and
promoted
1.1.4 Expand and  Pursue extensive product market research to identify and x x x x LGU, DOT, PRIVATE Number of number
strengthen the line-up quantify special interest market segments (nature and SECTOR of nature and
of nature and culture- culture-based) culture base
based products  Update the profiling of nature and culture-based products products improved
and pursue improvement of site facilities in conformity
with quality and standards

29
 30

Timing Cost Lead Responsible

Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
1.2 Develop Cultural Offerings in Tourism 2 Million
1.2.1 Promote relevant  Expand local tourism calendar of events for year-round x x x x x x x LGU, DOT Number of cultural
cultural events and tourism activity events and
activities in the  Promote heritage houses activities promoted
tourism calendar  Develop local museum/nature interpretation center/s
1.2.2 Work with tour  With assistance from local travel associations, prepare x x LGU, NCCA, PRIVATE Coordination and
agencies to expand data base of existing historic/cultural tour programs SECTOR networking with
heritage tours and presently being offered and evaluate its popularity and tour agencies
programs improve program if necessary conducted
1.3 Design and Implement Marketing Program 5 Million
1.3.1 Promote domestic  Undertake a tourism awareness campaign to promote a x x x x x x x LGU, DOT Number of
tourism “culture of tourism” domestic
 Launch a domestic tourism campaign to promote new promotions
destinations with special focus on cultural, historical and conducted
ecological elements
 Develop Bani website
1.3.2 Rationalize the  Identify existing inventory of all collateral materials x x x LGU, DOT Number of
production of tourism- currently being used promotional
related collateral  Conduct survey on collaterals most needed by all users collaterals
materials  Prepare list of materials identified as most essential and produced
prioritize
 Agree on efficient production runs and establish
distribution scheme
1.3.3 Prepare an annual  With consultations from tourism associations, develop a x x x x x x x LGU, PRIVATE SECTOR Annual tourism
Tourism Special Tourism Calendar of events consisting of existing events special events
Events calendar that merit recognition and new events that complements calendar prepared
PR efforts and increase visitor traffic. These can be
thematic events such as culinary shows, sports, musical
and cultural events, etc.
1.4 Develop Human Resource Capacity and Improve Service Standards 1.5 Million
1.4.1 Facilitate tourism  Train accredited tour guides x x x LGU, DOT, TESDA, DA, Number of
education and training  Accommodation Establishment accreditation trainings DENR, DILG trainings
especially for tour and seminars conducted
guides and build  Trainings and seminars for/from PNP, BFP, MDRRMO
capacity of the public and volunteers
sector  Technical support training from other agencies
 Timing Cost Lead Responsible
Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
 Create a culture of tourism that promotes good hosting
especially for frontline service workers
 Provide training on sustainable tourism for host
communities and LGUs
1.4.2 Strengthen industry  Promote K-12 tourism education in high schools x x x x x LGU, DepEd Number of tourism
and the K-12 tourism  Facilitate K-12 internship program to provide internships for K-
education offering opportunities to actual industry practices 12 students

1.5 Promote Quality Standards 1 Million

1.5.1 Embrace quality  Meet tourist demand satisfaction through quality tourism x x x x x x x LGU, PRIVATE SECTOR Culture of tourism
standards experience and services institutionalized
 Improve cleanliness, safety and security, and accessibility
(e.g. PWD, senior citizens)

1.5.2 Creation of tourist  Participate in the TOP COP program x x x x LGU, PNP, DOT Number of training
police forces in tourist  Coordinate with PNP for the development of training programs
areas with programs for barangay/community level procedures and conducted
appropriate training systems for security personnel (e.g. barangay tanod)
1.6 Adopt Measures to Enhance Environmental Preservation and Climate Change Adaptation 1.5 Million
1.6.1 Promote green  Strengthen the implementation of the solid/liquid waste x x x LGU, DTI, DENR Green
technologies and management technologies and
innovative  Encourage tourism enterprises to utilize green and innovative
conservation climate resilient technologies (e.g. building design, and conservation
measures operations) measures
 Work for the inclusion of green practices in the operation promoted
of tourism establishment
 Work for the promotion of biodiversity friendly tourism
enterprises
2. Develop and improve market access to sustain tourism livelihood that contributes to the local economy
2.1 Attract Tourism Investment and Improve Business Environment 1 Million
2.1.1 Attract tourism  Conduct roadshows/investment missions among the x x x x x LGU, DTI, PRIVATE Number of tourism
investments to fill in industry stakeholders and investment promotions SECTOR investment
projected supply gaps agencies increased
(e.g. hotels/resorts,  Improve LGU-community/stakeholders partnership
transport)  Amend the local incentive code

31
 32

Timing Cost Lead Responsible

Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
2.1.2 Develop systems and  Create a task force tasked with improving x x x LGU, DILG, NCC, Competitiveness
procedures to competitiveness in the tourism industry PRIVATE SECTOR index improved
improve  Prepare objectives in areas requiring reforms by working
competitiveness of with the National Competitiveness Council
the tourism industry  Undertake consultations with industry stakeholders
involving reforms in (Government and private sector entities)
starting a business,  Develop roadmap
attracting and
protecting investors,
getting credit, among
others
2.2 Promote and Support Micro-Small-Medium Enterprise (MSME) Development in Tourism 2 Million
2.2.1 Provide access to  Create partnership w/ Local Financial Institutions (LFIs) x x x LGU, PRIVATE Access to financial
capital through the  Monitor and expand fund if necessary FINANCIAL INSTITUTION institution
creation of a tourism increased
development fund for
MSMEs by partnering
with financial
institutions
2.2.2 Raise skills  Identify specific needs in skills improvement in technical x x x x x x LGU, DTI, DOST Number of
capabilities through areas as material procurement, production, packaging, capability
technical programs distribution programs
with DTI targeting  Incorporate the DOST-SETUP initiative and food developed and
backyard industries innovation center wherever applicable in adopting new conducted
i.e. handicrafts, technology to boost productivity and competitiveness as
souvenirs, food well as promote the use of indigenous materials
products
2.2.3 Enhance capability to  Create directory of tourism-related MSMEs x x x LGU, DOT, DTI, PRIVATE Web-based
reach markets  Promote their products thru local tourism councils and SECTOR services promoted
through the provision other business institutions in the area
of web-based  Provide opportunities to participate and showcase
services that will products and services in local business and tourism fairs
promote their facilities  Creating website to feature products and services; i.e.
and services homestay directory
 Timing Cost Lead Responsible
Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
3. Improve local tourism institutions, governance and human resources
3.1 Support Gender and Women Empowerment Initiatives 0.2 Million
3.1.1 Expand gender  Set coordination meetings with Philippine Commission on x x LGU, PCW, Local Number of GAD
sensitivity training Women and other organizations to solicit support Womens’ Organization programs
thru the conduct of  Provide capacity building to local council of women promoted
workshops on stakeholders (e.g. massage souvenir making, food
Harmonized Gender processing)
and Development
(GAD) Guidelines
3.1.2 Utilize GAD Checklist  Pilot implementation of GAD Checklist in priority projects x LGU Number of
in designing and projects
evaluating tourism incorporating GAD
projects implemented
3.1.3 Work with the local  Prepare a project brief as a proposal using RA 9770 of x LGU, PRIVATE SECTOR Coordination with
business 2009: The Magna Carta for Women local business
organizations for the  Arrange meeting with local business organizations to organization/s
promulgation of secure support conducted
appropriate  Conduct workshops with local tourism enterprises
regulations covering  Monitor implementation of participating tourism
sexual harassment enterprises
cases including
adoption of guidelines
for proper decorum in
the workplace
3.2 Formulate Measures to Address Tourism Risks and Crises 0.5 Million
3.2.1 Formulate a crisis  Develop crisis plan, which outlines contingency action x x LGU, PRIVATE SECTOR Crisis
management plan plans designed to meet different crisis events management plan
 Undertake consultative workshops with stakeholders prepared
(DOT, business community, LGUs, local police, disaster,
rescue and medical authorities) to present and clarify
elements of the plan, solicit inputs and modifications, and
secure commitments
 Involve/inform tourism enterprises and front liners in
disaster risk reduction measures
3.2.2 Create a key unit  Appoint a primary spokesperson who will manage x LGU Primary
and appoint a communications and the release of relevant information spokesperson who
spokesperson to  Maintain a crisis contingency fund to support related will manage
implement and activities

33
 34

Timing Cost Lead Responsible

Strategy and Action Success
Description of Activities Estimate and Strategic

2018
2019
2020
2021
2022
2023
2024
Plan Elements Indicators
(Php) Partners
coordinate communication
measures appointed
appropriate to the
crisis
3.2.3 Undertake a  Promote compliance with health and sanitation x x x LGU, PRIVATE SECTOR Number of
program for the guidelines, as well as adaption of occupational safety programs
tourism enterprises measures in the workplace implemented
in complying with  Work with the private sector in the conduct of the said
public health programs
standards and  Include such guidelines as part of the accreditation
occupational safety process
measures in the
workplace
APPENDICES

35
 36

APPENDIX A: SWOT ANALYSIS

Internal Analysis External Analysis
FACTOR
Strengths Weakness Opportunities Threats
Labor Market
-Skills -Numerous tour guides -Lack of skilled tour guide -Stakeholder and tour guide -Labor Migration
-Wage Rates (including cave guides) -Seasonal tourism activity training -Labor Competition
-Availability -Numerous boat operators -On-call -Increase of salaries and -Uncompetitive Rate
and tricycles wages -Lack of labor force
-More job opportunities
Financial Capital
-Private capital -Tourism is a priority of Bani -Limited access to financial -Increased assistance from -Competitiveness of
-Public Capital -Many transport operators institution National government neighboring Cities and
(land and water) -Lack of investors Municipalities towards cost of
-Lack of financial support doing business

Access to Markets
-Proximity or distance -Bani as source of Agri supply -Increased demand for local -Peace And Order Situations
to Market -Accessible to neighboring/ products -Unavailability of Transportation
-Proximity to suppliers nearby market sources -Better prices for local produce -High value of goods and
(Alaminos City, Bolinao, etc.) -More suppliers services
-Near Hundred Islands cruise -Lack of investments
port
-Tourism information easily
accessible
Transportation
-Access to major -Along major highway -Quality of access road -More farm to market roads -Slow trips due to road
highways -Near Alaminos City leading to site -Road widening for easier condition
-Access to airports -Near Sual Port access to tourist attractions -Higher transportation cost
-Access to ports -Cancelation of visit due to long
distance travel
-Weather condition
Sites and Facilities
-Number of sites and -Many tourism sites and -Roads and utilities limited in -Numerous potential attractions -Limited size of sites
size activities some areas -Tourist may transfer to other
-Infrastructure -Many roads are concretized -Limited signages place due to lack of facilities
 APPENDIX A: SWOT ANALYSIS
Internal Analysis External Analysis
FACTOR
Strengths Weakness Opportunities Threats
-Utilities -Most sites have signages -Lack of basic facilities in sites -Increasing demand to develop -Lack of communications and
-Telecommunications/ -Most sites have signal and for the community and its promotion
ICT internet progress -Lack of accommodations
-Existing tourism -Existing fish landing and -Infrastructure development to -Dissatisfaction of customers
structures pavilion in Bangrin. and from tourist attractions -Reluctance of investors
-All of Bani is electrified -Opportunities for investors on
-Most of Bani is supplied with site development
potable water -Nice resorts
-Many tricycle terminals
-Tourism office has good
location

Knowledge
Resources -Coral nursery (ongoing -Lack of research -Coral nursery (coral research)
-Research/ construction) -Demo Farm (watermelon
Development facilities -Watermelon research research)
-Industry or trade (Municipal Farm)
association -Presence of tricycle
operators association,
Olanen and Bangrin boat
associations, Liga ng mga
barangay

Education and
Training -Existing TESDA extension in -No colleges or universities -Potential training -Shortage human resources
-Colleges or poblacion -Lack of employers -Increase of qualification -Low wages
universities -Currently implementing the -Lack of equipment -More school and training
-Higher technical K-12 curriculum -Minimal services and centers
training technical support
-Vocational skill
training

37
 38

APPENDIX A: SWOT ANALYSIS

Internal Analysis External Analysis
FACTOR
Strengths Weakness Opportunities Threats
-Business services
and Technical
Support
Business Climate
-Government -Fast disaster response by -Easier access to business -Low production of goods and
responsiveness government permit services
-Taxes -Numerous existing -Provide investment incentive -High cost of goods and
-Regulations and ordinances tax services
controls -Presence of business -Standardized rate for business -Lack of support programs
-Cooperation/ associations/clubs (Lion’s, taxes -Lack of investments
assistance with Kiwanis, fisherfolk, farmers’, -Good public and private sector
private sector and womens’ associations) relationship
-Entry of commercial banks