Draft Marinduque Tourism Plan 2020 2030

DRAFT-NOT FOR QUOTATION
PROVINCE
OF
MARINDUQUE
TOURISM
DEVELOPMENT
PLAN
2020-2030
PROVINCIAL TOURISM DEVELOPMENT PLAN OF MARINDUQUE DRAFT REPORT
TABLE OF CONTENTS
TABLE OF CONTENTS ....................................................................................................................................... i
LIST OF TABLES................................................................................................................................................ ii
LIST OF FIGURES .............................................................................................................................................iii
ACRONYMS/ABBREVIATIONS ......................................................................................................................... iv
1 GENERAL INTRODUCTION .............................................................................................................. 1-1
2 OVERVIEW OF THE TOURISM PLANNING CONTEXT..................................................................... 2-1

1 GEOGRAPHICAL AND PHYSICAL PROFILE .............................................................................. 2-1
2 HISTORICAL PROFILE ............................................................................................................... 2-3
3 DEMOGRAPHY ........................................................................................................................... 2-3
4 LOCAL GOVERNMENT AND FISCAL CAPACITY ....................................................................... 2-5
5 TRANSPORT CONNECTIVITY .................................................................................................... 2-5
6 ECONOMY .................................................................................................................................. 2-6
7 TOURISM .................................................................................................................................... 2-6
3 TOURISM SECTOR SITUATION ASSESSMENT ........................................................................................ 3-1

1 OVERVIEW OF TOURISM MARKET TRENDS ............................................................................ 3-1
2 MARINDUQUE: SWOT ANALYSIS .............................................................................................. 3-1
2.1 Strengths ..................................................................................................................................... 3-1
2.2 Weaknesses ................................................................................................................................ 3-2
2.3 Opportunities ............................................................................................................................... 3-4
2.4 Threats ........................................................................................................................................ 3-5
3 REVIEW OF MARINDUQUE’S TOURISM INDUSTRY ................................................................. 3-6
3.1 Competitive position ..................................................................................................................... 3-6
3.2 Tourism markets .......................................................................................................................... 3-6
3.3 Tourism trip, product and system of Marinduque .......................................................................... 3-7
3.4 Destination management and governance .................................................................................... 3-9
4 IMPLICATIONS FOR MARINDUQUE TOURISM DEVELOPMENT ............................................ 3-10
4 FRAMEWORKS, STRATEGIES AND POLICIES .......................................................................................... 4-1

1 TOURISM DEVELOPMENT FRAMEWORK ................................................................................. 4-1
1.1 Overview ..................................................................................................................................... 4-1
1.2 Tourism system components ........................................................................................................ 4-1
1.3 Facilitating change ....................................................................................................................... 4-3
1.4 Framework towards a competitive island heritage destination ....................................................... 4-4
2 TOURISM DEVELOPMENT STRATEGIES .................................................................................. 4-7
2.1 Overview ..................................................................................................................................... 4-7
2.2 Exploring and weaving Marinduque culture in tourism .................................................................. 4-8
2.3 Organizing and building capacity in tourism .................................................................................. 4-8
2.4 Investing in tourism ...................................................................................................................... 4-9
3 POLICIES, PROGRAMS, PROJECTS AND ACTIVITIES ............................................................. 4-9
5 PRIORITY INVESTMENT PROGRAMS AND PROJECTS ............................................................................ 5-1

1 INTRODUCTION ......................................................................................................................... 5-1
2 CLUSTER 1. ISLAND AND NATURE-BASED TOURISM IN THE
MUNICIPALITY OF STA. CRUZ ................................................................................................... 5-1
2.1 Development of the basic infrastructure of Maniwaya Island, Sta. Cruz ......................................... 5-1
2.2 Upgrading of the Tourism Assistance Center facilities and services in the Bagumbayan Cave, Sta.
Cruz ............................................................................................................................................ 5-5
2.3 Lessons for the Metro CDO .......................................................................................................... 5-5
3 CLUSTER 2. WELLNESS AND RECREATION IN THE TOWNS OF BUENAVISTA
AND TORRIJOS .......................................................................................................................... 5-6
3.1 Development of Poctoy White Beach, Torrijos .............................................................................. 5-6
3.2 Construction of Tourism Assistance Center and nature tourism activity development in Mount
Malindig, Buenavista including development of tracks .................................................................. 5-8
3.3 Improvement of Molbog Sulfur Spring ........................................................................................ 5-10
4 CLUSTER 3. HERITAGE TOWN CLUSTER: MOGPOG, BOAC AND GASAN ........................... 5-12
4.1 Establishment of a heritage district in the city center of Boac ...................................................... 5-12
5 CLUSTER 4. ECOTOURISM IN THE PROVINCE- THE WILDLIFE SANCTUARY ...................... 5-18
5.1 Installation of canopy walk and establishment of horseback riding trail at Marinduque Wildlife
Sanctuary .................................................................................................................................. 5-18
i
LIST OF TABLES
Table 2.1 – Land Area of the Province..............................................................................................................2-2

Table 2.2 – Land Use Profile ............................................................................................................................2-2
Table 2.3 – Marinduque Population by Municipality with Projected Population of 2016-2020 .............................2-3
Table 2.4 – Total Number of Enrollment per Level of Education ........................................................................2-4
Table 2.5 – Employment by Sex .......................................................................................................................2-4
Table 2.6 – Poverty Incidence per Municipality .................................................................................................2-5
Table 2.7 – State of Receipts and Expenditures ...............................................................................................2-5
Table 2.8 – Tourist Arrivals ..............................................................................................................................2-6
Table 2.9 – Marinduque Attractions ..................................................................................................................2-7
Table 4.1 – Proposed Policies Programs, Projects and Activities (PPPAs) ........................................................4-9
Table 5.1 – Proposed Investment Program..................................................................................................... 5-19
ii
LIST OF FIGURES
Figure 2.1 – Map of Marinduque.......................................................................................................................2-1

Figure 2.2 – Marinduque Municipality Map .......................................................................................................2-2
Figure 4.1 – Proposed Tourism Clusters ..........................................................................................................4-5
Figure 4.2 – Tourism Development Framework ................................................................................................4-6
Figure 5.1 – Proposed Expansion of the Road Network, Maniwaya Island ........................................................5-2
Figure 5.2 – Existing Road ...............................................................................................................................5-3
Figure 5.3 – Existing Road ...............................................................................................................................5-3
Figure 5.4 – Proposed Location of New Deep Wells .........................................................................................5-4
Figure 5.5 – Conceptual Perspective, of the On-Going and Proposed Improved Bagumbayan Tourist Assistance
Center .....................................................................................................................................................5-5
Figure 5.6 – Overview of Poctoy White Beach ..................................................................................................5-6
Figure 5.7 – Assistance Center Design Concepts of TIEZA (Small) ..................................................................5-9
Figure 5.8 – Assistance Center Design Concepts of TIEZA (Medium) ...............................................................5-9
Figure 5.9 – Molbog Sulfur Spring .................................................................................................................. 5-10
Figure 5.10 – Images of Kyushu Onsen Facility, Japan................................................................................... 5-11
Figure 5.11 – Conceptual Floor Layout of Facility ........................................................................................... 5-11
Figure 5.12 – Conceputal Layout of Support Services Area ............................................................................ 5-12
Figure 5.13 – Indicative Site and Boundaries of Proposed Heritage District..................................................... 5-13
Figure 5.14 – Pedestrianized Streets, Comparative Examples ........................................................................ 5-14
Figure 5.15 – Heritage Buildings in Boac ........................................................................................................ 5-15
Figure 5.16 – New Architecturally Incompatible Building Developments in Boac ............................................. 5-15
Figure 5.17 – Current Traffic Route in Theheritage District.............................................................................. 5-16
Figure 5.18 – Proposed Traffic Rerouting over the Short Term and Proposed Additional Road Access over the
Medium Term ........................................................................................................................................ 5-17
Figure 5.19 – Canopy Walk Comparative Examples ....................................................................................... 5-18
iii
ACRONYMS/ABBREVIATIONS
ASEAN : Association of Southeast Asian Nations
ATM : Automated Teller Machine
CLUP : Comprehensive Land Use Plan
CBMS : Community-Based Monitoring System
DENR : Department of Environment and Natural Resources
DOT : Department of Tourism
F&B : Food and Beverage
GDP : Gross Domestic Product
LGU : Local Government Unit
MASL : Meters Above Sea Level
MIMAROPA : Mindoro-Marinduque-Romblon-Palawan
MRF : Material Recovery Facility
NTDP : National Tourism Development Plan
PAP Programs and Projects
PDP : Philippine Development Plan
PLGU : Provincial Local Government Unit
PPDO : Provincial Planning and Development Office
PPP : Public-Private Partnership
PPPAs : Policies, Programs, Projects and Activities
PSA : Philippine Statistics Authority
RA : Republic Act
RDP : Regional Development Plan
TAC : Tourism Assistance Center
TALC : Tourism Area Life Cycle
TDPM : Tourism Development Plan of the Province of Marinduque
TIEZA : Tourism Infrastructure and Enterprise Zone Authority
USP : Unique Selling Proposition
WTTC : World Travel and Tourism Council
iv
1 GENERAL INTRODUCTION
This document containing the Tourism Development Plan of the Province of Marinduque 2020-2025
(TDPM) defines the vision and the strategies as well as policies for the development of tourism in the
Province of Marinduque. It identifies the various programs and projects (PAPs) that will implement the
strategies and policies and ultimately achieve the vision. The development of the TDPM is consistent
with the mandate specified in RA 7160 otherwise known as the Local Government Code of 1991 for
Local Government Units to promote tourism and the general welfare of the people under their
jurisdictions.
The TDPM supports the achievement of the goals of the Philippine Development Plan (PDP), 2017-
2022 which recognizes the need to spread growth opportunities more evenly across the country and
the importance of investments in infrastructure in order to ensure the stimulation of socio-economic
growth. The PDP and RDP are both anchored on President Rodrigo Roa Duterte’s long-term vision
as enunciated in Ambisyon Natin 2040 which conceives the Philippines as a prosperous and pre-
dominantly middle class society where there are no poor and people enjoy long healthy lives, are
smart and innovative and live in a high-trust society. It also facilitates the development thrusts
enunciated in the MIMAROPA RDP: 2017-2022 defines the role of Marinduque to include the following:
▪ Butterfly capital of MIMAROPA

▪ Lenten Capital of the Philippines (Moriones Festival)
▪ Tourism hub hosting historical, and
▪ Cultural landmarks (Battle of Pulang Lupa marker, Battle of Paye marker, Marinduque National
Museum, Luzon Datum origin (Balanacan Station)
It is also known for its burgeoning agri-business industry (Coco coir production • Butterfly industry • Abaca
processing • Coconut sugar production).
The preparation of the TDPM took into consideration and ensured its consistency and/or
complementation with the Comprehensive Land Use Plans (CLUPs) of the province’s six
municipalities. It also facilitates and updates the conceptualization and implementation of the policies
and strategies of the Provincial Physical Framework Plan of the Provincial Government, particularly
its tourism components.
It was done in consultation with various stakeholders and integrates into one coherent plan their inputs
and guidance, as well as their enunciated assessment, planning perspectives and program/project
ideas. These stakeholders include the Governor of Marinduque, the Hon. Presbiterio Velasco,
Congressman Lord Velasco, the provincial government officials and staff concerned with tourism
development, the tourism officers of the six municipalities, and the business leaders.
The TDPM is organized into the following key sections following this general introduction section:
- OVERVIEW OF THE TOURISM DEVELOPMENT PLANNING CONTEXT, which provides

information on the province that defines the physical, socio-economic, political and
institutional setting within which the plan will be implemented.
- SITUATION ASSESSMENT, which presents a SWOT analysis and assessment of current

conditions in the provinces’ tourism sector, including an assessment of their implications
for tourism planning
1-1
- FRAMEWORKS, STRATEGIES AND POLICIES, which presents the general approach to

the development of the province’s tourism sector and the corresponding strategies and
policies
- PROPOSED PROGRAMS AND PROJECTS (PAPs), which identifies the priority programs
and projects that will implement the strategies and policies. The PAPs include priority
tourism infrastructure investments and their estimated costs.
- PROPOSED IMPROVEMENTS IN GOVERNANCE AND INSTITUTIONS, which identifies

measures towards strengthening the capacities of the province and its municipalities in
tourism development planning and in the management of its implementation.
1-2
2 OVERVIEW OF THE TOURISM PLANNING CONTEXT
1 GEOGRAPHICAL AND PHYSICAL PROFILE

The island province of Marinduque is located in the southern part of Luzon and belonging to Region
IV-B or MIMAROPA (Mindoro-Marinduque-Romblon-Palawan). It extends at about 170 kilometers
southeast of Metro Manila between the Bondoc Peninsula, at the southeastern portion of Oriental
Mindoro and Luzon. It is geographically bounded by Tayabas Bay on the north, Mongpong Pass on
the northeast, the Tablas Strait on the west, and by the Sibuyan Sea on the south. It is dubbed as the
geographical center of the Philippines.
FIGURE 2-1
MAP OF MARINDUQUE
Source: http://marinduquegov.blogspot.com/l; https://en.wikipedia.org/wiki/Marinduque
The province of Marinduque has a total land area of 95,925 hectares, including four major islets and
eight minor ones. Sta. Cruz, a 1st class municipality, has the largest area at 24,665 hectares, followed
by Torrijos, a 3rd class municipality, at 21,430 hectares. Boac, a 1st class municipality, is the third
largest municipality with 21,270 hectares, followed by Gasan and Mogpog, 3rd class municipalities, at
11,930 hectares and 8,770 hectares, respectively. A 4th class municipality Buenavista, at 7,680
hectares, has the smallest land area among the six.
2-1
Table 2.1
LAND AREA OF THE PROVINCE
MUNICIPALITY LAND AREA (HA)
Boac 21,270
Buenavista 7,860
Gasan 11,930
Mogpog 8,770
Sta. Cruz 24,665
Torrijos 21,430
TOTAL 95,925
Source: Marinduque SEP 2018-2019
FIGURE 2-2
MARINDUQUE MUNICIPALITY MAP
Source: Marinduque PPDO
Notable in the land use configuration of the province is the large proportion of land that are grasslands
and mangrove forest comprising about 40% of total land area, and the very small built-up area
comprising of only 1.80% of total area. All in all production areas consist only of 33.7%. This indicates
an agriculture based but underproducing economy. At the same time, it indicates tremendous potential
for natural resource-based economic development and, considering the province’s topography, nature
tourism development.
Table 2.2
LAND USE PROFILE
LAND USE LAND AREA (HA) PERCENTAGE
Marinduque Wildlife Sanctuary 8,828 9%
Crop Production 26,859 28%
Riceland 5,467.74 5.70%
Grasslands 35,172.22 36.66%
Mangrove Forest 3,197.78 3.33%
Built-Up Areas 1,722.97 1.80%
Coastal, Swamp, Marshy Areas 14,584.28 15.20%
TOTAL 95,925 100%
Source: Marinduque PDPFP, 2016-2025
2-2
2 HISTORICAL PROFILE
The province of Marinduque has undergone a series of occupations, and fell under administrations of
different states, before finally attaining sovereignty as a province. During the Spanish and initial
American occupations, Marinduque was made into a sub-corregimiento in the 16th century under
Mindoro’s jurisdiction. Later on, in 1671, Marinduque was made into a province, but later on rebuked
and made into a sub-province again. Marinduque completely overthrew the last Spanish casadores
(i.e. Tagalog Soldiers) through the local struggle led by Martin Lardizabal, who was appointed as the
military governor of Marinduque during the said period. Marinduque was able to pull out from Mindoro
and the Spanish rule after the deliberate ratification of the ruling classes from its different towns.
During the American occupation, the notable “Battle of Pulang Lupa”, which took place on September
13, 1900, was the first major victory of the Filipino soldiers led by Lt. Col. Maximo Abad against the
American contingent under Capt. Devereaux Shields. The said battle that occurred in Torrijos, became
the most unexpected and dramatic overturning of the American forces against the Philippine forces.
Subsequently, upon the passing of Act No. 125 by the United States - Philippine Commission, the
provincial government of Marinduque was established, with Boac as its capital. A year after, by virtue
of different Acts from the US-Philippine commission, Marinduque became part of various provinces
including Tayabas (currently, Quezon), sub-province, and, ultimately became a province, through Act
No. 2880, brought about by Hon. Ricardo Paras, Jr. Boac, Buenavista, Gasan, Mogpog, Torrijos, and
Sta. Cruz became the municipalities under the province.
3 DEMOGRAPHY
Marinduque’s population in 2000 was recorded at 16,959 individuals. This increased by 5.52% in 2007
with 229,636 population. By 2015 total population increased to a total of 234,521 individuals. Sta. Cruz
recorded the highest population among the municipalities. It was Buenavista, on another hand, that
has the least number of individuals living in it.
In the 2015 census from PSA, an estimated population for 2016-2020 was computed by PPDO.
According to the census, a total of 234,329, 235,430, 236,537, 237,649, and, 238,766 for years 2016,
2017, 2018, 2019, and 2020, respectively, is estimated for Marinduque’s growing population.
Table 2.3
MARINDUQUE POPULATION BY MUNICIPALITY WITH PROJECTED
POPULATION OF 2016-2020
2010 2015 EST POPULATION*
LGU
CENSUS CENSUS 2016 2017 2018 2019 2020
Boac 52,892 54,730 55,713 56,198 56,687 57,180 57,677
Gasan 33,402 34,828 35,775 36,186 36,602 37,023 37,449
Buenavista 23,111 23,988 25,769 26,241 26,721 27,210 27,708
Torrijos 29,366 30,524 30,221 30,366 30,512 30,658 30,805
Sta. Cruz 55,673 56,408 58,226 58,663 59,103 59,546 59,993
Mogpog 33,384 34,043 34,687 34,909 35,132 35,357 35,583
TOTAL 227,828 234,521 234,329 235,430 236,537 237,649 238,766
SOURCE: Philippine Statistics Authority, Census of Population 2015 (Pop. Projection as computed by PPDO)
Population density in 2015 was at 264 persons per square kilometer. This was slightly higher than the
population density in 2010 which was 237 persons per square kilometer. Marinduque may have been
the smallest in the MIMAROPA Region in both physical and demographic features, yet it ranked 1
when it comes to density of population, particularly in the municipality of Gasan.
2-3
The quality of manpower is a crucial factor establishing the capacity of a place for socio-economic
development. The province manifested a 98% literacy rate for ages 15-24 years old with Boac and
Mogpog municipalities having the highest at 98.7%. However, data indicate that of the total population
of 234,521 population in 2015, only 146,995 or 62.67% enrolled in elementary school and only 31.97%
enrolled in secondary school. These data do not include those who dropped out of school and
therefore the number of students who have completed elementary and secondary education could be
lower than the enrollment figures presented below. Students who finish college was recorded to be
barely 6.3%. The province will need to work harder to produce more professional manpower which will
be needed in its tourism industry.
Table 2.4
TOTAL NUMBER OF ENROLLMENT PER LEVEL OF EDUCATION
YEAR PRE- ELEMENTARY SECONDARY
SCHOOL/KINDER
2011-2012 5,077 37,457 16,414
2012-2013 5,405 36,612 16,487
2013-2014 5,818 37,031 20,873
2014-2015 5,070 35,895 21,197
TOTAL 21,350 146,995 74,971
Source: DepEd Division Office – Marinduque; Marinduque SEP 2018-2019
The total number of people in the labor force is lower than would have been the norm in other regions,
registering at 68,202 in 2015 or 29.46% indicating a high dependency ratio. The size of the labor force
of Marinduque is significantly smaller compared to the national average which registered at 62% of
population for the same period. Employment is at 91.42% while unemployment registers at 8.58%. A
large proportion of employed population work in agriculture, fishery and forestry jobs of which about
70% are men and 30% are women.
Table 2.5
EMPLOYMENT BY SEX
NUMBER OF MEMBERS EMPLOYED MEMBERS OF THE LABOR FORCE*
MUNICIPALITY OF THE LABOR FORCE MAGNITUDE* PROPORTION**
MALE FEMALE TOTAL MALE FEMALE TOTAL MALE FEMALE TOTAL
Boac 10,956 6,952 17,908 10,086 6,414 16,500 92.06 92.26 92.14
Buenavista 4,243 2,006 6,249 3,545 1,628 5,173 83.55 81.16 82.78
Gasan 6,369 3,261 9,630 5,692 2,895 8,587 89.37 88.78 89.17
Mopog 6,572 3,371 9,943 6,001 3,017 9,018 91.31 89.50 90.70
Sta. Cruz 10,319 5,957 16,276 9,655 5,659 15,314 93.57 95.00 94.09
Torrijos 5,630 2,566 8,196 5,327 2,431 7,758 94.62 94.74 94.66
MARINDUQUE 44,089 24,113 68,202 40,306 22,044 62,350 91.42 91.42 91.42
*Employed members of the labor force. Labor force members include all members 15 years old and above who are currently
working or actively seeking for work.
**Number of Employed Members of the Labor Force over Total Number Members of the Labor Force
Source: CBMS Census 2014-2016; Marinduque SEP 2018-2019
About half of the household populations are considered poor. In a survey of 2014-2016 by CBMS, it
was shown that 45.90% (24,477) of the total number of household population has income below the
poverty threshold, while the proportion of population with income below food threshold was at 29.81%
(15,893), all of which are in the rural areas. The municipality with the highest proportion of households’
population living with income below the poverty threshold was Buenavista, garnering more than half
of the surveyed household or 69.13%. This accounts for 3,585 households out of the 5,168 counted
2-4
population. In contrast, the municipality with the least household population living below the poverty
threshold income was Sta. Cruz, with only 28.06%.
Table 2.6
POVERTY INCIDENCE PER MUNICIPALITY
HOUSEHOLDS WITH INCOME HOUSEHOLDS WITH INCOME
NO. OF
MUNICIPALITY BELOW POVERTY THRESHOLD BELOW FOOD THRESHOLD
HOUSEHOLDS
MAGNITUDE* PROPORTION** MAGNITUDE* PROPORTION**
Boac 12,265 5,312 43.31 3,444 28.08
Buenavista 5,186 3,585 69.13 2,855 55.05
Gasan 8,105 4,400 54.29 3,035 37.45
Mopog 7,763 3,939 50.74 2,646 34.08
Sta. Cruz 13,119 3,681 28.06 1,433 10.92
Torrijos 6,883 3,560 51.72 2,480 36.03
MARINDUQUE 53,321 24,477 45.90 15,893 29.81
*Household with income below poverty threshold and households below food threshold. Current thresholds are estimated, when the
official is not applicable to the reference period, by projecting the official NSCB thresholds using prevailing prices. The currently
used poverty thresholds are: 19,722 (Rural) and 20,770 (Urban).
**Number of households with income below poverty threshold and food threshold over total number of households
Source: CBMS Census 2014-2016; Marinduque SEP 2018-2019
4 LOCAL GOVERNMENT AND FISCAL CAPACITY

The province as well as the municipalities greatly depend on the Internal Revenue Allotment of the
Government. In 2018, IRA dependence registered at 78.05% for the province and an average of 79.92
of all income sources of municipalities. The total debt of the provincial government for the same year
registered at 15.66% of all income, while the municipalities have no recorded borrowings during this
year.
Table 2.7
STATE OF RECEIPTS AND EXPENDITURES
LGU INTERNAL IRA OTHER NON- BORROWING TOTAL
SOURCES EXTERNAL INCOME
SOURCES RECEIPTS
Province 44.38 646.77 7.71 - 129.8 828.66
Municipalities 119.72 676.86 71.99 0.06 - 868.63
TOTAL 164.10 1323.63 79.7 0.06 129.80 1697.29
Source: Department of Budget and Management, Budget of Expenditures and Sources of Financing (BESF), 2018
5 TRANSPORT CONNECTIVITY
Access getting to the province can be undertaken in different ways: via air, with Cebu Pacific currently
providing flights three times a week; the Buyabod Port of Sta. Cruz that caters to travelers primarily
from Quezon; the busy Balanacan Port open to passengers and cargo vessels primarily from Lucena
City; the Cawit port which serves as transit port from Lucena to Romblon; and the Gasan pier for
travelers from Mindoro.
2-5
6 ECONOMY
As an agricultural province, more than half of its land area is allocated to crops, 66.06% of which is
primarily planted with coconuts. Riceland, plantation forest, grassland, built-up areas and associated
land uses make up the remaining land area. Fishing industry is also an economic driver in the
community having 235,299 hectares of water as fishing areas. Aside from native pig production, some
residents are also engaged in butterfly farming. These are the industries, along with tourism, that make
up the province’s economic sector.
7 TOURISM
Tourism arrivals to Marinduque indicates significant decline from 2015 to 2019, indicating in particular
a reduction of 27.17% between 2017 and 2018. These figures are however deceiving, because this
figure capture only data from hotels. The DOT has revised the indicator for tourism arrivals to include
those that have stayed in accommodation facilities. However, in Marinduque, there are many day
tourists and a large number of others who stay with families. There is need to reconcile these
indicators in order to truly reflect visitor arrivals.
Table 2.8
TOURIST ARRIVALS
YEAR FOREIGN DOMESTIC TOTAL
No. % inc No. % inc No. % inc.
2015 - - 20,408 - 20,408 -
2016 82 100% 33,338 38.78% 33,420 38.93%
2017 262 68.70% 55,307 39.72% 55,569 39.86%
2018 269 2.60% 43,427 -27.36% 43,696 -27.17%
TOTAL 613 152,480 153,093
Source: Department of Tourism, 2019
Apart from being dubbed as the “Heart of the Philippines” due to its geographic location as specified
by the Luzon Datum of 1911, the province is also known for a lot of other things in store for its tourists.
From its verdant hills, lush forests, and white sand beaches with turquoise waters, Marinduque is
blessed with the abundance of nature. In fact, each of the municipalities offers a variety of rock and
sand beaches, falls, caves, heritage sites, century-old churches, and ancient houses, amongst others.
The annual Moriones event, for one, has brought this island province to fame, for holding one of the
oldest religious practices in Philippine history. It first appeared in Mogpog, making it the place of origin
for Moriones. Moriones takes place during the Holy Week, where penitents wear masks and intricate
costumes that are similar to Roman soldiers, and roam around the town for a whole day as a way of
atonement for the sins they committed. The culminating activity of this event, done on Easter Sunday,
is the re-enactment of the biblical story of Longinus, a Roman soldier who proclaimed his faith to the
Lord after miraculously healing from blindness upon contact with the blood of Jesus. Though the
Moriones event first appeared in Mogpog, all other municipalities have their own versions of the said
event. The traditional practice of Putong, where guests are serenaded by locals and wishes of good
fortune are given, is also one way of showing the Marinduqueños’ hospitality. The province is also
home to a musical instrument made from two pieces of wood, the Kalutang. This piece can produce
different musical note ranges depending on its size. It originated in Gasan and is part of the cultural
identity of the province and its inhabitants.
According to the province’s Socio-Ecological Profile of 2018-2019, the following are the attractions
offered by the province:
2-6
Table 2.9
MARINDUQUE ATTRACTIONS
DESTINATION DEPICTION LOCATION
NAME
Provincial A 1927 old Spanish designed building that features Capitol Compound,
Capitol towering columns on its façade and stairs leading to Bangbangalon,
the main entrance. Boac
Bathala Caves Said to be a mystical and repository of psychic power. Barangay Ipil,
Has seven caves within complex but only four are Sta. Cruz
presently been explored and reached.
Tres Reyes Serves as favorite haunt with delightful picnic grounds Off the coast of the
Islands and dive spots in the province are the islets of town of Gasan
Gaspar, Melchor, and Baltazar. The islet Gaspar has
a short stretch of coral beach with clear blue-green
waters ideal for swimming and snorkeling.
Malbog Sulfur A therapeutic and natural healing water at the base of Barangay Malbog,
Spring the inactive Mt. Malindig. Buenavista
Paadjao Falls A series of cascading waters that settles into a 15- Sitio Paadjao,
foot fall; hunt for nature-formed bathtubs downstream Barangay Bokbok,
and Jacuzzi like effect. Mogpog
Polo 10 foot sandy white beach cliffs line the coast Off the coast of Sta.
Maniwaya Powdery white sand beach that could be rival of the Cruz
Boracay Island
Mongpong Famous for the Ungab Rok Formation
Palad Sandbar An additional attraction in between the 3 islets that
can be enjoyed for swimming, snorkeling, and
photoshoot during low tide.
Natangco Islet An eight-hectare islet with a short stretch of powdery Northwestern tip of
white sand that gradually slopes into the sea. Marine Marinduque, Off
enthusiasts and scuba divers will find Natangco islet a Balacanan Pier,
heaven with waters teeming with corals and marine Mogpog
life.
Costa Celina Flanked by cliffs on both sides best spot for diving. A Sitio Talisay,
40-meter span from shores is an undersea wall rich in Barangay Bonliw,
marine flora and fauna. Torrijos
Kawa Kawa A cascading waterfall that looks like a giant frying Bangcuangan, Sta.
Falls pan, “kawa” Cruz
Amoingon Coastal area with abundant marine flora and fauna, Barangay
Coast colorful butterfly fishes, bobbing clownfish, lionfish, Amoingon, Boac
melo-sized seashells and other varieties of marine
species.
Mainit Hot Free-flowing springs that chum out the therapeutic Barangay Mainit,
Springs warm waters. Boac
Duyay Cave Regarded as more enthralling than Bathala Cave, Barangay Ducay,
with huge interior that is filled with stalactite Boac
formations.
Norada Falls A series of gently cascading waterfalls culminating in Sitio Banhigan,
a 10-foot-deep pool of crystal-clear water. Barangay Ducay,
Boac
Kabugsakan Barangay Tugos,
Falls Boac
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DESTINATION DEPICTION LOCATION

NAME
Ginaras Falls 100-meter falls with six adjacent waterfalls in the Sitio Banhigan,
mountainous area of Barangay Ducay. Barangay Ducay,
Boac
Mt. Malindig Dominating the skyline south of Marinduque. An Border line of the
inactive volcano, half covered with dense forest towns of Buenavista
where moss forest, giant trees and wild orchids can and Torrijos
be found. Excellent place for trekking, camping, and
bird watching.
Salomague Half a kilometer-long white beach lithered with Off the coast of Sta.
Island crushed corals. Best dive spot in Marinduque. Cruz
Talamban Two separate caves located about 100-meters from Barangay
Caves each other. Balagasan, Duyay,
Boac
Balacanan A panoramic view of the Balacanan Cave, the islets of Barangay
Deck View Natangco, San Andres, Sta. Agpisan, and Hidalgo. Balacanan, Mogpog
Ideal for scuba diving and snorkeling.
Tarug Caves Three chambered caves in limestone formation that Barangay Tarug,
rises steeply to more than 900-feet from the ground Sta. Cruz
with 3 square meters pinnacle.
Poctoy White A stretch of fine-white sand beach with picnic huts Barangay Poctoy,
Beach and cottages and a view of the Mt. Malindig. Torrijos
Source: Marinduque SEP 2018-2019
The majority of Marinduque’s local structures have yet to be urbanized and commercialized, resulting
in a preserved architectural heritage and colonial-era features in its towns. As such, Marinduque has
a reputation for heritage houses and historic churches that sit atop hills, providing scenic views of the
town. These include the Boac Cathedral or the unabridged Cathedral-Parish of the Immaculate
Conception and Diocesan Shrine of Our Lady of Biglang Awa, St. Joseph Church in Gasan, Church
of the Holy Child in Buenavista, St. Ignatius of Loyola Parish Church in Torrijos, Holy Cross Parish in
Santa Cruz, and San Isidro Labrador Church in Mogpog, to name a few.
Marinduque is also known for its breathtaking islands with the Tres Reyes Islands -composed of
Baltazar, Gaspar, and Melchor found in the town of Gasan and the Maniwaya Island in Sta. Cruz as
some of the most prominent islets in the province. In terms of beaches, Marinduque also packs quite
a punch because it is surrounded by bodies of water. The Poctoy beach located in Torrijos is known
amongst locals due to its cream-colored sand and crystal-clear waters, complemented by an awe-
inspiring panorama of Mt. Malindig. This dormant volcano has the highest elevation in the province at
1,157 MASL and on its own, is another bucket-list worthy attraction situated in the town of Buenavista.
Accessible from this volcano are the natural sulfur baths of Malbog Sulfur Spring which are frequented
by local and foreign tourists for its waters believed to possess healing capabilities for skin problems
and diseases. Another attraction, the Marinduque Wildlife Sanctuary, a home to a wide variety of flora
and fauna, is a go-to place for nature lovers as well. The site encompasses all municipalities of the
province (except Mogpog). For those who adore adventures, Bagumbungan Cave in Sta. Cruz is
highly recommended. Deposits of carbon minerals such as flowstones, speleothems and stalagmites
serving as cave decorations together with several families of bats are to be found in the large
underground chamber.
In the province’s recent Annual Report, April and May turned out to be the peak season when tourists
arrive in great numbers. The Moriones festival is a time for reverence and commemoration during the
Holy Week, and the myriad of attractions and activities the province offers allow visitors to relax, reflect
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and appreciate nature. The rustic and rural scenery of the province provide a quaint and charming
vibe that city dwellers love to experience to escape the urban jungle. Blessed with numerous stunning
views and natural wonders, and with the province now insurgency-free as declared in 2019, boosting
its tourism development is one of the top priorities of Marinduque. The province also has low crime
rate and puts peace and order on its helm, thus benefitting further its goal to have a robust and
inclusive tourism sector.
As a start, new roads have been constructed and rural roads have been upgraded to provide locals
and visitors easy access to its tourist destinations. One can circumnavigate the province in a matter
of three hours. Nonetheless, road improvements are still to be undertaken especially on the province’s
known tourist attractions such as the roads leading to Bagumbungan Cave and the internal roads of
Maniwaya Island.
Accommodation facilities are also available all over the province. According to the Marinduque Socio-
Ecological Profile of 2018-2019, there are 36 resorts, 18 hotels and 8 recreation/lodging
establishments all over the province, providing 540 rooms that can accommodate up to 1,334 guests.
However, at present and according to the Department of Tourism’s website, only one hotel and two
Mabuhay Accommodations (low-cost accommodations) have DOT accreditation.
Promotions have also been undertaken such as hosting a blogger or TV reporter’s trip and having
them recommend Marinduque as a place to visit through writing articles or stories out of their
experiences and making it available on different platforms. Shows like Trip na Trip and Byahe ni Drew
have already featured the province on TV. Distributing colorful brochures that showcase what the
province has to offer to visitors also helps with advertisement. Social media platforms are also utilized
to inform the public about tourism-related events or announcements.
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3 TOURISM SECTOR SITUATION ASSESSMENT
1 OVERVIEW OF TOURISM MARKET TRENDS

Tourism plays a very significant role in strengthening Marinduque’s economic sector. If continuously
developed, it can tremendously increase the revenue of the province. According to the World Travel
and Tourism Council, the tourism market makes up almost a quarter of the Philippines’ total GDP,
ahead of Financial services, Agriculture and Retail. Its contribution to employment rose to 26.4% in
2018 (WTTC, 2019). Tourist arrivals for both international and domestic markets are rapidly increasing
annually. According to the Department of Tourism, 2019 international arrivals surpassed the 8-million
mark, a 15.24% growth over 7.16 million arrivals in 2018. Meanwhile, the volume of domestic travelers
rose to 100 million in 2018, a 14.1% increase from 96.4 million domestic tourists registered in
2017. Given these, it is no wonder tourism was considered the fastest growing sector in 2018.
According to the National Tourism Development Plan (NTDP) of 2016-2022, the key markets of the
Philippines, particularly Korea and the USA, will continue to be a stable source of visitors; however, a
wider base of tourism destinations and experiences are necessary to maintain growth. Moreover,
opportunity markets, such as recovery of Hong Kong and Taiwan in terms of re-establishment of
Philippine market share depends on positioning of the Philippines as a safe destination. The niche
market, like the countries of Europe, may contribute a significant volume of visitors, as long as nature
and culture-based programs are strengthened in the Philippines.
With these developments in recent years, Marinduque may take advantage of the strong domestic
market while it slowly and steadily prepares the province for a robust tourism sector. Building a
domestic critical mass is necessary in the first two years as Marinduque places itself in the country’s
tourism and cultural map. Tapping the international market will follow as access, tourist attractions,
facilities and services are developed and improved. Growth opportunities for the province will be
anchored on identifying attractions to be prioritized for tourism destination development. Moreover,
identifying potential revenue streams and funding programs to spur development is essential.
2 MARINDUQUE: SWOT ANALYSIS

2.1 Strengths
A. THE PROVINCE’S SOCIAL AND POLITICAL CONTEXT PROVIDES FAVORABLE

ENVIRONMENT FOR TOURISM TO FLOURISH
Marinduque is known for its safety and security and is ranked second among areas in the country that
is peaceful. As the socio-economic conditions improve so will security be expected to be maintained.
Mindoro is particularly doing well in the area reducing poverty. From having among the highest poverty
incidence among families in the MIMAROPA region in 2009 at 27.4%, the province has now the lowest
incidence in the region at 11.7%. as of 2015.
Political stability also characterizes the Marinduque, as evidenced by the lack of politically motivated
crimes and conflicts. There are no ethnicity or religion based conflicts or threats and the
Marinduquenos have remained to be gentle and peace loving people.
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B. ABUNDANCE OF NATURAL TOURISM ASSETS
The province’s geography and topography has created an abundance of tourism assets- such as
beautiful islands and islets, scenic mangroves and beaches, mountains that house unique and
interesting animal and plant species and provides valuable nature adventure, caves, white sand
beaches, water falls, sulfur and hot springs and other nature tourism assets. These assets presented
in more detail below are waiting to be harnessed for tourism. At the same time, their conservation and
protection is the pre-condition for their long-term continuity as high value tourism assets.
C. GROWING TOURISM INDUSTRY

Marinduque posted high growth in tourism arrivals in 2015, registering at 56.64% over the previous
year, the third highest growth following Oriental Mindoro at 77.77% and Romblon 76.62% but
continues to have a small nominal share of tourism arrivals when particularly compared to Palawan
which captured 68.56% of all regional arrivals in 2015. Note that DOT statistics registered declining
tourist arrivals to Mindoro for 2015-2019, but these statistics are deceiving. The DOT indicators include
only those tourists recorded in paid accommodations and do not include day tourists and the many
tourists that are family hosted.
D. STRONG AND COMPETENT POLITICAL LEADERSHIP AND GENERAL

OPENNESS AMONG LGUS TO INTER-LGU COLLABORATION
The current strong and competent political leadership in the province provides the opportunity for a
more aggressive tourism development strategy. Marinduque’s current top leaders have the resolve
to pursue tourism as a key economic growth strategy and the strategic competencies to access
funding, mobilize investments, to improve policy and governance and to establish appropriate
partnerships to stimulate private sector participation as well as inspire the contribution of the national
government and development partners.
E. PRIVATE SECTOR READY AND WILL ACTIVELY PARTICIPATE IN THE

DEVELOPMENT OF THE PROVINCE’S TOURISM INDUSTRY
The province has a small local tourism private sector, but the leaders therein are active and ready to
participate and to contribute to improving the local policy and regulatory environment, while at the
same time do their part in aggressive marketing and tourism arrival and tourist expenditure generation.
This small local tourism private sector can very well be instrumental in effective tourism promotion, in
defining and maintaining the unique character of the province as its unique selling proposition (USP),
and in creating new or improving existing products and services that will enhance the attractiveness
of the province as favored tourist destination. What is needed is for the government and the private
sector to work together, to harness local talent and resources and utilize local private sector expertise
as well as their cooperation in the development of policies, standards, and rules that will ensure that
the influx of new investments will not erode the province’s unique identify.
2.2 Weaknesses
A. ISSUES IN TRANSPORT ACCESSIBILITY TO AND FROM THE PROVINCE
One of the binding constraints to growth in tourism arrivals particularly of paying or spending tourists
is the lack of sufficient flights, and the unpredictability of water transport schedule. Also, water transport
that commences far from Metro Manila, inevitably creates competition for more accessible mainland
destinations particularly in the Quezon Province.
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This requires national policy for large airlines to provide mission-oriented routes to remote but high
potential areas such as Marinduque in exchange for government approvals for their expansion. Rapid
water bus transport from ports in the Roxas Boulevard area can be invested in by a private sector
service provider with incentives from the provincial government. The attractiveness of this scheme
and its business feasibility can be examined through a market and feasibility study. Another way is to
the provincial government and the LGUs to invest in this transport facility and share not just in the
direct revenues but in the economic benefits.
B. UNDERDEVELOPED TOURISM PRODUCTS AND SERVICES, WEAKNESSES IN

DESTINATION MANAGEMENT
There is need for tourism destinations, both the facilities and activities therein, to be improved to global
quality standards so that it can attract a critical mass of quality and spending domestic and foreign
tourists. The provincial government is initiating this process by planning for construction of tourism
assistance centers and information kiosks, upgrading the facilities in key tourist destinations. There is
also a need to provide a diversity of shopping activities and quality and affordable products.
There is a need to generally improve tourism products and services. Most accommodation facilities
need considerable upgrading, shopping needs to be transformed into a tourism experience, there is
need to upgrade and improve maintenance of public restrooms, provide better quality dining
destinations, and establish more and better support such as access to banks and ATM, tour guides,
accessible and predictable transport, and access to internet.
But the bulk of providing quality tourism destinations and products will ultimately be the responsibility
and capacity of the private sector. But the role of the provincial and local governments in inspiring
private sector investments, in providing the enabling infrastructures, in defining and in effectively
enforcing standards and rules will be crucial.
C. WEAK MARKETING AND TARGETTING OF PAYING/SPENDING TOURISTS

Since there is currently no coordinated effort on promoting Marinduque’s tourism industry, the province
does not have a coherent strategy to target tourists who will spend while in the province. These
tourists are those of working age and have disposable income, thus they can stay longer and spend
on accommodation, transport, food, shopping and perhaps on a variety of tourism experiences. The
province should not target one-day tourists that do not spend as these tourists make little contribution
to the economy.
D. WEAK LGU INSTITUTIONAL CAPACITIES FOR TOURISM SECTOR

GOVERNANCE
The provincial government and the municipal governments of Marinduque do not have tourism
departments. Most of the LGUs have designated selected personnel to perform the tasks on tourism
on part time basis and in addition to their regular functions. Some personnel are assigned to the office
of the governor or mayor and form part of the immediate staff thereof.
Because of there are no municipal tourism development plans; there are no coherent policies and
regulatory frameworks at the municipality level to guide the development, operation and maintenance
of tourism facilities in a way that ensures quality of facilities and services and proper sanitation.
Tourism infrastructures are not governed by tourism standards that are beyond the purview of the
building code and other regular rules. These result in issues that have been discussed – poorly
designed and maintained public toilets, hotel rooms with non-functioning utilities, poor sanitation and
unpredictable services.
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2.3 Opportunities
A. THE PROVINCE HAS THE UNIQUE OPPORTUNITY TO BE A TRULY UNIQUE PLACE

FOR NATURE BASED AND ADVENTURE TOURISM
Nature-oriented tourism is one of the fastest growing areas in the tourism industry. The province has
the opportunity to be a favored nature-based tourism destination. Given its various natural assets, the
province can provide a number of different nature-based tourism experiences including hiking and
trekking/bushwalking, wildlife viewing/birdwatching, swimming and beach experiences, fishing and
sailing, scuba diving, camping, biking, water rafting, kayaking, river and inter-island canoeing, and a
host of other outdoor activities. Nature -based tourism activities are wide ranging and can cater to all
agencies. It can range from passive activities such as sightseeing, scenic driving, relaxing by the
beach, dining among the mangroves to hard and soft adventure activities.
The key is to provide nature-based tourism activities and destinations that enhance the broader
tourism experiences of the visitors. The overall visitor experience in nature-based tourism is
inextricably linked with all other aspects of the visitor’s total experience – such as transport
convenience, food, culture, accommodation, sanitation, and the perceptual quality and feel of the
general environment All of these elements complement each other and together compose an
individual’s tourism experience.
B. THERE ARE SEVERAL WAYS WITH WHICH TO GENERATE AS WELL AS MOBILIZE

RESOURCES AND INVESTMENTS FOR THE DEVELOPMENT OF TOURISM
FACILITIES AND CAPACITIES
Limitations in funding have often been cited as one of the most important factors hindering investments
and improving governance in tourism. But there are now several policy instruments and strategic
partnership choices that the provincial government and municipalities can use aside from borrowing
or funding projects from the general fund of the local government.
b.1 PUBLIC-PRIVATE PARTNERSHIP (PPP). LGUs are corporate entities. They are by
law encouraged and have the authority to enter into public-private partnerships for the
implementation of revenue-generating projects. LGUs can leverage their assets such
as land, funds from the national government or own-sourced funds, against the
investments of the private sector who has the competency to design, construct and
develop, operate and ensure financial viability/profitability of a tourism site. There are
several PPP modalities that LGUs can use, depending on the nature of the project to
be implemented. PPPs provide LGUs the opportunity to also earn revenues based on
its asset input to the partnership enterprise.
b.2 INTER-LGU PARTNERSHIP. Where funds are insufficient, LGUs can partner and
contribute their respective assets and funds in order to develop and operate a
financially viable tourism site. LGUs, together, can also enter into a PPP. Under an
inter-LGU partnership, the contribution made to the partnership by each LGU can be
valued as basis for the value of its capital and therefore share in the revenues. A
separate management entity can be organized or this can be outsourced to a
contracted private sector.
b.3 NATIONAL-LOCAL PARTNERSHIP. The province and/or municipalities can partner

with national government agencies in order to develop and operate a tourism site. For
example, partnership with DENR for the grant of usufruct rights or special purpose use
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of protected areas for tourism activities can be made wherein both parties generate
revenues out of the proceeds.
b.4 GRANT FUNDS. There are national government agencies, such as TIEZA that
provides financing for the preparation of master plans and feasibility studies for the
development of tourism areas, as well as funds for the construction of facilities. The
provincial government can avail of these grant funds to finance the detail design
planning and development of the tourism clusters proposed in this tourism
development plan. Some development partners also provide technical assistance
grants to conduct studies and prepare plans for certain tourism related activities such
as heritage conservation. This is particularly useful in the detail planning and
preparation of urban design guidelines for the BOAC heritage district
b.5 EXPANDING GOVENANCE TO INCLUDE ENTERPRISE DEVELOPMENT. The

provincial government and the municipal governments will benefit from a well-
organized capable enterprise development department that will have initial focus on
the establishment of tourism related public enterprises, the development of PPP and
inter-governmental partnership tourism projects and mobilizing/generating resources
for investments in revenue-generating tourism ventures.
2.4 Threats
A. A NATURE-BASED TOURISM INDUSTRY MAY POSE THREATS TO THE

ENVIRONMENT WHICH IS THE VERY SOURCE OF TOURISM REVENUES OF THE
PROVINCIAL ECONOMY
While nature-based tourism, and the investments that are expected to flow in for the development of
tourism facilities, products and services are expected to boost the economy and the income base of
the LGUs in the province, they will also increasingly pose threats to wildlife and biodiversity and may
result in habitat loss, erosion of vegetation and forest cover, and general degradation of the natural
environment.
LGUs must develop the capacities to design sufficient and effective policy and regulatory frameworks,
standards rules, and have equal capacity, efficiency and effectiveness to enforce these rules and
standards. The existing environment departments will need to be sufficiently staff with personnel
possessing the appropriate competencies, provided on-boarding and continuing training, as well as
provided clear performance metrics.
B. WEAK DOMESTIC AND GLOBAL PROMOTION OF THE PROVINCE’S TOURISM

INDUSTRY WILL ERODE ITS COMPETITIVENESS WITH OTHER DESTINATIONS
The province needs to prepare and implement an aggressive marketing strategy in order to compete
with other nature-tourism destinations in the Philippines and ASEAN. But aggressive promotion must
be anchored on the competitiveness of the visitor experience. This requires a holistic approach –
which includes a wide array of concerns to be addressed – improving tourism facilities, activities and
services, improving the quality of the local context within which that total experience of the visitor will
happen, increasing transport accessibility, and considerably improving tourism governance capacities,
policies, rules and standards, and their enforcements.
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C. THERE IS DANGER THAT AN UNREGULATED INFLUX OF FASTFOOD CHAINS,

STORES AND SHOPPING MALLS WILL ERODE THE PROVINCE’S UNIQUE IDENTITY
AS A RURAL, HERITAGE AND NATURE-BASED TOURISM DESTINATION
An uncontrolled influx of global and national fast food chains, department stores and malls, and fashion
establishments may erode the province’s unique identify. It is important to provide a policy framework,
and detailed rules and regulation on the siting, size, architecture, signages and overall visual impacts
of these establishment to ensure that they do not redefined the province’s town centers and future
suburbs into a place similar to all other urban places in the Philippines.
3 REVIEW OF MARINDUQUE’S TOURISM INDUSTRY
3.1 Competitive position
According to the MIMAROPA Regional Development Plan 2017-2022 (p. 31), Marinduque’s role in the
region and in the country is to be the:
➢ Butterfly capital of MIMAROPA

➢ Lenten Capital of the Philippines (Moriones Festival)
➢ Tourism hub hosting historical and cultural landmarks (Battle of Pulang Lupa marker, Battle of
Paye marker, Marinduque National Museum, Luzon Datum origin (Balanacan Station)
Although blessed with its nature-based assets and a diverse set of tourist activities to offer,
Marinduque at present does not have a clear competitive advantage over other destinations offering
similar attractions and activities. Butterfly farms and culture gardens can be found all over the country,
such as in Bohol, Bulacan, Cebu, Bataan, Davao, and even in one of MIMAROPA’s provinces,
Palawan. Lenten celebrations are also famous in other provinces such as Pampanga and Quezon,
and historical and cultural landmarks are scattered all over the country.
Key stakeholders from the province and private sector also desire several branding and identity for
the province, such as to be an ecotourism/eco-adventure hub, a religious/pilgrimage destination, a
center for health and wellness, a farm tourism island, amongst others. Municipalities with their diverse
offerings also desire to carve a niche and be known for their adventure tourism, nature-based tourism,
heritage tourism, and others. Without a clear direction and identity from the Marinduqueños
themselves on how they want to position the province, this poses a challenge in placing Marinduque
as a viable and attractive destination in the Philippine tourism map.
3.2 Tourism markets
Current tourism markets of Marinduque include families and those who travel in groups or barkadas,
especially those who visit the Sta. Cruz islets of Polo, Maniwaya and Mompong. Holy Week still
registered as the most visited period of the province during the entire year, and Maniwaya Island,
according to stakeholders interviewed, has the highest tourist arrivals during the months of March to
May, and visitors in the islands often arrive in groups. According to data provided for same-day tourist
arrivals in 2019, a total of 117,361 tourists visited Marinduque, with 99% of them domestic tourists
(116,100) while the remaining 1% or 1,261 tourists are foreigners.
In terms of regional distribution of travelers in the MIMAROPA region based on accommodation

registration, Marinduque registered 36,274 visitor arrivals, with less than 1% or 157 guests are
foreigners while the rest are Filipinos (36,117). These statistics show that the province has to continue
tapping the domestic market in building critical mass especially with the strong presence of domestic
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travelers in the province’s tourist arrivals. Nonetheless, the province must work on efforts to strengthen
its product offerings and promotions to appeal to the international market and encourage foreign
nationalities to see and experience what the province has to offer.
3.3 Tourism trip, product and system of Marinduque
A. TOURISM TRIP
A traveler’s tourism trip refers to the availability of infrastructure, transportation, and resources to
enable tourist movement from the tourist-generating region to destination, and back. Marinduque’s
tourists mostly come from within the Philippines. These visitors access the province through several
gateways, primarily the airport in Gasan, and the Balanacan Port in Sta. Cruz that caters to both
passenger and cargo vessels and fast crafts. Other gateways include Buyabod Port (from Bondoc
Peninsula of Quezon), the Cawit Port (Lucena-Marinduque-Romblon route), and Gasan Pier that
serves as gateway for those coming from Mindoro. Within Marinduque, the main mode of
transportation are the public jeepneys and tricycles.
Nonetheless, even with the existence of these gateways and with various modes of transportation
available, access and transportation to and from Marinduque are not without challenges. Flights going
to and from Marinduque are limited, with only one airline company servicing the province and flying
only three times weekly. This can already deter tourists who want to visit the province but are pressed
for time since they have to wait for the next two days for flights, otherwise sea transportation will be
the only option. Traveling by ferries and fastcrafts are not without issues, either. It has been reported
that schedules of the passenger ferries are unreliable as they depend on the number of passengers
availing of their services on a particular day: i.e., departure hours can move back and forth if the
fastcraft is already full or not. Likewise, transportation within the province especially during the night
is problematic, as there are no fixed fare rates during evenings and passengers, whether locals or
tourists, need to haggle with the transport providers in order to reach their intended destinations. Such
inconsistencies and inconveniences may leave a bad impression or image to tourists and may be a
factor for them to consider going to other destinations instead of Marinduque.
B. PUSH AND PULL FACTORS
Pull factors or attractions are what make tourists visit a destination, while push factors are those
components that entice a person to travel out of his usual place of work or residence. Although there
are several attractions available, primary attractions why tourists visit Marinduque would be the
Moriones Festival and the Sta. Cruz group of islands (Polo, Maniwaya and Mompong). What pushes
them, especially the domestic tourists, to visit Marinduque would be to experience nature- and culture-
based tourism, as well as to escape or take a retreat from the demands and chaos or urban living. At
present, these attractions do not provide a very strong “pull” to entice tourists to visit the province, as
there are similar attractions existing in other places which can be more accessible and ready to accept
tourists. The Lenten celebrations in Pampanga, or the easily accessible beaches of Batangas, Bataan
and Zambales in Luzon, may easily pique tourists’ interests especially if Marinduque cannot
differentiate itself from what the other provinces has to offer in order to ‘pull’ the tourist market to visit.
C. TOURISM PRODUCTS
While in Marinduque, activities available for tourists include sightseeing, nature and wildlife
experience, caving, sun, sand and sea, trekking/hiking, swimming, experiencing festivals and
traditions, and farm tourism, amongst others. These are the activities that tourists usually engage in,
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with festivals and beach holidays as the top tourist-drawers. However, data shows that on average,
tourists stay only for an average of 1.63 nights (MIMAROPA data, n.d.). With a lot of attractions and
activities available, it is concerning that tourists will only stay for the day or overnight, hence the
province at present is not maximizing revenues from tourism and the tourism experience may not be
realized at its full potential. These may be caused by several factors which can be assessed by looking
at the different product levels available in Marinduque.
As to the core benefits of the present services and products, whether they meet the purpose intended:
➢ Accommodation – available and acceptable for overnight stays but many require upgrading to
basic functionality and sanitation requirements
➢ Transportation - available to move around, but not reliable
➢ Shopping Amenities (Retail) - not sufficient such that shopping cannot be considered as a
tourism experience
➢ Public Restrooms – physical design, and sanitation conditions are poor
➢ Food and Beverage – not sufficient, especially during the evenings
➢ Financial institution - not sufficient, limited ATMs available
➢ Recreation/Guides/Agents – limited, but being community-based and trained are
commendable
It is also noteworthy that amongst generic products, such as accommodation, travel and tour services,
tour guiding, and others, only a handful of these products and services are accredited by the
Department of Tourism. For example, out of more than 50 accommodation and lodging establishments
in the province, only one hotel and two low-end accommodation facilities are DOT-accredited.
Likewise, only one travel agency has received accreditation from the DOT. As to the expected products
by tourists, such as accommodation, F&B and tour services, basic requirements such as the
availability of these services are present; however some of these need to be pre-arranged or pre-
booked, such as the availability of dining facilities or the procurement of food especially during the
evenings. Augmented products, which are those that allow Marinduque to stand out as a tourist
destination, are not yet present or not yet identified. The competitive advantage of Marinduque, at
present, is yet to be determined in order for the province to differentiate itself from other destinations
that offer similar attractions and activities. Lastly, in terms of potential product based on Marinduque’s
growth prospects, the province is yet to provide tourist facilities and services that will delight tourists,
exceed their expectations and encourage return visitation.
D. TOURISM SYSTEM
Components of a tourism system include Attractions, Services, Access, Information and Promotion.
- Attractions are resources that draw visitors to a site. Marinduque has a lot of attractions to
offer whether nature-based, man-made or its century-old traditions. Nonetheless, at present,
these attractions do not have enough “pull” factor yet over competing destinations. Marinduque
cannot just rely on the Moriones Festival and Maniwaya Island to bring in tourists. Other
attractions need to be developed and scaled up in order for the province to attract and pull
tourists to its shores.
- Access, on the other hand, refers to infrastructure and transport links between interest areas.
As previously discussed, the performance of the province’s transportation as linkage between
attractions and services are available but not reliable. Again, this could be problematic for
tourists to visit other attractions and experience different activities within the province. This can
deter the province and the municipalities to realize the economic benefits brought about by
tourism.
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- Services are composed of businesses that cater to the needs of the tourists. These include
F&B facilities, tour guiding services, access to ATMs, and others. These are available in the
province however can still be improved and upgraded in order to enhance the tourist
experience.
- The Information component of the tourism system is the provider of information and the link
between locals and tourists. At present, systematic data gathering of tourist information and
strict authority to require establishments to comply with document submissions are lacking.
These mechanisms should be strengthened as they will be helpful in determining tourist needs
and assisting the local tourism offices in terms of policy-making and promotion.
- Lastly, the Promotion sector is responsible for introducing the place and attracting individuals
and groups to consider a destination in future tours. Based on research, promotions for
Marinduque’s tourism are carried out primarily by private companies (hotels, travel agencies)
through printed (brochures) and digital media. Provincial and local tourism offices have their
own marketing materials, however, their use is considered limited as these materials can be
availed of only when one visits these offices. Presence in social media is available, however,
there is still a lot of room to intensify and expand promotional efforts and strengthen presence
in different media in order to boost Marinduque’s presence in the consciousness of potential
tourists and repeat visitors.
3.4 Destination management and governance
An area utilized for tourism and leisure undergoes an evolution that can be divided into six phases.
This is known as the Tourism Area Life Cycle (Butler, 1980), involving the following six phases:
exploration, involvement, development, consolidation, stagnation, and decline or rejuvenation. It is
important to know which stage a particular destination is at to determine what resources are already
utilized and what systems are already existing, what can be done to move to the next phase if so
desired, and what interventions are necessary to avoid the stagnation, decline and destruction of the
destination. This will also help focus programs, regulations and interventions and align them with the
destination’s vision and direction for development and management.
Marinduque can be considered to be on Stage Two of TALC: Involvement. During this phase, tourist
arrivals are increasing, and developments are still under the control of the local government units and
the local communities, evident through the presence of community-based tourism such as those in
Bagumbungan Cave, Marinduque Wildlife Sanctuary as well as the activities at Mt. Malindig. Some
advertising and promotions are present, primarily through printed materials at the local tourism offices,
and online presence initiated by travel agencies and accommodation facilities. There is an identified
tourist season, which covers the months of March to May, with Holy Week registering the most number
of tourist arrivals during the year primarily attributed to the Moriones Festival. Local entrepreneurship
is apparent with small-scale industries, services and facilities catering to tourists such as
accommodation facilities, beach resorts, restaurants and eateries, small souvenir shops, and the like.
Nonetheless, existing facilities and services available can still be improved and upgraded and efforts
to increase tourist numbers can be undertaken to move from Involvement phase to the next phase of
TALC: Development, but with due caution.
In the Development phase, tourist numbers rapidly increase that may equal or exceed local population.
More investments from non-local investors will pour in, and loss of local control may happen. Migrant
labor may be introduced as local workforce may not be able to meet or sustain the demands of the
industry. Accessibility will be enhanced, such as additional flights or ferry schedules will be introduced.
Promotions and marketing efforts are intensified and expanded. Pressure and demands on
infrastructure and services, such as roads, water, waste management, will also be evident. A
landscape change, both physical and socio-cultural, can also be experienced. New policies and
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additional regulations may need to be introduced for a more effective destination development and
management. As such, if the province so desires to transition from the Involvement phase to the
Development phase, it must do so by developing and managing a destination welcoming to tourists
but still with the welfare of the local inhabitants and communities in mind. Development should be
anchored on the principles of sustainable and responsible tourism development, strong organizational
capacities, and inclusive growth.
In terms of governance and considering that the province is moving from Involvement to Development,
at present, the question is whether or not the provincial LGU (PLGU) has the mechanisms to match
the Involvement stage it is presently at, in terms of:
➢ Organizations involved: no, there seems to be a disconnect with the vision of the province vis-
à-vis the vision of the respective municipal LGUs in terms of Marinduque’s identity and
direction
➢ Marketing employed: not sufficient, printed materials and online presence not substantial;
marketing and promotional efforts by the PLGU can still be strengthened and scaled up
➢ Quality of services provided: not sufficient, catering only to basic tourist needs and services;
may still be improved and enhanced
➢ Information and research to guide decisions: not sufficient, lacks systematic data gathering
and research mechanisms
➢ Quality of human resource, and capacity building: not sufficient; it was often reiterated that the
PLGU and the local tourism offices lack manpower and capacity
➢ Visitor management mechanisms on site: not sufficient, site and visitor management rest
primarily on the private owners and communities managing the sites
➢ Resource stewardship: not sufficient, lack of manpower deterrent to do so
➢ Market ties outside the destination: not sufficient, coordination with regional and national DOT,
as well as linkages with other travel organizations need to be reinforced
4 IMPLICATIONS FOR MARINDUQUE TOURISM DEVELOPMENT

There are several factors that bar Marinduque from developing into a destination of choice for the
strong domestic market as well as the steadily-increasing foreign market. The limited number and
frequency of flights as well as the inconsistent schedules of ferries going to the province may deter
travelers from going and may opt to choose another destination instead where modes of entry to and
exit from the destination are more reliable and frequent. Likewise, despite the existence of diverse
offerings and attractions, these assets are considered underdeveloped hence not able to generate pull
for tourists to choose Marinduque over other competing destinations with similar offerings. Likewise,
facilities and support services (retail, F&B, etc.) catering to tourists’ needs are basic or inadequate.
“Getting the word out there” is also lacking – promotion and marketing efforts rely mainly on how the
private establishments promote their enterprises and on seasonal celebrations (annual festivals).
There is also no clear identity nor branding for the province – what does it offer? why choose
Marinduque over other destinations? how does it want to be known in the Philippine tourism arena?
Despite these challenges, there exist a promising potential for Marinduque to be the destination of
choice not just in MIMAROPA but in the Philippines as a whole. On its own, the province is rich in
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natural assets and man-made resources that need to be sustainably developed and responsibly
enhanced. Centuries-old traditions, remnants of the rich heritage and culture that the province has,
and the warmth hospitality of the locals are also essential in enticing tourists to know the history and
feel the heart of the province. Moreover, Marinduque is considered a peaceful and safe province and
Marinduqueños have a pride of place that tourists will be delighted to see and experience. Lastly and
equally important, the PLGU has the intention and strong will to promote Marinduque’s tourism and
make it one of the economic boosters of the province.
As such, key areas that need to be focused on include exploring ways to move from the Involvement
phase to the Development phase by encouraging the right investments to enhance the attractions and
services that will help generate pull factor to tourists and serve tourists’ needs; building critical mass
and banking on the growth opportunity provided by the domestic market; preparing sites for the
development phase; and enhancing the capacity to sustain these initiatives, ensuring strong
organizational and human capacities to formulate, regulate and implement policies, programs and
projects that will help establish the identity of Marinduque as a tourist destination and put it in the
Philippine tourism map as the island heritage province of the Philippines – and truly, a destination of
choice.
An expected increase in the dynamism of the tourism industry can be stimulated and should be
controlled by good governance capacities and mechanisms. Government will play a more active role
in inspiring and generating private sector investments, in mobilizing resources to finance the provision
and maintenance of enabling infrastructures and public utilities and in the development and
enforcement of relevant policies, standards and rules. These will require that the local governments
upgrade their institutional structures particularly those that deal with tourism development,
environmental management, engineering and regulation of the built environment. These will require
and examination of the organizational structure, functional, staffing and competency and funding
requirements of the departments or units involved.
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4 FRAMEWORKS, STRATEGIES AND POLICIES
1 TOURISM DEVELOPMENT FRAMEWORK

1.1 Overview
This section provides a discussion on the approach that will facilitate the transformation of Marinduque
into an Island Province Destination. The approach defines the Development Framework to develop
the province into a Tourism Destination. The Framework is based on (1) the assessment of the
Tourism System, in terms of the elements to make tourism happen in the area, the factors that
generate the draws and enables tourists to visit the place, the quality of the tourism product currently
offered by the resources and services available in the province; and (2) the elements to facilitate
change from what it is now to the desired change within the planning period.
1.2 Tourism system components
Destination Development requires the identification, utilization, or the addition of key resources in order
to build the foundation of tourism in an area. The Situation Analysis has revealed that the province
has the following resources to make tourism happen in Marinduque:
A. ATTRACTIONS
Attractions are resources that draw visitors to a site. Based on the rapid assessment conducted in
February 2020, potential attractions can be found in the Municipalities of Sta. Cruz, Mogpog, Torrijos,
Boac, and Gasan. The towns of Sta. Cruz, Torrijos, Buenavista, and Boac have nature-based
attractions. These resources are composed of three (3) small islands [Polo, Maniwaya, and Mompong]
and a mangrove forest located in the coastal area of Sta. Cruz, the Bagumbungan Cave located in the
western part of Sta. Cruz, the Poctoy White Beach located in Torrijos, and the Sulfur Pool located in
Buenavista. These nature-based attractions currently draw visitors. The wildlife sanctuary shared by
the municipalities of Boac, Gasan, Buenavista, Torrijos and Sta. Cruz is also considered a nature-
based attraction. The site, however, must be explored further to generate more tourists to visit the site.
Marinduque is also home to a number of sites of historical significance to the province. The town of
Mogpog is the site of two origins - the Luzon Datum (considered as the Geodetic Center of the
Philippines), and the Moriones Festival celebrated during Holy Week. The former has placed
Marinduque in the domestic tourism map of the Philippines while the latter is a religious celebration
unique to the province.
The town of Boac is also considered one of the places where the first Moriones Festival happened. In
addition to this cultural event, Boac is the location of a number of heritage houses that date back to
the Spanish Colonial Period.
Weaving the Roman Catholic roots of the province are old churches found in the western part of
Marinduque. The town of Gasan has one of the most prominent ceilings featured by previous visitors.
When packaged with the Luzon Datum, the artifacts representing the Moriones festival, these assets
create the character which can be used to represent the heritage culture of the provinces.
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Although the sites have drawn tourists in the past, the tourist-generating potential of the town can be
strengthened when the above resources are packaged into distinct tourism areas. Tourism clusters
may be formed to combine areas with common offerings, and opened according to the readiness of
the sites to welcome tourists.
B. ACCESS
Access refers to infrastructure and transport links between interest areas. Although Marinduque has
a circumferential road connecting all the towns, the road network must have areas that encourage
temporary stops to create memorable tourism experiences. At present, there is a lack of spaces for
these stops. There was also an observed time period where one can hail public transport to transfer
one site to another. These have to be addressed, considering the theme that attractions are able to
build when tourists visit each site.
C. SERVICES
Services are composed of the business that caters to the needs of the tourists. Services can be
appreciated in terms of the product layers that they can offer. Based on the rapid assessment, there
are only a number of food establishments that are able to cater to the meal requirement of guests.
Accommodation facilities are also present, but these require further improvements so they are able to
meet the minimum requirements imposed by the Philippine Department of Tourism (see DOT Primary
Tourism Enterprise Standards).
In order to step up the contribution of the present services, enhancements may be recommended to
create the character among service providers of the present tourism sector of Marinduque. Although
the enterprises visited by tourists do meet basic requirements, providers are recommended to upgrade
their service skills in terms of food, hospitality, and efficiency, to improve customer satisfaction and
encourage return visits. There is also a need to instill a Marinduque brand of hospitality to allow the
province to collectively create a brand image to complement the attractions of the towns.
Although Services, Access, and Attractions are already available, two important elements of a Tourism
Functioning System are yet to be established. These are the Information Sector and Promotion
Sector.
The Information Sector bridges the differences between the cultural backgrounds of residents and
tourists. The sector may also include the mechanisms to understand the local culture, to bring out the
character and distinct features of the place, and the systems to collect information about tourists in
order to determine their needs as well as to inform policy decisions of the local Tourism Offices.
The Promotion Sector is prominent in many competitive destinations. The Promotion Sector is
responsible for introducing the place and attracting individuals and groups to consider a destination in
future tours. The Promotion Sector’s function is typically done by the Private Sector through events.
The Public Sector, composed of local Tourism Offices also contribute by collecting information about
their tourism resources, which can be packaged by tour groups before they offer these to potential
guests. It must be noted that the performance of the Promotion Sector rests on both the effectiveness
of Marketing Strategies and the analysis of the cultural and ecological background of the destination.
Promotion may be used to draw tourists, but the use of information to build the distinct and authentic
character of the place plays a critical role in ensuring that destinations are able to provide opportunities
to create valuable tourism experiences.
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1.3 Facilitating change
Transformation into a tourism destination not only requires the availability of quality resources, but
also the strategies that will introduce behavioral, structural, and technological changes to bridge the
gap between the present state and the desired state. Although tourism can happen without the
intervention of the local government units and national government agencies, the participation of the
public sector is still required to influence progress to a situation where the Marinduque stakeholders,
communities, and local organizations ultimately benefit from tourism. This requires interventions to
obtain stakeholder commitment, build individual and collective capacity, cooperation among
stakeholders, and mechanisms to facilitate continuing change towards the desired state.
Considering the state of the tourism functioning system of Marinduque, building commitment and
capacity of the local tourism offices to harness the potential of its tourism resources is crucial in
enabling tourism transformation that banks on the resources that Marinduque currently has. During
the rapid assessment, there were a number of opportunities where municipal tourism officers and local
officials must discuss tourism development in order to create a shared understanding of the goals they
will work on. It was deduced that an intensive awareness campaign and venues to arrive at
complementing goals are required to manage expectations and obtain community support for tourism.
In emerging destination contexts, obtaining commitment is an essential foundation for destination
development in order to mobilize stakeholders to move in a coordinated manner. Hence, increasing
the degree of awareness is critical to facilitate the development of Marinduque as a destination that
can be sustained by the local stakeholders.
Once an acceptable degree of awareness is established, the commitment must be strengthened by

building the capacity of stakeholders to utilize its resources. Building capacity to support tourism
development can be enabled through the expansion of skills of resource owners and empowering
them to take control of their resources to move in a coordinated manner. Although a degree of
autonomy can be achieved, this should be viewed as an opportunity to allow the different stakeholder
groups to become responsible for developing the different sectors of the tourism system. Capacity can
be expanded by offering training programs to improve product development and enhance the quality
of services, making the necessary improvements in the sites to accommodate guests and make it
accessible to businesses, instituting mechanisms to enjoin the community to regulate visitor
movement and business activities with the aim of ensuring the quality of tourism and local residents’
welfare and installing the systems needed to support the operation of tours and businesses catering
to tourists.
To finally position Marinduque in the tourism map of the Philippines, it is imperative to find ways to
coordinate municipal and provincial efforts to create a system that can respond to the forces outside
the province. Competitiveness can be demonstrated in terms of the capacity of the destination to be
preferred over other options, and the capacity of the destination managers to seamlessly provide
services while maximizing tourism revenue. To achieve this, the province should transform itself into
a coordinated network of suppliers and tourism experience providers that has substantial control over
its resources and strong links with tourism industry players outside Marinduque. Collaboration and
contribution among different sectors should be viewed as a primary strategy to achieve
competitiveness.
To achieve this, we have noted the other destinations surrounding Marinduque and the present
capacity of present destination managers to mobilize resources and negotiate with other tourism
stakeholders. Marinduque has two major gateways - the Gasan Airport and the port of Balanacan -
that are linked with other destinations that may compete with the tourism products of the province. For
instance, the port of Balanacan located in the town of Mogpog is linked with the port in Lucena City in
the Province of Quezon. Quezon Province presently offers a variety of tourism experiences that can
compete directly with those of Marinduque. It is critical for the provincial tourism office of Marinduque
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to find ways to position its tourism offerings as distinct and equally valuable products in order to gain
the attention of potential markets and organizers of tours. Coordination with service providers outside
Marinduque can be viewed as a way to encourage visitors to consider visiting places outside Lucena
City towards Mogpog. In order to achieve this, a sophisticated network of collaborators, and even
productive relationships with tourism stakeholders from destinations surrounding Lucena City, should
be forged. To ensure expectations are met, destination managers in Marinduque should be able to
deliver quality products and opportunities for memorable experiences that other places could not easily
replicate or offer.
In the course of transforming the island province into a tourism destination, the character of the
societies residing in the towns of Marinduque and the welfare of locals should be at the center of
development. Cultural mapping and community organizing are deemed essential to defining the
distinct features of the province while putting in place mechanisms for local people to continuously
support tourism development initiatives. Documentation and research initiatives have already started,
and this should be sustained in order to incorporate the cultural features of the towns in the tourism
product offerings. Communities should also be monitored to enjoin them to be part of this project, not
only as product suppliers but also as cultural workers and enablers of the transformation of the island
province
1.4 Framework towards a competitive island heritage destination
Considering the prominent features of the town as a heritage destination and its qualities as an island
destination, the province of Marinduque has the potential to become one of the most sought after
Island Heritage Destinations in the Philippines. In order to realize this, the team recommends the
following approach:
A. ORGANIZING PRESENT RESOURCES INTO MARINDUQUE TOURISM CLUSTERS
Four clusters can be assigned to offer complimentary tourism offerings in different parts of the
province. These clusters are:
o CLUSTER 1. Island and Nature-based Tourism Cluster, to be located in the Municipality

of Sta. Cruz;
o CLUSTER 2. Wellness and Recreation Cluster, comprised of tourism sites from the towns
of Buenavista and Torrijos;
o CLUSTER 3. Heritage Town Cluster, to be composed of the Municipalities of Mogpog,

Boac, and Gasan;
o CLUSTER 4. Island Ecotourism Cluster, comprised of areas in the province assigned as

its wildlife sanctuary
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FIGURE 4.1
PROPOSED TOURISM CLUSTERS
Each tourism cluster is envisioned to have tourism experience offerings that are distinct to other areas
in the province. This ensures the development of character that can be used to organize tourism
facilities, tour programs, and even organizational initiatives to mobilize stakeholder support and
engagement in destination development. The cluster approach also provides the opportunity to offer
sites that have already demonstrated a certain degree of readiness, and prioritization of areas that
may need intensive investments to make them capable of accepting tourists.
B. COORDINATING DEVELOPMENT USING A STEPWISE PROGRAM TO BUILD THE

CAPACITY OF LOCAL TOURISM OFFICES, NETWORKS OF DESTINATION
MANAGERS AND TOUR ORGANIZERS, AND COMMUNITIES WHO WILL BE
CHARGED WITH MANAGING TOURISM IN THE IDENTIFIED MARINDUQUE TOURISM
CLUSTERS.
A three-step development process is recommended to facilitate the transformation from the present
state to the desired state of the province. Strategic planning is required to coordinate efforts.
Recognizing that the different levels of commitment and capacity of sectors from the towns of
Marinduque, the step-wise approach ensures that appropriate organization development programs
are in place to engage stakeholders in tourism activities and programs. The three-step development
must begin with increasing awareness and capacity building (Phase 1), followed by efforts to
strengthen the capability to manage sites, deliver quality tourism offerings, and packaging of tours to
efficiently accommodate guests (Phase 2). The final phase should include initiatives to link the different
clusters into one cohesive network and establish strong linkages with tourism service providers outside
the province to ensure the steady flow of tourists and consistent promotion of the province as an island
destination (Phase 3).
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C. PUTTING IN PLACE TOURISM INVESTMENTS.
The tourism investment program must focus on (1) nurturing and bringing out the value of tourism
resources, (2) linking the sites and expanding capacity to accommodate tourists, and (3) improving
the quality of service offerings and increasing sectoral capacity to respond to competition and
demands of potential visitors and business.
D. PUTTING IN PLACE THE ENABLING MECHANISMS
This involves creating mechanisms to continuously explore and understand the culture and to organize
residents with the aim of introducing benefits from tourism and positioning the island province as one
of the key players in tourism in the Philippines.
The proposed Destination Development Framework can be summarized as follows:
FIGURE 4.2
TOURISM DEVELOPMENT FRAMEWORK
The Framework recognizes that destination development is founded on sound investments,

responsive and interconnected organizations, and the distinct features of Marinduque as a place and
community of Filipinos. Transforming the island into a competitive Island Heritage Destination is the
ultimate goal of tourism development. To realize this, tourism stakeholders of Marinduque must go
through a three-step process - (1) Increasing Tourism Awareness, (2) Developing a Culture of
Tourism, and (3) Strengthening the sector to create a Competitive Destination.
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2 TOURISM DEVELOPMENT STRATEGIES

2.1 Overview
This section provides a discussion on the recommended strategies to facilitate the transformation of
Marinduque into an Island Heritage Destination. The strategies are grouped into: Policies, programs,
projects and activities (PPPAs) assigned to specific years of a 10-year planning period. The PPPAs
are guided by the Tourism Development Framework presented in the previous section of this report.
PPPAs are presented following the three (3) phases of development.
• The Tourism Awareness Phase aims to heighten awareness among stakeholders, promote a
shared understanding of tourism, and build the capacity to satisfy the minimum requirements
promised by an Island Heritage Destination. The Tourism Awareness Phase is a critical step
to move towards a competitive destination. PPPAs assigned in this phase must be completed
in the first two years of the planning period (Year 0 to Year 2).
• The Tourism Culture Development Phase aims to consolidate groups of stakeholders and
strengthen their capability to manage sites, deliver quality tourism offerings, and package
tours. The phase is expected to add value to the current tourism resources of Marinduque
while reinforcing the community spirit and the cultural foundation of the towns, with aim of
promoting a distinct identity of the place. The phase contributes to laying down the networks
and resources needed to offer quality tourism programs. PPPAs assigned in this phase must
be completed in Year 3 to Year 5.
• The Competitive Destination Development Phase aims to link the different clusters into one
cohesive network and establish strong ties with tourism service providers outside the province.
PPPAs assigned in this phase are expected to ensure the steady flow of tourists and consistent
promotion of the province as an island heritage destination. PPPAs assigned in this phase
must be started immediately after the Tourism Culture Development Phase (Year 6) and
completed until the end of the planning period (Year 10).
To facilitate collaboration among the municipalities, PPPAs are recommended to be assigned by

Tourism Clusters. These clusters are:
• Island and Nature-based Tourism Cluster (Cluster 1), to be located in the Municipality of Sta.
Cruz. Cluster 1 is deemed ready to accept tourists, and PPPAs are proposed to be started
immediately (Year 0)
• Wellness and Recreation Cluster (Cluster 2), comprised of tourism sites from the towns of
Buenavista and Torrijos. Cluster 2 is also deemed ready to accept tourists, but investments
are required to organize the tourism offerings. PPPAs are proposed to be started immediately
(Year 0).
• Heritage Town Cluster (Cluster 3), to be composed of the Municipalities of Mogpog, Boac, and
Gasan. Cluster 3 is already open to tourists because the two gateways are located in these
areas. To build the identity of the place, PPPAs on exploring and weaving Marinduque culture
in tourism must be started in Year 0. Once the community is prepared, the remaining PPPAs
should be started in Years 1 or 2.
• Island Ecotourism Cluster (Cluster 4), comprised of areas in the province assigned as its
wildlife sanctuary. This Cluster offers a variety of ecotourism possibilities. It is also one of the
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critical areas that have to be explored further to determine the suitability of additional sites for
tourism. PPPAs assigned in this cluster may start in Year 3 and continue until Year 5. This
cluster should be viewed as contributing directly to the Competitive Destination Development
phase since it is expected to add value to the different product offerings of Clusters 1, 2, and
3.
2.2 Exploring and weaving Marinduque culture in tourism
These strategies aim to better understand the Marinduque culture and enhance its expression in the
different tourism product offerings of the province. The proposed actions can be grouped under the
following categories:
• Pagkilala - This category includes projects and other actions to explore and understand the
different cultural expressions and representations of Marinduque. Strategies under this
category include cultural mapping projects, documentation of cultural expressions, and
introducing this information to tourism services providers of the different municipalities. The
actions are expected to foster ownership of the town’s cultural expressions, which can be the
basis for future branding and promotion activities.
• Pagpapakilala - This category includes exploring ways to incorporate cultural expressions in

the different tourism product components of Marinduque. This will include training and
workshops participated in by businesses as well as cultural workers to determine ways to
weave local culture in the tourism activities.
• Pakikiisa - This category includes placing the Marinduque culture in the tourism arena. This
involves the careful representation of culture in the promotion activities, intensive coordination
with artists and cultural groups outside Marinduque, and representation in public forums and
other venues to establish Marinduque culture as one with the rest of the Philippine cultural
landscape. These activities aim to anchor the contribution of tourism in fostering pride of place
while benefiting from the promotional efforts of the Philippine Department of Tourism and other
agencies involved in tourism marketing.
2.3 Organizing and building capacity in tourism
These strategies aim to create an enabling environment and to equip organizations to meet the
demands of tourism development. The proposed actions can be grouped under the following
categories:
• Paghahanda - The category involves gathering stakeholders to establish their views about
tourism and introducing fundamental training programs to meet tourism development
requirements. The strategies should be tailored to fit the current capacity and context of the
tourism stakeholders to obtain buy-in for tourism initiatives.
• Pagtutulungan - This includes actions to engage the different local stakeholders in planning
activities and other development efforts. The idea is inspired by community initiatives that can
mobilize the utilization of local resources and collective action to produce quality tourism
activities that will be supported by local tourism operators, businesses, and communities.
• Pakikipag-ugnayan - This category includes linking with external organizations to obtain

leverage in tourism promotion and product development. The initiative is expected to expand
the network that can support further tourism undertakings and capitalizing on the experiences
of other tourism sectoral groups outside the province.
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2.4 Investing in tourism
These strategies aim to put in place capital and allocate resources in programs that will enable visitor
movement within the province, enhance the value of tourism sites, and encourage business activities
to support tourism. The proposed actions can be grouped under the following categories:
• Pagsasaayos - The PPPAs include creating venues for primary tourism enterprises and
consolidating access areas to create a cohesive theme. The actions are essential to highlight
the tourism experiences that can be promoted by clustering the present resources of
Marinduque towns.
• Pagpapatatag - This involves actions to increase the capacity of tourism sites to entertain
tourists. Actions may include investment promotion and further expansion of spaces to
accommodate tourists while regulating visitor behavior within acceptable levels.
• Pagpapaunlad - This area consists of PPPAs to add value to the present tourism offerings,
with the aim of building the capacity of sites to offer distinct and high-quality tourism
experiences, and positioning the province as an Island Heritage destination.
3 POLICIES, PROGRAMS, PROJECTS AND ACTIVITIES
The following policies, programs, projects and activities are hereby recommended to implement the
tourism development strategies as guided by the tourism development framework defined on the
previous sections. These PPPAs are expected to be realized during a 10-year planning period, divided
into three phases.
Table 4.1
PROPOSED POLICIES PROGRAMS, PROJECTS AND ACTIVITIES (PPPAs)
PHASE 1 (1-2 years): BUILDING TOURISM
AWARENESS
PAGKILALA PAGSASA-AYOS PAGHAHANDA
(Cultural & Natural) (Physical & Economic) (Organizational)
CLUSTER 1:
Island and
Nature-Based
study feasibility & sustainability Establish/build one port
Sta. Cruz Islets tourism planning for host
of introducing a mangrove of entry at Maniwaya
& Buyabod Port barangay/s
walkway at Buyabod Port Island
build unique identities of the
three islets: Polo Island:
study feasibility & sustainability mangrove park; Maniwaya:
road widening
of introducing a mangrove beach and leisure;
(Maniwaya)
walkway at Polo Island Mongpong: rock formations
thru consensus &
promotions
Explore narratives and other establish visitor data
information about the site that collection (i.e. registration at
waste management
may be useful in preparing tour port; disembarkation form,
programs, safety mechanisms, etc.)
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AWARENESS
promotional materials, and other
strategies to ensure safe and
memorable tour experiences in
the site.
Mangrove forest board skills training on site
walks and other visitor maintenance and crisis
management amenities response
Explore narratives and other
information about the site that
may be useful in preparing tour
- improve facilities of
Bagumbungan programs, safety mechanisms, skills training for cave
visitor center (restroom &
Cave promotional materials, and other guides
shower)
the site.
skills training on site
- establish transport hub
maintenance and crisis
between port and cave
response
establish a more robust
Spaces and amenities
visitor data collection (name,
for retail businesses and
age, place of origin, how
other activities that
they learned about
complements the caving
Bagumbungan Cave tour,
experience of visitors
etc.)
CLUSTER 2:
Wellness and
Recreation
study feasibility and
Torrijos White formulate design encourage private owners
sustainability of underwater
Beach guidelines for structures for property development
coral planting
study underwater resources for
improve public restrooms product development
possible free diving and scuba
with shower facilities workshop
diving haven
Community resource mapping to
identify and document other skills training on site
- designate/establish
resources that may be useful to maintenance and crisis
parking area for guests
package the beach as tourism response
site
Spaces and amenities
for dive shops, retail
programs, safety mechanisms,
establishments,
swimming, and other
recreational activities
the site.
4-10

AWARENESS
Study feasibility of creating
Malbog Sulfur improve existing facilities promote as wellness resort
shared facilities for tourists to
Spring (clean, repaint, etc.) with a view of Mt. Malindig
enjoy sulfur pools
Study to determine healing,
promote cluster as: healing
wellness, and other properties of improve toilet & shower
from the mountains &
activities on the wellbeing of site room conditions
healing from the sea
visitors
designate/establish
parking area for guests skills training on site
and other traffic maintenance and crisis
management facilities to response
encourage turnover
the site.
study feasibility of
encourage private owners
introducing a
for property development
quiet/wellness area
establish visitor data
collection (i.e. registration at
waste management
port; disembarkation form,
etc.)
Community resource mapping to facilitate the building of a
identify and document other visitor center with strengthen community-
Mt. Malindig resources that may be useful to restrooms (targeted area based tour guiding thru
package Mt. Malindig as tourism for VC under private trainings
site ownership)
establish transport hub
between visitor center &
town proper
the site.
CLUSTER 3: product development

Heritage Town workshops
cultural mapping for traffic impact
start of coordination with the
Boac, Gasan, municipalities without one yet assessment if streets will
Churches for future church
Mogpog (applies to all 6) and should be be closed for heritage
heritage tours
finished by end of Year 0-1. walking tours
identify houses to be form a TWG that will
identify walkways to be
"highlighted" for heritage coordinate with NCCA, help
used by both locals and
walking tours (Boac) in the identification of
4-11

AWARENESS
tourists for heritage houses, establishing design
walking tours guidelines, advising LGU for
ordinance and regulations
for current & future
developments
consensus-building with the
private owners

start of coordination with the
Morion makers for future
Morion-Making tours on Morion-making and
its history; workshops &
trainings if necessary
the site.

information about the site that start of coordination with the
may be useful in preparing tour farm owners to be part of
Farm Tourism
programs, safety mechanisms, cultural tours (organic
(including
promotional materials, and other farming, lunch offerings
Butterfly Farms)
strategies to ensure safe and during tours); workshops &
memorable tour experiences in trainings if necessary
the site.
CLUSTER 4:
Island Ecotourism
identify trails and other
Marinduque amenities to be used by strengthen community-
sustainability of introducing
Wildlife both locals and tourists based tour guiding thru
canopy walks & eco-lodges, in
Sanctuary for nature-based walking trainings
coordination with DENR-PAMB
tours
the site.
ensure proper
information about the site that strengthen efforts to
maintenance of the new
Luzon Datum may be useful in preparing tour promote as the Geodetic
visitor center (currently
programs, safety mechanisms, Center of the Philippines
being constructed)
4-12

AWARENESS
the site.
establish visitor data
collection
OTHER PPPAs
maintain existing facility
encourage PPPs to invest in
Laylay Port while waiting for
F&B offerings
investments

sustainability of being a port-of-
call for cruise ships, ensuring
Cawit Port
the surrounding areas and
communities are ready for the
influx of tourists
maintain existing facility

encourage PPPs to invest in
Two-storey View while waiting for
F&B offerings
Deck (Mogpog) investments
Tourist establish visitor data

Information collection (i.e. registration at
Center (Airport airport; disembarkation form,
& Seaport) etc.)
convene a multi-stakeholder
Tourism Council
TC
tourism awareness
workshops
Re-operate the resort, develop

incentives and strategies for the - coordinate how the
Bellarocca
facility owner or investor, assist government can assist in its
Resort
owner in exploring business re-opening
options for re-operationalization
- encourage programs and

Marinduque
research for tourism
Higher
development, destination
Education
management and skills
Institutes
training for tourism workers
4-13

CULTURE
PAGPAPAKILALA PAGPAPATATAG PAGTUTULUNGAN
CLUSTER 1:
Island and
Nature-Based
study feasibility &
sustainability of establishing
Sta. Cruz Islets a water sports center at road widening
& Buyabod Port Buyabod port, with due continuation (Maniwaya)
consideration of water traffic
and existing flora & fauna
introduce e-trikes/golf
carts
if feasible & sustainable,
build mangrove walkway
at Buyabod Port
if feasible & sustainable,
build mangrove walkway
at Polo Islet
strengthen efforts to
Bagumbungan encourage Sta. Cruz Islets'
Cave tourists to visit
Bagumbungan Cave
CLUSTER 2:
Wellness and
Recreation
- establish support
Torrijos White services along the - strengthen product
Beach beachfront: F&B, retail, offerings thru promotions
sports center)
- convert road to
promenade or al fresco
cafe area
- start coral nurseries, if
feasible and sustainable
if feasible and sustainable,

Malbog Sulfur establish a wellness/quiet strenghten promotional
Spring area (lounging, massage efforts
services, etc.)
4-14

CULTURE
establish a visitor center

with a mini- strenghten promotional
Mt. Malindig
gallery/museum and efforts
public restroom
CLUSTER 3:
Heritage Town
establish cultural & heritage
strengthen promotion for
Boac, Gasan, tour packages for Cluster 3 establish walkways for the
the province as a heritage
Mogpog (day tour or with overnight heritage walking tours
destination
itineraries)
new developments in
- cultural mapping of the training for tour guides esp.
Boac heritage zone
respective towns should for the historical Churches
should follow the instituted
already be done by Year 2 tour
design guidelines
establish Morion-making
Morion-Making
as part of the cultural tour
Farm Tourism study the sustainability &

establish Farm Tourism as
(including feasibility of establishing a
part of the cultural tour
Butterfly Farms) Butterfly Research Center
CLUSTER 4:
Island Ecotourism
Marinduque
if sustainable & feasible,
Wildlife
build canopy walk
Sanctuary
if sustainable & feasible,
invite investors for Eco-
lodge development
establish transport
connections between
Luzon Datum Luzon Datum & town
proper (Mogpog and/or
Sta. Cruz)
4-15

CULTURE
work on having a sister
town (whether for
OTHER PPPAs
ecotourism or heritage
tourism) here or abroad
reviving the area thru
fix restroom facilities; presence of enterprises and
Laylay Port
convert to pay restrooms holding of small community
events
if found sustainable and

feasible, open port to
Cruise ships; ensure
Cawit Port
facilities like clean
restrooms and visitor
center are instituted
Two-storey View establish as part of the

Deck (Mogpog) tour with Luzon Datum
establish parking
area/transport hub
Tourist establish a tourist

Information information center and
Center (Airport & install a personnel at the
Seaport) airport & Banacalan port
continuous strengthening of
TC efforts and ensuring all
Tourism Council
key stakeholders are
represented
build critical mass through

Bellarocca
promotions and off-season
Resort
promos
encourage programs and

Marinduque
research for tourism
Higher
development, destination
Education
Institutes
training for tourism workers
4-16

COMPETITIVENESS
PAKIKIISA
PAGPAPAUNLAD PAKIKIPAG-UGNAYAN
(Cultural &
(Physical & Economic) (Organizational)
Natural)
CLUSTER 1: Island and
Nature-Based
build water sports area at renewed promotional
Sta. Cruz Islets & Buyabod
Buyabod Port if found efforts, establish ties
Port
feasible and sustainable with nearby provinces
strengthen community-
ensure adequate visitor
based tourism by
management strategies are
Bagumbungan Cave ensuring community
in place to avoid
consensus on all future
overtourism
developments
establish links with

travel organizations and
CLUSTER 2: Wellness and
tour groups here and
Recreation
abroad for wellness and
recreation tourism
Torrijos White Beach
in place to avoid
overtourism

Malbog Sulfur Spring
in place to avoid
overtourism

Mt. Malindig
in place to avoid
overtourism

CLUSTER 3: Heritage Town
abroad for heritage,
spiritual and cultural
tourism
seal the identity of Boac as
maintain good
Boac, Gasan, Mogpog a Heritage Town thru
relationship and
continuing efforts of
4-17

COMPETITIVENESS
PAKIKIISA
(Cultural &
Natural)
maintaining the heritage coordination with the
houses and regulating new Churches
developments
encourage the
Morion-Making revitalization of the
Morion-making industry
f feasible and sustainable,

establish a Butterfly
Farm Tourism (including Research Center where
Butterfly Farms) locals, tourists, the
academe and the
aficionados can visit

CLUSTER 4: Island
Ecotourism
abroad for island
ecotourism
Marinduque Wildlife
eco-lodge development
Sanctuary
Luzon Datum
OTHER PPPAs
continue reviving the
area thru presence of
Laylay Port maintain facilities enterprises and holding
of small community
events
ensure that cruise

tourism is still on
Establish passenger port
Cawit Port acceptable levels
terminal facilities
(capacity study, limits of
acceptable change)
4-18

COMPETITIVENESS
PAKIKIISA
(Cultural &
Natural)
maintain facilities (ideally
Two-storey View Deck
with existing F&B
(Mogpog)
establishments already)
Construct and establish a

Tourist Information Center tourist information center at assign personnel on a
(Airport & Seaport) the airport and at the permanent basis
seaport
continuous
strengthening of TC
Tourism Council efforts and ensuring all
key stakeholders are
represented
establish strong ties

with tourism
Bellarocca Resort
organizations here and
abroad
encourage programs
and research for tourism
development,
Marinduque Higher
destination
Education Institutes
training for tourism
workers
4-19
5 PRIORITY INVESTMENT PROGRAMS AND PROJECTS
1 INTRODUCTION
Section 4 of this tourism development plan identifies the various policies, programs, projects and
activities (PPPAs) that will be required to implement the framework and strategies towards the
development of a competitive tourism industry in Marinduque. This section identifies and provides brief
descriptions and estimated cost of the priority investment programs and projects that will be
implemented within in the next two year to jumpstart a more aggressive tourism development process.
The priority investment programs and projects were selected from among the various PPPAs based
on the following considerations:
1. They are projects, not policies or activities or continuing responsibilities; meaning, that they
are definable outputs and results that can be produced on the basis of a clear start-to-
finish schedule.
2. To produce the outputs and accomplish the desired results require the application of
resources which are invested or contributed to and applied in the development of the
project, such as funds, or assets.
3. The project must be strategic and high impact in nature. The completion and
implementation of the project will enable the attraction of a critical mass of regular and
diverse visitors to the project site. The project contributes to the development of the
desired image or tourism theme of Marinduque.
The proposed menu of tourism programs and projects is expected to achieve the combined impact of
transformative improvement in the quality of Marinduque’s tourism destinations. The projects are seen
to by catalytic in bringing about a more rapid growth in the tourism market for the province and inspire
the upscaling of more tourism development investments by community members and external
investors. Project profiles of each priority program and project are presented below followed by a table
containing the general cost estimates.
2 CLUSTER 1. ISLAND AND NATURE-BASED TOURISM IN THE

MUNICIPALITY OF STA. CRUZ
2.1 Development of the basic infrastructure of Maniwaya Island, Sta. Cruz
A. OBJECTIVE
The objectives of the project are to establish the appropriate enabling environment in order to establish
Maniwaya Island
1) as a favored beach and recreation tourism destination

2) desired place to invest in the provision of tourism facilities, products and services
5-1
B. PROJECT DESCRIPTION
Maniwaya island is a Barangay of about 1,500 population, excluding tourist population. There has
been no formal accounting of visitor arrivals to the island, but the island is fast becoming a favorite
place for beach recreation. The island is now facing several issues that may undermine the quality of
its development. These include the lack of control over tourist arrivals. Currently tourists who come
through motorized boats land wherever they want to beach, and the LGU is not earning revenues from
them, while at the same time these visitors become costs to the government in terms of increased cost
of maintaining sanitation and infrastructures. There is also a need to provide the core island
infrastructures such as sufficient water supply, sufficient circulation systems, and a more organized
visitor information and assistance system and facility. These are essential in improving the quality and
desirability of the island and the tourism experiences of visitors.
The key components of the project are:
1) Widening of the circumferential road and completing the network loops to open up
more places for development
This includes widening of a total length of 8.5 kilometers of barangay roads including adding a short
diversion and connecting loop in Bagiuo II and Baguio III. This additional loop road opens up this
section of the island to development and provides a more spatially equitable distribution and routing
of the road network.
Figure 5.1
PROPOSED EXPANSION OF THE ROAD NETWORK, MANIWAYA ISLAND
5-2
The existing road network are narrow and can

accommodate only motorcycles.
The proposed widening and road network

expansion provides for a 10-meter wide road,
consisting of a 6-meter wide vehicle carriageway,
a 1.5 meter-wide bike land and 1-meter sidewalk
on both sides of the road, which will also house
some street scaping treatments.
The provision of the road is a long-term

investment. It might as well be constructed to
barangay road specifications as these are
essentials not just for future car-oriented visitors,
but also for the convenience of the investors who
will engage in the construction of tourist facilities Figure 5.2
and who need to purchase bulk supplies. EXISTING ROAD
Figure 5.3
CROSS-SECTION OF THE PROPOSED ROAD WIDENING
2) Upgrading of the water supply system
Deep well water supply shall be constructed with a capacity for 2000 persons or at least 200,000
gallons per day. The barangay chairman has already identified the location of two potential deep
wells which can be integrated into the current water supply system.
5-3
Figure 5.4
PROPOSED LOCATION OF NEW DEEP WELLS
3) Material recovery facility (MRF)
A material recovery facility shall be constructed near the barangay hall area to be easily managed by
the barangay officials. The MRF will receive, separate and prepare recyclable materials for selling to
recycling companies. The MRF will be supported by rules and procedures that tourism establishments
in the island will comply with such as separating recyclable materials and will be enforced with
penalties for violation. Rules and guidelines on the MRF and segregation procedures will be issued
by the Barangay government unit.
4) Regulation and centralization of visitor entry to the island and extension of the
existing pier, installation of a tourism information center and upgrading of the
landscape architecture of the barangay hall area
The entry of visitors to the island shall be regulated and centralized into one entry point. This will
enable the local government to impose island entrance fees which are needed in the upkeep of the
island and the maintenance of its public utilities.
Thus the existing pier shall be extended 50 meters to accommodate more boats to dock even if at low
tides. Barangay volunteers and/or barangay tanods will be deployed to watch beach fronts to ensure
that there are no illegal landings.
The pier facilities will be upgraded to include a visitor information center where fees will be collected
and information on the island, tourism facilities, activities, accommodations, rates, and other relevant
information can be provided to visitors.
The proposed information center will be located at the end of the port and in front of the barangay hall.
The barangay hall area itself will require some upgrading through landscaping.
5-4
C. ORGANIZATIONAL SCHEME
The project will be done through inter-LGU partnership where the provincial government, Sta. Cruz
municipal government and Maniwaya Barangay Government will enter into a joint-venture partnership
to develop the infrastructure facilities, prepare, issue and enforce rules that will govern locators and
tourism establishments and visiting tourists. Revenue sources can come form pier entry fees, docking
fees, visitor entrance fees, waste collection fees from establishments, proceeds from sale of recyclable
materials and water supply rates. The proportion of the share of the revenues of each level of
government will be in accordance with the value of their contribution to the development of the project.
2.2 Upgrading of the Tourism Assistance Center facilities and services in the
Bagumbayan Cave, Sta. Cruz
A. OBJECTIVE
To provide a tourism assistance center to guide tourist on the services, rules and guidelines in
navigating and enjoying the Bagumbayan Cave.
The existing Bagumbungan TAC, approximately, 160 sqm, shall be renovated and enhanced to
include an airconditioned, glass partitioned, enclosed area to accommodate two tourism officers at the
back of this existing pavilion. The lower floor shall also be renovated to refurbish the toilets provided
by proper water closets, bidets and sinks.
The improvement will include landscaping particularly in the frontage areas including a fence that will
visually and physically separate the TAC from adjacent developments. There is potential to package
a set of tourism services to the tourist in order to enrich their experience. This includes a short briefing
on the cave and organization of the tour groups and guide, provision of entrance drinks or after cave
exploration drinks or light snacks, a small souvenir shop and brochures.
BAGUMBUNGAN TOURISM ASSISTANCE CENTER
Figure 5.5
CONCEPTUAL PERSPECTIVE, OF THE ON-GOING AND PROPOSED IMPROVED BAGUMBAYAN TOURIST ASSISTANCE
CENTER
5-5
The facility can be operated by the provincial government in partnership with the municipal
government. The TAC. A package of services can be provided tacked into the entrance fee. This can
include welcome drink and briefing and/or post trekking coffee or drink. The provision of tour guide
should also be for a fee but is optional for professional hard adventure tourists.
3 CLUSTER 2. WELLNESS AND RECREATION IN THE TOWNS OF

BUENAVISTA AND TORRIJOS
3.1 Development of Poctoy White Beach, Torrijos
A. OBJECTIVE
To transform Poctoy White Beach into a major and high activity tourist destination.
The Poctoy White Beach stretches to almost one kilometer and stretches inland up to 30-40 meters.
A new road stretches across the bridge effectively physically separating the beach from the residential
lots that line on the other side of the street.
Figure 5.6
OVERVIEW OF POCTOY WHITE BEACH
Source: Googlemap.com
5-6
The Torrijos municipal government owns only a part of the beach property and its ownership stretches
from the access road to approximately halfway of the newly constructed road. This limits the
development that the LGU can make.
But the government can use its instruments of governance to ensure that the whole stretch of the
Poctoy White Beach and its immediate environs will develop in a coherent manner from the physical,
social, architectural and functional aspects. This will be done through the following measures:
1) Providing direct investments for the following:
1.1 Construction of a single storey structure to house existing mini stores, a 10 slot
(3x3m) single storey structure (90sqm) built chb walls to house rentable spaces
1.2 Construction of a single story 30sqm toilet/shower facility
1.3 Provision of lamp posts spaced at 5 m on the beach side of the existing road
1.4 Provision of beach furniture, composed lounge chairs, tables and cabanas along the
beach front
1.5 Renovation of the two 100 sqm buildings of existing facilities to house the TAC,
cafeteria and souvenir shop
2) Development and enforcement of development and urban design controls to guide new
development by the private sector
The Torrijos Municipal Government has the responsibility of ensuring the development, attainment
and maintenance of a desirable urban architecture that will enhance the desirability of the Poctoy
Beach and the tourism experience of the visitors. The municipal government working with the
Provincial government will, in addition to the regular building and construction regulations, impose
urban design and urban architecture standards for all buildings and site development situated along
Poctoy Beach. Urban design guidelines can include specific standard and parameters in the following
areas:
1. Building bulk, width, height and setback

2. Design of building façade to ensure visual architectural harmony
3. Regulation of the building frontage requiring that frontages should face the street and no
blank wall facing the street will be allowed
4. Design of gates and driveways
5. Building color and texture
6. Landscaping
7. Rules on the location of garbage bins
8. Rules on lighting and signages
9. Rules on parking
The regulation of these aspects of the urban architecture will ensure the evolution of a visually,
perceptually and experientially desirable and memorable travel experience.
The provincial government and municipal government have the challenge of engaging the private
sector land owners who are also key stakeholders of the site. While on the one hand the LGU has the
power to impose rules and standards, they must also engage the active cooperation of the private
5-7
sector owners towards speeding up the development of their properties, partnering in the regulation
of entrance and exits to the site including potential collection and sharing of entrance fees. And in
generally maintaining the site.
3.2 Construction of Tourism Assistance Center and nature tourism activity

development in Mount Malindig, Buenavista including development of tracks
A. OBJECTIVE
To provide a tourism assistance center to guide tourist on the services, rules and guidelines in
navigating and enjoying the Bagumbayan Cave.
Mt. Malindig is regarded by Phivolcs as an inactive volcano. Its peak is at 1157 meters above sea level
and will take 4.5 to 5.5 hours to climb. It has a difficulty level of 4/9. Mt. Malinding is suitable for hard
and soft adventure tourism.
The project has the following components:
1) Construction of a Tourism Assistance Center.
The TAC shall be located in a 4000 sqm property at Barangay Sihi, Marinduque which will
accommodate the building, some landscaped open spaces for resting and parking.
A single-story 60 sqm reinforced concrete structure shall house the information desk, male and female
toilet and a cafeteria. The property shall also accommodate a minimum of 10 parking slots.
The TAC can provide a package of services to support tourists including briefing and guidance,
climbing gears, tents for campers, food and beverages, a small coffee shop, communication facility, a
rest area, and provision for emergency assistance. Tour guides can be fielded upon request for soft
adventure tourism activities. The LGU should develop guidelines and rules as to when tour guides will
be mandatory or not.
2) Construction of paved footpath for soft tourism activities
A total of not less than 5 km of paved footpath (100 mm thick x 1 m wide concrete slab) shall be
provided to lead to the various seeing sights. This is the initial construction and the path should lead
to a defined destination that provides the apex of the mountaineering experience. Signages for
important plant species or areas will be provided including brief descriptions. The place of destination
should have a unique tourism asset such as a waterfall, birdwatching or wildlife watching hub, or a
magnificent landscape. At the point of destination, refreshments can be served to complete the
climbing experience and should have well designed and well -maintained toilets.
The number and lengths of the paths can be increased depending on the quality of destinations,
effectiveness of marketing and visitor generation.
5-8
Figure 5.7
ASSISTANCE CENTER DESIGN CONCEPTS OF TIEZA (SMALL)
Figure 5.8
ASSISTANCE CENTER DESIGN CONCEPTS OF TIEZA (MEDIUM)
C. IMPLEMENTATION SCHEME
The project can be implemented in partnership between the provincial government and the municipal
government with a special use permit from DENR, if necessary, in allowing tourism in protected areas.
The partners will establish an enterprise partnership so that it can collect revenues and work on the
financial viability of the site. The share of each LGU will be determined by the value of its asset
contribution to the development of the site.
5-9
3.3 Improvement of Molbog Sulfur Spring
A. OBJECTIVE
To widen the patronage and diversity the customer base of the Molbog Sulfur Spring by upgrading
its facilities and services.
Malbog Sulfuric Hot Spring Resort is a 1 hectare resort located at the foot of the mountain in Barangay
Malbog, Buenavista, Marinduque. It is operated by the Municipality of Buenavista. The hot spring has
sulfur content popularly used for skin care and treatments. Despite its rotten-egg like foul odor, many
locals and tourists visit this place for body relaxation and healing of skin conditions.
Figure 5.9
MOLBOG SULFUR SPRING
The project involves the construction and operation of a 500 sqm single storey reinforced concrete
structure, resembling Japanese onsen that shall house a lounge, reception areas, private spa and
onsen rooms. Outdoor pools may also be constructed. About 3,000-4,000 sqms of the current site will
be delineated to house the new onsen facility, outdoor pools and landscaped areas. The entrance to
this facility will be separate and distinct from the entrance to the existing facility. Accommodation
facilities can be added over the medium term.
5-10
Figure 5.10
IMAGES OF KYUSHU ONSEN FACILITY, JAPAN
Figure 5.11
CONCEPTUAL FLOOR LAYOUT OF FACILITY
5-11
Figure 5.12
CONCEPUTAL LAYOUT OF SUPPORT SERVICES AREA
The facility can be constructed and operated through a PPP arrangement with the private sector where
the municipal government contributes to the site and the use of the sulfur assets therein and leverage
these against the investments of the private sector in the construction of the site and the management
of the operations.
The other option is for the provincial government to obtain funding for the financing of the construction
of the facility, enter into an enterprise-oriented partnership with the municipal government and
outsource the operation and maintenance to a competent private sector partner.
4 CLUSTER 3. HERITAGE TOWN CLUSTER: MOGPOG, BOAC AND

GASAN
4.1 Establishment of a heritage district in the city center of Boac
A. OBJECTIVE
The objectives of the project include the following:
1) To harness the historical district as a strategic contributor to the development of the

tourism industry.
5-12
2) To ensure the proper conservation of both the heritage buildings and the heritage district
as valuable components of the history of Marinduque
The project involves the conservation and development of a Boac Heritage District. The site is
proposed to be those existing city blocks bounded by Nepomuceno St., Mercader St., 1 de Noviembre
and Deogracias St.
Figure 5.13
INDICATIVE SITE AND BOUNDARIES OF PROPOSED HERITAGE DISTRICT
There are 25 heritage houses inside the defined blocks. The project involves closing the site to traffic
using removable steel bollards at the entrances to the walking streets, repaving the streets from
vehicle-oriented flooring to tile flooring and imposing urban design controls that will guide the design
of the architectural character of new buildings, and the conservation of heritage buildings.
a) ESTABLISHING PEDESTRAINIZED STREETS
The change in the flooring of the existing roads will provide the single most important design element
that will integrate the blocks into one definable tourist destination.
Existing sidewalks, curbs and gutters shall be rehabilitated to have a uniform appearance. The
designated walking streets shall be repaved with 3000 psi paver blocks with modern design patterns
but which are compatible in its color, texture and design with the heritage character of the district. This
design approach will differ from that of Vigan in the sense that the application of modern but compatible
materials into the architecture of a different era reflects the truthfulness of the contribution of one
generation to the work and art of the previous ones.
5-13
mgs.sfgate.com/blogs/images/sfgate/transportation
Figure 5.14
PEDESTRIANIZED STREETS, COMPARATIVE EXAMPLES
Once repaved the streets can serve several pedestrian functions. They can serve as outdoor dining
areas, accommodate biking, hiking and seating, house small stalls, be a venue for concerts and
cultural activities, among others.
b) IMPOSING LAND USE AND URBAN DESIGN CONTROLS.
All developments that will take place within the district will be governed by land use and urban design
controls. This will include the following:
1) Allowable land uses and activities within the district
A list of allowable land uses and building uses should be prepared and embodied in a municipal
ordinance. Activities that require cargo transport and entry of trucks or vehicles, manufacturing of
heavy and toxic products, for example should not be allowed inside the district. Uses that are to be
encouraged include those tourism related uses such as accommodation, recreation, cultural, dining,
shopping and other such related activities.
There are several activities now existing in the district that are otherwise not allowable. Owners should
be provided with incentives or lead time to change or relocate their business. They should be given
assistance in business change or relocation and in exploring other business opportunities within the
site. The LGU can assist these owners in several ways – opportunity banking and information sharing,
networking with prospective investors or partners, or finding other markets and products or services,
among others.
2) Urban architecture standards and regulations,
The district houses about half of the 50 remaining heritage buildings in Boac. The heritage buildings
are unique in their character because of the common period architecture of the buildings. The street
scape is characterized by a diversity of architectural detailing that is unified by common façade and
window patterns, building bulk, color, materials, texture, and height.
5-14
Figure 5.15
HERITAGE BUILDINGS IN BOAC
But the heritage character of the proposed district is being eroded by the influx of new buildings with
incompatible architecture. Currently there are no rules or regulations that control the urban
architecture aspects that are crucial to heritage conservation. It is important that these rules are issues
in ordinance as soon as possible to prevent the further erosion of the heritage assets and overall
character of the district.
Figure 5.16
NEW ARCHITECTURALLY INCOMPATIBLE BUILDING DEVELOPMENTS IN BOAC
Urban architecture regulations deal with imposing standards, guidelines and regulations
on the design of new buildings, on the use and conservation of heritage buildings, on the
placement of building utilities and other related aspects. In particular they should cover the
following:
5-15
1) Building height and bulk

2) Building façade, particularly façade materials, scale of materials and design patterns
3) Building frontage, setbacks and entrances
4) Building color and texture
5) Lighting
6) Signage
7) Placement of utilities such as air conditioners and compressors, garbage bins and
water tanks
8) Roof scaping -Building roof design, color and texture
These rules must apply before the grant of building permits. Corrective measures to existing buildings
that are architecturally incompatible must be required, but a system of incentives or assistance should
be put in place to assist owners.
c) MANAGING THE CIRCULATION SYSTEM
With the closure of the district to traffic, rerouting must be made. At present rerouting as depicted
below may not be a serious issue since traffic is not heavy except during lunch time when vehicles
crown in certain streets fronting dining areas.
Figure 5.17
CURRENT TRAFFIC ROUTE IN THEHERITAGE DISTRICT
It is proposed that over the medium term a short road connecting Madrigal Street to Deogracias Street
be constructed to improve the rerouted traffic flow.
5-16
Figure 5.18
PROPOSED TRAFFIC REROUTING OVER THE SHORT TERM AND PROPOSED ADDITIONAL ROAD ACCESS OVER THE
MEDIUM TERM
The project will be implemented by the Boac LGU in partnership with the provincial government and
in coordination with the building owners in the district. The provincial government can provide or
mobilize supplemental resources as well as expertise for the development of urban design standards
and regulations, and for the planning of the transformation of activities within the district. It can also
mobilize resources for the repaving and improvement of the streets including the introduction of street
furniture and fixtures.
The site can be managed by a joint venture of these two LGU who may establish an enterprise for the
management of the area – including its revenue generating activities. Revenues can come from fees
for use of streets and sidewalks for business oriented activities, penalties for violation of regulations,
and other fees.
5-17
5 CLUSTER 4. ECOTOURISM IN THE PROVINCE- THE WILDLIFE

SANCTUARY
5.1 Installation of canopy walk and establishment of horseback riding trail at

Marinduque Wildlife Sanctuary
A. OBJECTIVE
To diversify the types of nature tourism activities within the sanctuary thereby enabling it to cater to a
diversity of tourist population.
The Wildlife Sanctuary covers almost 9,000 hectares of forested land in the central part of the province
which is home to a wide variety of flora and fauna, fruit bats, exotic birds, and endemic species of
butterflies, reptiles, and other animals. The forest is an excellent site for trekking, wildlife watching,
and adventure tourism
Canopy walks provide access to high levels of the forest through a series of hanging bridges or treetop
walkways spread throughout the forest. This enables the tourist to have an overview and wider view
of the ecosystem and therefore experiences the forest walk in a different way. A canopy walk of not
less than 500 meters will be initially provided, passing through unique points in the sanctuary.
https://ecophiles.com/2017/05/12/canopy-walkways- https://ecophiles.com/2017/05/12/canopy-walkways-world/
world
Figure 5.19
CANOPY WALK COMPARATIVE EXAMPLES
Horseback riding paths will be developed within the forest area leading to the forest core. An estimated
2-3 kilometer initial horse back riding paths is included in this project.
5-18
The project will be implemented by the province partnership with the LGUs who have jurisdiction over
the areas where the canopy walk and the horseback riding paths will traverse.
Table 5.1
PROPOSED INVESTMENT PROGRAM
MARINDUQUE INFRASTRACTURE PROJECTS
TOTAL ESTIMATED
PAPS DESCRIPTION
COST (PHP)
1. Construction of Tourism
Assistance Centers
a. Bagumbungan Cave, • Renovation of Tourism Assistance 2,500,000
Sta. Cruz Center
• Landscaping
b. Mt. Malindig, Buenavista • Building of Tourism Assistance Center 10,000,000
• Trail Construction
• Site acquisition
2. Maniwaya, Sta. Cruz
a. Reconstruction of a 10m 150,000,000
RROW circumferential
roadway
b. Installation of deep well 10,000,000
facility
c. Extension of Maniwaya Pier 90,000,000
d. Material Recovery Facility 25,000,000
3. Development of Torrijos • Construction of Stalls 16,000,000
White Beach • Construction of Public Toilets
• Beach Furniture, Street Lights and
Paving
• Renovation of Tourism Assistance
Center
4. Installation of Canopy Walk 3,750,000
and establishment of
horseback riding trail at
Marinduque Wildlife Sanctuary
5. Malbog Sulfur Spring • Construction of an Onsen building 25,000,000
6. Establishment of Boac • Repaving of streets and street 14,600,000
Heritage District scaping
TOTAL 346,850,000
5-19

Draft Marinduque Tourism Plan 2020 2030

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DRAFT-NOT FOR QUOTATION

1 GENERAL INTRODUCTION .............................................................................................................. 1-1

2 OVERVIEW OF THE TOURISM PLANNING CONTEXT..................................................................... 2-1

3 TOURISM SECTOR SITUATION ASSESSMENT ........................................................................................ 3-1

4 FRAMEWORKS, STRATEGIES AND POLICIES .......................................................................................... 4-1

5 PRIORITY INVESTMENT PROGRAMS AND PROJECTS ............................................................................ 5-1

Table 2.1 – Land Area of the Province..............................................................................................................2-2

Figure 2.1 – Map of Marinduque.......................................................................................................................2-1

▪ Butterfly capital of MIMAROPA

- OVERVIEW OF THE TOURISM DEVELOPMENT PLANNING CONTEXT, which provides

- SITUATION ASSESSMENT, which presents a SWOT analysis and assessment of current

- FRAMEWORKS, STRATEGIES AND POLICIES, which presents the general approach to

- PROPOSED IMPROVEMENTS IN GOVERNANCE AND INSTITUTIONS, which identifies

2 OVERVIEW OF THE TOURISM PLANNING CONTEXT

1 GEOGRAPHICAL AND PHYSICAL PROFILE

4 LOCAL GOVERNMENT AND FISCAL CAPACITY

DESTINATION DEPICTION LOCATION

3 TOURISM SECTOR SITUATION ASSESSMENT

1 OVERVIEW OF TOURISM MARKET TRENDS

2 MARINDUQUE: SWOT ANALYSIS

A. THE PROVINCE’S SOCIAL AND POLITICAL CONTEXT PROVIDES FAVORABLE

B. ABUNDANCE OF NATURAL TOURISM ASSETS

C. GROWING TOURISM INDUSTRY

D. STRONG AND COMPETENT POLITICAL LEADERSHIP AND GENERAL

E. PRIVATE SECTOR READY AND WILL ACTIVELY PARTICIPATE IN THE

A. ISSUES IN TRANSPORT ACCESSIBILITY TO AND FROM THE PROVINCE

B. UNDERDEVELOPED TOURISM PRODUCTS AND SERVICES, WEAKNESSES IN

C. WEAK MARKETING AND TARGETTING OF PAYING/SPENDING TOURISTS

D. WEAK LGU INSTITUTIONAL CAPACITIES FOR TOURISM SECTOR

A. THE PROVINCE HAS THE UNIQUE OPPORTUNITY TO BE A TRULY UNIQUE PLACE

B. THERE ARE SEVERAL WAYS WITH WHICH TO GENERATE AS WELL AS MOBILIZE

b.3 NATIONAL-LOCAL PARTNERSHIP. The province and/or municipalities can partner

b.5 EXPANDING GOVENANCE TO INCLUDE ENTERPRISE DEVELOPMENT. The

A. A NATURE-BASED TOURISM INDUSTRY MAY POSE THREATS TO THE

B. WEAK DOMESTIC AND GLOBAL PROMOTION OF THE PROVINCE’S TOURISM

C. THERE IS DANGER THAT AN UNREGULATED INFLUX OF FASTFOOD CHAINS,

3 REVIEW OF MARINDUQUE’S TOURISM INDUSTRY

3.1 Competitive position

➢ Butterfly capital of MIMAROPA

3.2 Tourism markets

In terms of regional distribution of travelers in the MIMAROPA region based on accommodation

3.3 Tourism trip, product and system of Marinduque

B. PUSH AND PULL FACTORS

3.4 Destination management and governance

➢ Resource stewardship: not sufficient, lack of manpower deterrent to do so

4 IMPLICATIONS FOR MARINDUQUE TOURISM DEVELOPMENT

4 FRAMEWORKS, STRATEGIES AND POLICIES

1 TOURISM DEVELOPMENT FRAMEWORK

1.2 Tourism system components

1.3 Facilitating change

Once an acceptable degree of awareness is established, the commitment must be strengthened by

1.4 Framework towards a competitive island heritage destination

A. ORGANIZING PRESENT RESOURCES INTO MARINDUQUE TOURISM CLUSTERS

o CLUSTER 1. Island and Nature-based Tourism Cluster, to be located in the Municipality

o CLUSTER 3. Heritage Town Cluster, to be composed of the Municipalities of Mogpog,

o CLUSTER 4. Island Ecotourism Cluster, comprised of areas in the province assigned as

B. COORDINATING DEVELOPMENT USING A STEPWISE PROGRAM TO BUILD THE

C. PUTTING IN PLACE TOURISM INVESTMENTS.

D. PUTTING IN PLACE THE ENABLING MECHANISMS

The proposed Destination Development Framework can be summarized as follows:

The Framework recognizes that destination development is founded on sound investments,

2 TOURISM DEVELOPMENT STRATEGIES

PPPAs are presented following the three (3) phases of development.