TOURISM POLICY PLANNING AND DEVELOPMENT

MUNICIPALITY OF SAN MIGUEL, CATANDUANES

A Tourism Policy Planning and Development Presented to the Faculty of the

Undergraduate Studies Department
College of Management and Accountancy
PHINMA - SAINT JUDE COLLEGE MANILA

In Partial Fulfillment of the Requirements

For the degree of
Bachelor of Science in Tourism Management

Carias, Stephen
Jacob, John Mark Edison
Jimenez, Emmyrose
Mangguba, Mary Rose
Mendoza, Ferdinand
Reyes, Lenard
 TABLE OF CONTENTS

Title Page......................................................................................................................................... 1
Table Of Contents............................................................................................................................ 2
Acknowledgement........................................................................................................................... 3

CHAPTER I - INTRODUCTION
Background of the Local Study................................................................................................. 4
Overview....................................................................................................................................6

CHAPTER II - SITUATION ANALYSIS

PESTLE Analysis...................................................................................................................... 8
Political................................................................................................................................ 9
Economical.......................................................................................................................... 9
Social....................................................................................................................................9
Technological..................................................................................................................... 10
Legal.................................................................................................................................. 10
Environmental....................................................................................................................10

CHAPTER III - KEY ISSUES AND SOLUTION

Risk and Possible Solution...................................................................................................... 13
SWOT Analysis....................................................................................................................... 15

CHAPTER IV - STRATEGIES
Tourism Policy Planning and Development Logo................................................................... 21
Vision....................................................................................................................................... 22
Mission.....................................................................................................................................22
Objectives................................................................................................................................ 22
Roadmap.................................................................................................................................. 23
Monitoring and Evaluation...................................................................................................... 30

CHAPTER V - CONCLUSION AND RECOMMENDATION...............................................41

Reference.................................................................................................................................. 42
About the Author...................................................................................................................... 43

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 ACKNOWLEDGEMENT

A person with desire and passion will always have the courage to take one step forward
and two steps back. To look back to those people who made this study possible. The researchers
would like to extend their overflowing gratitude to the following:

To Ms. Elsie De Guzman Geronimo, whose guidance and support were invaluable
throughout the whole process of making the Tourism Policy Planning and Development study.

To Ms. Cedriene Danielle Quinto, for her perseverance and dedication to guide the
researchers in tracking the right path of this study. Truly your expertise, care, and unwavering
support shone through.

To Dr. Don Magpantay, for his presence in guiding his faculty members to always give
the best thing for the betterment of the department.

To Mr. Geronimo Tapas, Tourism Officer of San Miguel, Catanduanes for addressing
our questions so that we could appropriately conduct this research.

To the Family of the Researchers, for always giving the best support system along the
way. You will always be the backbone of the journey we embark on. This journey will not be
possible without you. Know that we are carrying all your love and support for as long as we live.
This success will be sweeter for this is the testament of our hardwork sharing with you.

Lastly, to Our Lord Almighty Father, we lift everything to honor and glorify you.
Thank you for giving us the capability and chance to experience and to finish this study amidst
all of the uncertainties. Truly your cradle of love was felt by each of us, and that you never show
the limits of your guidance, love, and blessings.

– Researchers

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 CHAPTER I
INTRODUCTION

Background of the Local Study

The Island Province of Catanduanes is one of the provinces that the Region V (Bicol
Region) beholds. It is a home of different natural resources that the province can rely on; from
the high mountains, breathtaking beaches, relaxing waterfalls, and most importantly hardworking
people. Catanduanes is the smallest province in the bicol region. Despite being the smallest, this
proved that being the smallest doesn’t mean to be the weakest for this province holds majestic
beauty from its natural resources, culture, foods and delicacies, and most importantly, its people.
Catanduanes comprises 11 municipalities, namely; Baras, Bagamanoc, Bato, Caramoran,
Gigmoto, Pandan, Panganiban, San Andres, San Miguel, Viga, and Virac (Capital). Moreover,
the island province of Catanduanes marks its name and trademark in the Abaca Fiber Industry by
the power of the Republic Act No. 11700 of 2016 that declares the Province of Catanduanes as
the “Abaca Capital of the Philippines”. This was also the reason why the Philippines is the
Abaca Capital of the World.
The Municipality of San Miguel is one of the municipalities in the island province of
Catanduanes. San Miguel is a landlocked municipality that is geographically located nearly in
the southern part of Catanduanes, mainly composed of mountain ranges, agricultural fields,
rivers, and waterfalls that can be classified as its main natural resources. According to the
Catanduanes Official Website, the Municipality of San Miguel is a 5th Class Municipality.
Historically based, San Miguel was once part of the municipality of Bato, one of the
municipalities in the island province of Catanduanes. San Miguel was once a sitio named
“Aguas”, one of the species of fish. However in the 1930's, during the celebration of the feast of
Santa Cruz, the name Aguas was changed into San Miguel to recognize the commendable
service of Don Miguel Triumfante of Bato who were present during the celebration of the feast.
Based on the data recorded by the PhilAtlas, the municipality of San Miguel has an annual
revenue of ₱62,772,350.70 in the year of 2016. The demography of San Miguel recorded its
highest age bracket population at 58.67% (ages 15-64 years old) that is labeled as the
“Economically Active Population” or the people who have been working in a specific field.

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 “San Miguel, The Heart of Abaca in the Isla”, the slogan that will embark the tourism
policy planning and development of the municipality of San Miguel. In line with tourism
development, it is really crucial to highlight the natural resources of the municipality of San
Miguel in order for it to be recognized by anyone who steps on it. The municipality of San
Miguel marks its name as the municipality that produces the majority of Abaca Fibers in the
whole island province of Catanduanes, which is the Abaca Capital of the Philippines. Abaca is
the main source of income of most local citizens in San Miguel, especially the Abacaleros (the
people who plant, extract, and harvest abaca fibers).
The municipality of San Miguel is geographically located sandwiched by fellow
municipalities in the island province of Catanduanes namely: Bato, Viga, Gigmoto. This makes
the municipality of San Miguel a portal or gateway of people who travel from the south to the
northern municipalities of Catanduanes. Given the fact that there is only one main road in San
Miguel which is called the Catanduanes Circumferential Road which could potentially allow
anyone who passes through San Miguel to witness the natural beauty of its attractions, especially
its mountains, rivers, waterfalls and its agricultural lands.
In line with the tourism development is a thorough planning and study in order to have a
backbone in the development to happen. Resources of information is one of the things that
should be looked up because it will translate the current situation of the municipality of San
Miguel and its capacity to shoulder a tourism development. In the case of San Miguel, one of the
gaps in planning the tourism development is the lack of informational resources knowing that
analysis of data and information should be the first step to have a successful plan. It is evident
that having a lack of informational resources is indeed a problem or one of the core problems in
making this study due to the very limited information about San Miguel, Catanduanes that can be
found in any possible search engines. However, with the help of the Municipal Tourism Office of
San Miguel and the Tourism Officer of San Miguel, some helpful information still managed to
get unleashed. The tourism officer of San Miguel, Catanduanes became the portal of information
in order for this study to have a foundation. Through a formal letter came from the researchers
that is approved by the research adviser and the program head of Bachelor of Science in Tourism
Management of PHINMA Saint Jude College, the message was delivered to the Tourism Office
of San Miguel, Catanduanes and that embarks the gathering of information that could be of help
in the making of this tourism policy planning and development study.

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 Moreover, according to the Tourism Officer of San Miguel, the tourism office is still not
holding concrete data and information yet for the reason that the Municipality of San Miguel
only established its tourism office in 2023. The data gathering of the tourism office is not yet
finished and that leads them to fail in providing exact and concrete data and information. On the
other hand, the tourism officer still keeps in touch by answering questions and providing some
information regarding the study to be part of the data gathering. One of the gaps and challenges
of this study is the Comprehensive Land Use Plan, which is an essential tool in order to analyze
the zoning of the municipality of San Miguel for possible allocation of land and knowing where
are the areas that could possibly be the focus of development. However, in line with the lack of
information resources, upon reaching out to the Local Government Unit of San Miguel
specifically the Tourism Office and Municipal Planning and Development Office, they didn’t
have a proper response to the request of having a copy of the Comprehensive Land Use Plan.

Overview
The tourism industry of the municipality of San Miguel is in its emerging state. San
Miguel holds tourism attractions that are mostly natural attractions such as waterfalls, rivers, and
mountains, and also San Miguel holds a parish church named St. Michael the Archangel Parish
Church which honors the patron St. Michael that was attached to the name of the municipality.
The municipality of San Miguel is a gateway to other municipalities through the
Catanduanes Circumferential Road, it is a great potential in establishing a Tourism Circuit that
will allow to highlight the attractions and other natural resources that the municipality of San
Miguel beholds.
Moreover, the municipality of San Miguel could also acquire a Tourism Service
Information Center as part of its tourism development, for this could be a great help and
advantage for the tourists who will visit the municipality of San Miguel and other nearby
municipalities. The Tourism Service Information Center will be an avenue for anyone who has a
lack of knowledge and information about what the municipality has to offer, as well as the other
municipalities. The information center will also offer the guests or tourists a Half-day Tour that
highlights the tourism attractions, gastronomy, and culture of San Miguel. Moreover, the Tourism
Service Information Center will also promote its culture in the abaca industry for this center will
also offer abaca products as souvenirs for the tourists or guests to buy.

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 AbaKultura is a contracted word pertaining to Abaca and Kultura (culture) which
showcases the abaca fiber industry of San Miguel as part of the municipality’s culture for this
municipality is the main producer of it. AbaKultura will be a series of stalls consisting of stations
that will showcase the three main processes of making Abaca Products. The municipality of San
Miguel can also collaborate with the National Abaca Training Center which is a national
organization that studies the plantation, growth, situation, and production of abaca trees and
plants, and also the process of harvesting it and turning it into something valuable.

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 CHAPTER II
SITUATIONAL ASSESSMENT

PESTLE Analysis
PESTLE Analysis is an analysis to be used to conduct a thorough study to obtain an
extensive understanding of the external factors influencing the global situations and impacts of
the tourism industry. The term PESTLE stands for Political, Economical, Social, Technological,
Legal, and Environmental which will be the components in analyzing the external factors that
could be incorporated to the study.

Figure 1: The PESTLE Analysis of San Miguel, Catanduanes

Political
Political factors have a significant impact on tourism. The increasing influence of
nationalism in global politics affects tourism consumption, leading to the need for a new
conceptualization of the relationship between politics and tourism consumption . Political
instability in destination countries has a negative effect on international tourism demand . Policy
adjustments and the political environment based on political relations with China can create

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systemic shifts in tourism development. Political relations between countries can affect outbound
tourist flows, with tourists responding more to negative political shocks than positive ones . The
practice of tourism is implicated in the extension of political power across territory, as seen in
COVID-19 border closures and tensions in the South China Sea. Overall, politics play a crucial
role in shaping tourism patterns and outcomes.
Economical
Foreign exchange and bank interest rates are in most cases determined by demand and
supply of foreign exchange in an economy. This aspect has a direct effect on the cost of tourism
in a destination. For the cases of strong local currency, the foreign tourists are required to pay for
goods and services and hence may evade such destinations. Studies have shown that third world
countries are the cheapest destinations for foreign tourists as they often have weaker currencies
when compared to the currencies of the developed countries. On the one hand, an increase in oil
prices brings the inflation rate to high which may have a deteriorating effect on tourism demand
because activities related to tourism are usually oil intensive; therefore, tourism demand is
susceptible to oil price volatility. Conversely, inflation as a result of high oil prices may also have
a positive or productive effect for oil producing countries because higher the oil prices, higher
will be the income for those countries
Social
Another aspect of tourism that negatively impacts the society and culture of the
destination locations is that of culture clashes. When tourists visit other countries and do not
educate themselves about the local customs, they can and often do offend the locals. For
example, in some Middle Eastern countries, it is custom and proper for women to cover
themselves. When tourists come and appear half-dressed (to the locals), it offends the locals and
can sometimes cause problems within the society, as the locals want to copy the tourists. This
creates social tension for the destination country and city. But, tourism isn't always that bad all
the time. Sometimes, tourism helps a destination country or city. Florida in the United States, for
example, benefits from the tourists that come from all over. Not only does the theme park attract
all kinds of tourists and provide new jobs for the locals, the extra amount of visitors also gives a
boost to local businesses such as hotels, restaurants, and shopping centers.The hospitality and
tourism industry has the power to preserve and protect cultural heritage. By promoting cultural
awareness, businesses can contribute to the conservation of traditions, arts, and historical sites.

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This not only helps to maintain the authenticity of a destination but also creates a sustainable
tourism model that respects and supports local communities.
Technological
The integration of Internet-based accommodation booking platforms into rural tourism
has experienced substantial growth over the last decade, enabling small enterprises to access a
global customer base at minimal costs. This trend, although advantageous for individual
businesses, has led to market dominance by a few reservation platforms, potentially affecting
local, non-profit, and regional reservation systems. Key features such as price comparisons,
ratings, and customer reviews on these platforms have significant implications for inter-business
competition, quality control, marketing strategies, and revenue streams. While there are benefits
for individual businesses, there is also a concern about the abstraction of revenues from national
and regional booking organizations, which offer additional support and marketing services.
Legal
The recent easing of border restrictions in the Philippines marks a significant shift for its
tourism industry and businesses. Over the past two years, the country had implemented strict
measures to curb the spread of COVID-19, including border closures. However, with the latest
regulations, the Philippines has opened its doors to fully vaccinated international travelers,
regardless of their visa status. This change is expected to have a positive impact on tourism,
allowing businesses to tap into a broader market and boost economic recovery within the sector.
Environmental
Climate change is portrayed as a pervasive threat, disrupting weather patterns worldwide
and placing stress on critical sectors like agriculture. The vulnerability of the agricultural sector
is highlighted, emphasizing the risk to food production and supplies due to erratic weather
conditions. This has broader implications for global food security, particularly in economies
heavily reliant on agriculture. Furthermore, climate change is depicted as a catalyst for
biodiversity loss, affecting species survival through temperature shifts and ecosystem
disruptions. The economic impacts are also explored, with emphasis on the tourism industry
facing challenges from climate change-induced shifts in tourism destinations. Overall, the review
underscores the imperative of global commitment and coordinated efforts to tackle the
formidable challenges posed by climate change.

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 The province of Catanduanes is an island province that the Region V beholds or also
known as the Bicol Region. Catanduanes is the smallest province among the region however
despite its size, it is one of the richest provinces in terms of natural resources especially to the
things that it could offer in the tourism industry. The island province of Catanduanes is the 12th
largest island in the Philippines, and it is geographically located in the eastern part of the nation.
The island province of Catanduanes is directly facing the world’s largest and deepest ocean, the
Pacific Ocean that made this province the land of the howling winds.
The island province of Catanduanes is a mountainous province. This province consists of
tremendous mountain ranges and hills. Knowing that Catanduanes is an island, it is evident that
the province is blessed with a wide stretch of coastlines. Catanduanes is home to numerous
pristine beaches, white or cream sand beaches such as Twin Rock Beach Resort, Mamangal
Beach, Marilima Beach, Batalay Beach, etc. Aside from that, Catanduanes is also a surfing
haven for its geographical location gives access to huge waves coming from the Pacific Ocean,
and the best surfing spot that Catanduanes could offer is the Puraran Surf Beach Resort.
Moreover, the island province of Catanduanes also holds numerous majestic waterfalls with
natural water coming from the mountain ranges of the island province.
Bicol region is a land of diverse cuisine and delicacies especially in terms of coconut
milk and spices, and Catanduanes is not an exception. The island province of Catanduanes offers
different foods and delicacies that also reflects its culture through its cuisines such as: Bicol
Express, Latik, Laing, Ginataang Kinis, Ginataang Tabagwang, etc.
The island province of Catanduanes is the home of one of the most cheerful, colorful, and
festive events in the Philippines, the Abaca Festival. In 2023, the Abaca Festival was awarded as
First Runner-Up in the Best Cultural Festival in the Philippines by ATOP-DOT Pearl Awards
2023. The Abaca Festival is celebrated every 3rd week of May annually.
On the other hand, the island province of Catanduanes is a typhoon prone area since it is
geographically facing the pacific ocean. This province catches the strongest possible wind and
heavy rainfalls. The best time and season to visit the island province of Catanduanes is during
the summer season, ranging from the months of March to May.
The tourism industry of Catanduanes is slowly getting its exposure through social media
platforms and different marketing strategies. According to the Catanduanes Tourism Office Chief
named Carmela Garcia, the tourism arrival in the island province of Catanduanes in the year

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2023 reaches 127,619 tourists, which is a 7% increase from the tourism arrival of the year 2022.
The tourism performance of Catanduanes is quite impressive in providing unique guest
experience through various attractions and activities to the guests, as well as the hospitality
industry in providing shelters and foods to the tourists that enter the province.

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 CHAPTER III
KEY ISSUES AND SOLUTION
SWOT ANALYSIS

Risk and Possible Solution

Identifying the possible risks that may arise in the process of making the Tourism Policy
Planning and Development is one of the crucial ways in order to label and pinpoint each and
every possibilities of causing a problem that could possibly have a direct impact to the
municipality of San Miguel, Catanduanes; as well as the direct impact of the municipality to the
development of the tourism aspects in the scope of the area. Listed below are possible risks and
solutions in the tourism planning and development:

1. Risk: The Municipality of San Miguel has been lacking tourism attractions. There are
only a few counts of tourist attractions that are present in the whole municipality. This
could possibly be the reason why the municipality of San Miguel has only few tourists.
Solution: Despite having a few tourist attractions in the municipality, the potential of San
Miguel in terms of tourism still remains. Highlighting the natural resources and products
of the municipality such as: abaca, crops, pili nuts, rice, etc. could be the main asset of
the municipality.

2. Risk: Limited information resources that can be found online for the municipality to be
well analyzed.
Solution: Coordination with the Local Government Unit of the Municipality of San
Miguel in order to gather possible and available data and information to come up with a
proper basis of the study.

3. Risk: The Municipality of San Miguel is the only landlocked municipality in the island
province of Catanduanes. Having said that, the municipality doesn’t have access to the
ocean which is something that most of the tourists are looking for.

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 Solutions: Despite the fact that San Miguel doesn’t have access to a coastline, the
municipality still acquires bodies of water such as waterfalls and rivers that could still be
an advantage in positioning the municipality in the tourism industry.

4. Risk: The lack of support to the tourism industry by the Local Government Unit of San
Miguel is one of the possible risks in the municipality. The past administrations of the
Local Government of San Miguel didn't focus on the tourism potentials of the
municipality and only took action in terms of the municipality’s tourism industry last
2023.
Solutions: The Local Government of San Miguel should create more programs and
engage the local citizens of the municipality that has a connection to tourism awareness,
and to create plans for the development of the municipality’s tourism industry.

5. Risk: Lack of plan for tourism development is a huge risk why some areas or
municipalities are being shallowed in the tourism industry.
Solution: Collective efforts of tourism professionals along with the local government of
the municipality in planning a tourism development plan should always be present in
order to highlight the different tourism products that the municipality is holding.

6. Risk: The island province of Catanduanes is geographically facing the Pacific Ocean,
making it a typhoon prone area. Having said that, it is one of the biggest risks that the
whole province is facing because these types of events are uncontrollable by anyone.
Solution: Knowing that catastrophes are never placed in anyone’s hands, the only thing
that the local government can do about it to have a proper Disaster Risk Reduction
Management Plan in order to lessen the greater effect of the said catastrophes, and to also
have a plan to the fastest possible ways of recovery.

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SWOT Analysis
An analysis and a strategic approach in order to identify the strengths, weaknesses,
opportunities, and threats that are present in the municipality of San Miguel that could be the
basis and roots of tourism policy planning and development. In this way, it would be much easier
to highlight the quadrants of the analysis along with the current and possible situation of the
municipality of San Miguel.

Figure 2: The SWOT Analysis of San Miguel, Catanduanes

Strength: San Miguel, Catanduanes, boasts a wealth of natural resources and cultural
attractions. The agricultural land supports a variety of crops, including the renowned abaca fiber,
coconuts, and pili nuts. Additionally, the region is home to terrestrial scenery, which attracts

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tourists. The area is also known for its vibrant cultural festivals, which celebrate the region's rich
history and traditions. San Miguel de Catanduanes also features stunning waterfalls and rivers
that offer opportunities for relaxation and adventure.
Weakness: The San Miguel Catanduanes municipality limits its growth and development
as a landlocked area, and it also lacks natural attractions. Additionally, its location makes it prone
to typhoons, which may also be the reason for the lack of a well-defined tourism plan, making it
difficult to promote and develop its potential as a tourist destination.
Opportunities: The San Miguel Catanduanes can make tourism opportunities by
Establishing a Tourism Circuit to highlight attractions, establishing a Tourism Service
Information Center. This center can promote the region's unique offerings, such as AbaKultura
and Abaca products, as souvenirs. By focusing on livelihoods tied to abaca fiber, adventure
tourism, cultural tourism, and sustainable practices.
Threats: San Miguel, Catanduanes, faces challenges due to its climate, which causes
natural calamities like typhoons and is also worsened by insufficient government support.

Figure 3: Butler’s Destination Life Cycle Model

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 The Destination Life Cycle Model created by Richard Butler aims to essentially equate
the evolution of tourism destinations through different phases of development. According to
Butler, tourism is not a static process, but that it evolves or declines according to factors such as
destination discovery, visitor flow, support from authorities, the relationship between tourists and
locals, infrastructure, etc. The Destination Life Cycle Model consists of six phases, namely:
Exploration, Involvement, Development, Consolidation, Stagnation, Decline and Rejuvenation.
In the case of the municipality of San Miguel, Catanduanes, upon the analysis and the
data and information given by the municipal tourism officer, the municipality of San Miguel will
fall out to the Involvement Phase of the Destination Life Cycle Model. In the terms of the
Involvement Phase based on Butler, the local people started businesses that aimed at tourists
such as tourism attractions, restaurants, accommodation facilities, etc. In this phase, the local
government is also being pressured in developing the place or the destination for the future
project in order to attract more tourists.
The municipality of San Miguel is slowly adapting changes in embracing its potential in
the tourism industry. The Local Government Unit of San Miguel is starting to move and have an
awareness towards development by establishing the Municipal Tourism Office of San Miguel.
Moreover, some attractions are also being highlighted and being recognized through marketing
and promotional strategies initiated by the local government of San Miguel as well as the
Provincial Tourism Office.
In line with the development of the municipality of San Miguel that could also be
attached with the Involvement Phase is the establishment of a Tourism Circuit that will give
highlight to the natural attractions and natural resources that the municipality of San Miguel
beholds. San Miguel is a landlocked municipality with only one road to access, and that is a great
potential for a tourism circuit. Moreover, since the municipality of San Miguel only has one road
called the Catanduanes Circumferential Road, San Miguel serves as a gateway of tourists
traveling from southern municipalities to the northern municipalities of the island province of
Catanduanes. A Tourism Service Information Center will be a great valuable asset in the
municipality of San Miguel for being a gateway to other municipalities. The municipality could
serve as an avenue for the tourist to have a guide and knowledge about what San Miguel has to
offer and other municipalities as well. The Tourism Service Information Center is responsible for

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answering guests' concerns and inquiries regarding specific things and details that could be of
help in guiding the tourists with their agenda. The Tourism Service Information Center will also
offer half-day tour packages to the tourists for them to purchase in order to explore the
municipality of San Miguel and experience the various activities before heading to other
municipalities. There will also be a stall or a specific area where the center will showcase the
cultural relevance of abaca in the municipality of San Miguel by displaying different abaca
products and souvenirs that the tourists can purchase.
The island province of Catanduanes is named as the “Abaca Capital of the Philippines”
and the municipality of San Miguel is the “Abaca Capital of Catanduanes”. In line with the rich
culture and abundance to the natural resources of abaca fiber, AbaKultura can be incorporated in
the tourism development of the municipality of San Miguel. AbaKultural will be a series of stalls
that will showcase the process of turning an abaca tuxy into an abaca product. The first station of
stall will showcase the process of extracting the abaca fiber with the use of hand stripping
method. The second station will be the process of turning the abaca fiber into an abaca product.
Lastly, the third station will be the final stall that will display all the abaca products that can be
purchased by the tourists such as wallets, baskets, slippers, bags, and even keychains. The local
abacaleros and abaca product makers can maximize the tourists’ experience by allowing the
tourists to try harvesting abaca fibers or making their own abaca products if the tourists wish to,
but with a certain amount of price. In this way, it could be a great testament to the development
of the municipality of Catanduanes in amplifying the culture along with the slogan “San Miguel,
The Heart of Abaca in the Isla ''.

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 Figure 4. Mapping of San Miguel, Catanduanes

Tagbac River Eco Tourism - A location that promotes eco-friendly tourism in San
Miguel, Catanduanes. Maybe the focus lies on maintaining the river's and its surroundings'
natural beauty while giving guests a chance to observe and understand the local ecology.
San Miguel River Park and Resort - San Miguel River Park and Resort is a leisure
facility situated along the eastern shore of a river in San Miguel. It provides accommodation,
food options, and recreational opportunities like boating, fishing, and swimming. The "park"
component consists of walking trails, picnic areas, and landscaped gardens, giving guests a calm
setting in which to unwind and take in the scenery.
Leo's Grill and Sizzling Cuisine - Leo's Grill and Sizzling Cuisine is a local restaurant
in San Miguel known for its grilled dishes and sizzling specialties. It serves additional Filipino
foods and drinks in addition to a selection of perfectly cooked grilled meats, seafood, and

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veggies on a hot plate. It can be a well-liked location for both residents and visitors to savor
delectable meals in a relaxed dining setting.
Tapales Sari Sari Store - Tapales Sari Sari Store is a small, neighborhood store in San
Miguel. In the Philippines, sari-sari stores are common and usually stock a wide range of
products, including drinks, snacks, toiletries, and necessities for the home.
Vergara Variety Store - Vergara Variety Store is a retail establishment similar to a
sari-sari store, offering a variety of products geared to the needs of the local community in San
Miguel. This shop provides convenience for locals who might not have access to larger
supermarkets by carrying commodities including groceries, snacks, drinks, school supplies, and
basic household goods.
RGP Bakery and Water Refilling Station - RGP Bakery and Water Refilling Station is
a bakery and water refilling facility in San Miguel. Freshly baked bread, pastries, and other
baked items are produced and sold by the bakery, and clients can refill their containers with
filtered drinking water from the water refilling station. It can be a well-liked destination for
locals wishing to simply refill their water bottles and buy freshly baked products.
Bontahiya Falls - Bontahiya Falls is a natural attraction in San Miguel, Catanduanes.
This waterfall is hidden away in a beautiful forest, providing guests with a chance to take in the
wonders of the natural world and enjoy outdoor activities like swimming, hiking, and
photography. Locals and visitors looking for adventure and leisure in beautiful surroundings
frequently make day outings and picnics at Bontahiya Falls.
Solong Falls - Another beautiful natural waterfall in San Miguel, Catanduanes, is called
Solong Falls. It provides tourists with the same opportunity to be in amazement at the beauty of
the water falling in a scenic setting like Bontahiya Falls. Hiking routes lead to Solong Falls,
where tourists can enjoy the cool, soothing falling waters while immersing themselves in nature.
San Miguel Sports Complex - San Miguel Sports Complex is a recreation facility
featuring sporting facilities and amenities located in San Miguel. To give residents opportunities
for social interaction and physical exercise, the complex may also host neighborhood activities,
training sessions, and sports tournaments.

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 CHAPTER IV
STRATEGIES

Tourism Policy Planning and Development Logo

Figure 5: The Heart of Abaca in the Isla Logo

Green color around the text - The green color represents greenery and natural
landscapes found in the area. Given the importance of farming and agriculture to many Filipinos
living in Rural areas, including San Miguel, it also represents agricultural riches.
24 stars - The 24 stars in the logo signifies the presence and importance of San Miguel's
24 barangays, which are smaller administrative divisions within the municipality. These stars
emphasize the unity and interconnectedness of these communities.
Abaca Tree/Plant - The abaca is the key crop and symbol of the region's agricultural
wealth, and is depicted in the background to showcase San Miguel Catanduanes as the leading
producer of abaca in the country. This highlights the town's economic strength and the role of
abaca in the local economy.
Palay - For many people in San Miguel, palay is their main source of income and their
primary food source. The local economy benefits greatly from the production of rice, which
gives farmers and their families a source of money and work opportunities.

21
 Map of Catanduanes - The map behind the abaca plant and palay represents the map of
Catanduanes which is the province of the municipality of San Miguel.

Vision
San Miguel, Catanduanes will increase tourism arrivals and be recognized as “The Heart of
Abaca in the Isla”, as well as in the Philippines. To foster the culture and cement the support to
Abacaleros for the greater good of cultural preservation. To be recognized as an avenue for
natural attractions and adventures awaits as well as providing knowledge and awareness in being
the gateway towards developed and better San Miguel.

Mission
To promote the Municipality of San Miguel in embracing development. Interconnectedness of
natural attractions, gastronomy, culture, and people will make San Miguel elevated and visible in
the competitive market of the tourism industry. To be an avenue of navigation for every tourist to
enjoy and gain cherishable experiences.

Objectives
● To increase tourism arrival in San Miguel, Catanduanes
● To develop the Municipality of San Miguel
● To support the Abacaleros
● To be well known in the abaca industry
● To guide and give tourists information about San Miguel
● To highlight and promote the natural attractions of San Miguel

22
Roadmap
This study investigates the essential components of successful tourism development, as
outlined in a 5-year roadmap. Focusing on analysis, planning, execution, monitoring, and closure
phases, the research aims to provide insights into effective strategies for sustainable and
impactful tourism initiatives. By examining each phase in depth, the study seeks to uncover key
factors contributing to the success or failure of tourism projects, offering valuable guidance for
stakeholders and policymakers involved in tourism development efforts.

Figure 6: Tourism Development Plan Roadmap of San Miguel, Catanduanes

Figure 6: Roadmap of TPPD San Miguel
YEAR 1

1. Understanding the situation of the Municipality:

- Conduct thorough research and analysis to comprehend the current state of affairs within the
municipality.
- Identify key challenges, opportunities, strengths, and weaknesses that shape the
municipality's dynamics.

23
2. Determine what are the Data and Information needed:
- Identify the specific data and information required to gain insights into the municipality's
demographics, economy, infrastructure, social services, environment, etc.
- Define the scope of data collection based on the research objectives and priorities.
3. Gather Data and Information:
- Implement data collection methods such as surveys, interviews, focus groups, and review of
existing reports and documents.
- Collaborate with relevant government agencies, NGOs, community leaders, and residents to
gather comprehensive data sets.
4. Translate the Data into an Analysis:
- Analyze the collected data to identify trends, patterns, and key findings.
- Utilize data analysis tools and methodologies to interpret the information effectively.
- Develop insights and conclusions based on the analysis to inform decision-making processes.

5. Project Proposal:
- Based on the analysis, formulate a project proposal that outlines specific goals, objectives,
strategies, and action plans to address identified needs and opportunities.
- Ensure alignment with the municipality's priorities, policies, and budget constraints.
6. Identifying the possible stakeholders needed:
- Identify and map out the stakeholders who have a vested interest or influence in the
municipality's development.
- Include government agencies, community organizations, businesses, residents, and other
relevant entities.
7. Engagement of Stakeholders:
- Initiate dialogue and collaboration with stakeholders to involve them in the planning and
decision-making processes.
- Seek input, feedback, and support from stakeholders to ensure inclusivity and ownership of
the project.
- Foster partnerships and alliances to leverage resources, expertise, and networks for effective
implementation.

24
YEAR 2

1. Allocation of Budget:
● Determine the financial resources required to implement the project proposals developed
in Year 1.
● Allocate budgetary allocations from the municipality's funds or seek funding from
external sources, such as grants, donations, or sponsorships.
● Ensure that the allocated budget is sufficient to cover all planned activities, including
personnel costs, equipment procurement, and program implementation expenses.
2. Collaboration with National Abaca Research Center (NARC):
● Forge partnerships and collaboration agreements with the National Abaca Research
Center (NARC) to leverage their expertise, research findings, and resources in promoting
abaca-related initiatives within the municipality.
● Tap into NARC's knowledge base to enhance the quality of abaca cultivation, processing,
and marketing practices, thereby boosting the local abaca industry's competitiveness and
sustainability.
3. Compliance of Requirements:
● Ensure compliance with legal, regulatory, and administrative requirements necessary for
project implementation, such as environmental permits, land use approvals, and
community consultations.
● Obtain necessary clearances and approvals from relevant government agencies, local
authorities, and stakeholders to proceed with project activities smoothly and legally.
● Seek accreditation from the Department of Tourism (DOT) for tourism-related initiatives
proposed in Year 1, such as the development of tourist attractions, promotion of cultural
festivals, or establishment of hospitality services.
● Comply with DOT's standards, guidelines, and accreditation criteria to enhance the
municipality's credibility as a tourist destination and ensure the quality and safety of
tourism offerings.
4. Monitoring:
● Establish robust monitoring mechanisms to track the progress, performance, and impact
of project activities and initiatives.

25
 ● Regularly collect and analyze data, metrics, and key performance indicators (KPIs) to
assess the effectiveness, efficiency, and relevance of implemented interventions.
● Use monitoring findings to identify successes, challenges, and areas for improvement,
and make timely adjustments to project plans and strategies as needed.

YEAR 3

1. Establishing Tourism Circuit:

● Develop and implement a tourism circuit that showcases the municipality's key
attractions, cultural heritage sites, and natural wonders in a cohesive and compelling
itinerary.
● Design thematic routes or trails that highlight unique experiences, such as natural tourism
adventures, cultural immersion activities, and culinary tours, to cater to diverse visitor
interests.
2. Establishing Tourism Service Information Center:
● Establish a centralized Tourism Service Information Center to serve as a one-stop
resource hub for tourists, providing information on attractions, accommodations,
transportation, tours, events, and other travel-related services.
● Equip the center with interactive displays, maps, brochures, and multimedia resources to
enhance visitor engagement and facilitate trip planning and navigation.
3. Partnership with National Abaca Research Center (NARC):
● Strengthen collaboration with the National Abaca Research Center (NARC) to leverage
their expertise and resources in advancing abaca cultivation, processing, and marketing
initiatives.
● Engage NARC in joint research projects, technology transfer initiatives, and
capacity-building programs aimed at enhancing the productivity, quality, and
sustainability of the local abaca industry.
4. Abaca Livelihood Training Program:
● Launch an Abaca Livelihood Training Program to provide skills development and
capacity-building opportunities for local farmers, artisans, and entrepreneurs involved in
abaca-related activities.

26
 ● Offer training modules on abaca cultivation techniques, fiber extraction and processing
methods, product design and craftsmanship, business management, marketing strategies,
and value-added product development.
5. Establishing AbaKultura:
● Establish AbaKultura, a cultural enterprise or cooperative dedicated to promoting the
culture and artistic traditions associated with abaca through the production and marketing
of artisanal products.
● Support the establishment of AbaKultura with seed funding, technical assistance, market
linkages, and branding support to enable it to thrive as a sustainable social enterprise or
community-based organization.
6. Marketing Campaigns:
● Launch targeted marketing campaigns to promote the municipality's tourism offerings,
abaca products, and cultural experiences to domestic and international audiences.
● Utilize various marketing channels and platforms, including digital media, social media,
travel trade fairs, roadshows, and promotional events, to reach and engage target markets
effectively.
7. Monitoring:
● Implement a robust monitoring and evaluation system to track the progress, performance,
and impact of the projects and initiatives implemented in Year 3.
● Regularly assess key performance indicators, such as visitor arrivals, tourist expenditures,
livelihood outcomes, and community participation, to inform adaptive management and
decision-making processes.

YEAR 4

1. Monitoring Progress and Performance: Regularly assess the progress of project

activities, including infrastructure development, partnership establishment, marketing
campaigns, and visitor logistics. Track the success of each initiative and identify any
deviations from the planned timeline or budget.
2. Monitoring Environmental, Social, and Economic Impacts: Conduct comprehensive
assessments of the project's environmental, social, and economic impacts on the local

27
 community and ecosystem. Evaluate the effectiveness of sustainability interventions in
promoting resilience, improving livelihoods, and preserving natural resources for future
generations.
3. Adapting and Iterating Strategies: Remain flexible and adaptive in response to
changing circumstances, emerging risks, and stakeholder feedback. Continuously refine
project strategies and interventions based on monitoring data, stakeholder input, and
lessons learned to ensure relevance, effectiveness, and long-term sustainability.
4. Communication and Transparency: Maintain open and transparent communication
channels with stakeholders, providing regular updates on project progress, challenges,
and achievements. Foster a sense of ownership and accountability among all parties
involved, encouraging active participation and collaboration towards shared sustainability
goals.

YEAR 5

1. Evaluation of Project Goals:

● Conduct a comprehensive assessment to evaluate the extent to which project goals and
objectives outlined in the initial planning stages have been achieved.
● Compare actual outcomes with predetermined benchmarks and targets to gauge project
success and identify areas of improvement.
2. Assessment of Impact:
● Assess the broader impact of the project on the municipality and its stakeholders,
including socio-economic, environmental, and cultural impacts.
● Measure the extent to which the project has contributed to positive changes in the
community, such as improved livelihoods, enhanced infrastructure, and strengthened
institutional capacity.
3. Documentation of Progress and Achievements:
● Document the progress made throughout the project implementation period, including
milestones achieved, challenges encountered, and lessons learned.
● Compile evidence of project achievements, such as reports, case studies, success stories,
and testimonials from beneficiaries and stakeholders.

28
4. Stakeholders Continuous Engagement:
● Maintain ongoing engagement with stakeholders to ensure their continued involvement
and support beyond the project's completion.
● Facilitate opportunities for stakeholders to provide feedback, share experiences, and
participate in future decision-making processes related to project sustainability and
follow-up initiatives.
5. Closure of Contracts and Agreements:
● Review and finalize all contracts, agreements, and partnerships established during the
project implementation phase.
● Ensure that all contractual obligations, financial commitments, and legal requirements are
fulfilled in accordance with agreed-upon terms and conditions.
6. Knowledge Transfer:
● Facilitate the transfer of knowledge, skills, and best practices gained during the project to
relevant stakeholders, including municipal staff, community members, and partner
organizations.
● Organize training sessions, workshops, and knowledge-sharing events to disseminate
project insights and build local capacity for continued development.
7. Post-project Evaluation:
● Conduct a comprehensive evaluation to assess the overall effectiveness, efficiency, and
sustainability of the project as a whole.
● Reflect on key successes, challenges, and lessons learned to inform future project
planning and implementation efforts.
8. Closure Report:
● Prepare a comprehensive closure report documenting the project's achievements, impacts,
challenges, and recommendations for future initiatives.
● Share the closure report with relevant stakeholders, funding agencies, and other interested
parties to communicate the project's outcomes and legacy effectively.

29
 San Miguel, Catanduanes Tourism Development Plan 2025-2029
Monitoring and Evaluation

Timing Lead
Strategy and 2 2 2 2 2 Responsible
Description of Cost Success
Action Plan 0 0 0 0 0 Estimate and
Activities Indicators
Elements 2 2 2 2 2 Strategic
5 6 7 8 9 Partners

1. The Creation of Product Development

1.1 Tourism Circuit ₱60,000

1.1.1. ● Analyze the X ₱20,000 MPDO, San

attractions inside Municipal Miguel’s
Creation of the municipality Tourism Tourism
Adventure of San Miguel. Office Industry is
Package Tours ● To create a X Emerging
tourism circuit
that will connect
the natural Tourism
attractions of the Products
municipality. are being
● Identify the X highlighted
activities that
can be done
within the Escalation
municipality for of Tourism
the tourists to Arrivals
experience and
enjoy.
● Create a Tour X
Package that
will highlight
the attractions,
activities, and
any other
tourism products
of San Miguel.

30
1.1.2. ● Highlight the X ₱20,000 Municipal Connected
attractions and Tourism Neighborin
Creation of activities within Office, g
Package Tours the municipality Municipalit Municipali
within the of San Miguel y of San ties
tourism circuit ● Connect the X Miguel
of neighboring tourism circuit
municipalities. of San Miguel to
other nearby
municipalities
● Create a tour X
package that
will connect the
municipality of
San Miguel to
municipalities of
Viga, Gigmoto,
and Bato.

1.1.3. ● To make a X ₱20,000 Municipal Well

thorough Tourism structured
Tourism planning based Office, project
Planning and on the translated MPDO, planning
Development data and Municipalit for
Project information y of San developme
Proposal from the data Miguel, nt
gathering. Engineering
● To propose the X Department,
tourism planning DOT, Approbatio
and Provincial n of
development to Tourism stakeholde
the Municipality Office, rs
of San Miguel. DENR,
● To reach the X Department
respective of Engageme
government Agriculture, nts of
departments in National Sakeholder
making the Abaca s
tourism planning Research
and Center
development.
● For the Tourism X
Officer to take
the lead in the
tourism planning
and

31
 development.
● To have a X
consultation of
the plan to the
municipality of
San Miguel.

1.1.4. ● To know the X MPDO, San

tourism Municipal Miguel
Analyzing the attractions and Tourism tourism
Physical potentials of the Office, products
Profile of the municipality of Barangay will be
Municipality San Miguel. Officials, analyzed
of San Miguel Municipalit and
y of San recognized
Miguel

2. Tourism Marketing Initiatives

2.1 Exposing the Tourism Attractions ₱15,000

2.1.1 ● Establishing X ₱5,000 Municipal Tourist

signages that Tourism will have
Signages will lead the Office, an
tourists to the Barangay indicator
tourism Officials where
attractions. attractions
● To increase the X X X X and
tourism arrivals activities
in the to go
municipality of
San Miguel.

2.1.2 ● To establish a X ₱5,000 Municipal Tourists

roadmap in Tourism will be
Roadmaps every 2km Office, navigated
distance from Municipalit in the
the entry point y of San municipalit
of the Miguel, y
municipality of Barangay
San Miguel. Officials
● This will allow X
the tourists to
navigate the
travel allotted
within the

32
 municipality.

2.1.3 ● Tour packages X ₱5,000 Municipal Contributi

will highlight Tourism on to the
Creation of the tourism Office, local
Tour Packages attractions and Municipalit economy
potentials of the y of San of the
municipality of Miguel, municipalit
San Miguel in y as well
the concise as
manner. promoting
● To allow the X natural
tourist to have attractions
an awareness of and
the environment, products
culture, and
natural resources
of San Miguel.

3. The Abaca Fiber Industry

3.1 AbaKultura ₱1,500,0

00

3.1.1 ● Showcasing the X ₱1,000,0 Department Local

Abaca Fiber 00 of citizens
AbaKultura Industry of San Agriculture, will have a
Estasyon Miguel. Municipal job
● Maximizing the X Tourism opportunit
abaca resources Office, y
of the Municipalit
municipality. y of San
● Showcasing the X Miguel, Abaca
process of abaca Local Fiber
strippings to the Citizens, Industry of
tourists. National San
● Abaca arts and X Abaca Miguel
crafts making to Research will be
be witnessed by Center, promoted
the tourists. DENR, and foster
● To elevate the X Local
income through Farmers
abaca Give
production and unique
abaca products experience
selling. to the

33
 tourists

3.1.2 ● To have a X ₱500,000 Municipal A

collaboration Tourism successful
Collaborations between the Office, tourism
National Abaca Municipalit developme
Research Center y of San nt through
and the Miguel, collaborati
municipality of National ons of
San Miguel. Abaca stakeholde
● To open X X X X Research rs
livelihood Center,
training program Local
opportunities for Citizens,
the local citizens Business
of San Miguel. Owners
● To raise X
awareness to the
importance of
the Abaca in the
tourism industry
and the
country’s
economy.
● Opening job X
opportunities to
San Miguelenos
that has a
connection with
the Abaca
industry.
● To foster and to X
utilize the
knowledge from
the National
Abaca Research
center.

4. Creation of Tourism Service Information Center

4.1 Tourism Service Information Center ₱1,000,0

00

4.1.1 ● Tourism Service X ₱1,000,0 Municipalit Tourists

Information 00 y of San will gain
Establish a Center aims to Miguel, knowledge

34
Tourism navigate the Municipal and
Service tourists in their Tourism informatio
Information journey within Office, ns about
Center the municipality DOT, San
of San Miguel as MPDO, Miguel
well as the Provincial and other
nearby Tourism municipalit
municipalities. Office, ies as well
● To provide X Engineering
necessary Department,
information to Local Tourists’
the tourists. Citizens, inquiries
● To create a X DTI will be
half-day tour in recognized
order to roam
around the
municipality.
● Promoting the X
Abaca Products
through a
souvenir stall
within the
Tourism Service
Information
Center.

5. Completion of Requirements

5.1 The Completion of Development Requirements ₱30,000

5.1.1 ● Permit is one of X ₱10,000 Municipalit The

the most y of San developme
Permits essential Miguel, nt in the
requirements in TIEZA, municipalit
order to start a Tourism y will
development. Office, embark
● Application of X DOT,
permits to DENR, DTI
designated
government
bodies in order
to execute the
tourism
development
plan.

35
5.1.2 ● To be fully X ₱20,000 DOT, The
recognized by Provincial Departmen
Accreditation the Department Tourism t of
to the of Tourism in Office, Tourism
Department of order to foster Municipal will
Tourism the tourism Tourism highlight,
development in Office, recognize
the Municipality Municipalit and
of San Miguel y of San showcase
Miguel the
municipalit
y with its
natural
resources.

6. Fundings

6.1 Gathering of Funds

6.1.1 ● Funds coming X DBM, The local

from the Local Municipalit governmen
Internal Government of y of San t will fund
Fundings Municipality of Miguel, the project
San Miguel or DOT, to be
from any other Department implement
government of ed
sectors in order Agriculture,
for the plan to COA
be carried out.

6.1.2 ● Funds coming X Investors, Funds

from Businesses, from
External partnerships COA external
Fundings with small stakeholde
business, rs will be
investors, and catered.
Non
Government
Organizations.

7. Project Monitoring

7.1 Monitoring the Progress of the Plan ₱15,000

7.1.1 ● Evaluating the X ₱10,000 Municipal The

track of the Tourism developme
Tracking development Office, nt will be

36
 will be the MPDO, evaluated
indicator if the Municipalit thoroughly
plan is running y of San
in accordance Miguel
with the plan. Monitoring
● Monitoring the X of
effectiveness of effectivene
the plan. ss and its
● Monitoring the X effects in
economical, the
environmental, economy,
and cultural environme
impact of the nt, and
development socio-cultu
plan. ral

7.1.2 ● Feedback from X ₱5,000 Tourists, To

the tourists will Municipal evaluate
Tourism be a great factor Tourism the tourism
Feedback to the tourism Office, attractions
industry of the MPDO, based on
municipality of Municipalit the
San Miguel. y of San tourists’
● Profiling the X Miguel experience
tourists by the
profile survey
form indicating
the things that
the tourists are
seeking for,
including the
budget expense
of the tourist,
the location
where they came
from and the
activities they
want to
experience in
order to evaluate
the current
situation of San
Miguel in the
tourism industry.
● Providing X
concise and

37
 clear
communication
channels
between
stakeholders and
providing
regular updates
regarding the
progress of the
tourism
development
plan.

8. Success of the Project

8.1 Success and Foster ₱5,000

8.1.1 ● Coming close to X ₱5,000 Municipal Tourism

the end of the Tourism Policy
Evaluation of project, Office, Planning
Project Goals evaluating and MPDO, and
analyzing the Municipalit Developm
success and y of San ent is
effectiveness of Miguel, usable and
the development DOT effective
should be
considered.
● Having a X Continuou
post-project s
report to be developme
submitted to the nt will be
municipality of conducted
San Miguel. if needed.
● Stakeholders X
continuous
engagement in
order to review
the whole
development
project and its
benefit for the
municipality if it
will last.

Table 1: The Monitoring and Evaluation of San Miguel Tourism Development Plan

38
TPPD San Miguel, Catanduanes Framework

Figure 7: TPPD San Miguel Framework

In the implementation of the tourism development plan, it aims to highlight in line with
promotion of the tourism attractions and potentials of the Municipality of San Miguel by
establishing the Tourism Circuit, Tourism Service Information Center, and the AbaKultura. This
will allow collective efforts between stakeholders, tourism office, local citizens, and the local
government unit to utilize their natural resources in setting edge in the tourism industry.
Tourism Officer of the Municipality of San Miguel will take the lead in the monitoring
and the evaluation of the tourism development plan. Alongside with the tourism officer, are the
following: Municipal Mayor, Municipal Planning Development Office, Department of Tourism,
Department of Agriculture, Department of Environment and Natural Resources, Engineering
Department, Municipal Disaster Risk Reduction and Management Office, Department of Budget
and Management, Businesses, Investors, Farmers, National Abaca Research Center, Local
Citizens, Tourists. These and any more possible stakeholders would be a huge help in
monitoring and analyzing the data, the progress, and the success of the implemented tourism
development plan.

39
 CHAPTER V
CONCLUSION AND RECOMMENDATION

In conclusion, the Municipality of San Miguel, Catanduanes holds potential in the

tourism industry. The slogan “San Miguel, The Heart of Abaca in the Isla” presents a structured
and ambitious plan to transform the municipality of San Miguel for the greater good of its
tourism industry. The municipality of San Miguel never denies its natural resources, especially
its attractions that serve as their asset. The abaca fiber industry as the mark of San Miguel’s
culture is always at rest alongside with the name of the municipality.
The Tourism Policy Planning and Development is an essential tool in order to maximize
what the municipality of San Miguel is holding. With proper planning and implementations
along with the Local Government Unit, Local Citizens, and other stakeholders, the municipality
of San Miguel will transform into a well developed destination that could potentially be a tourist
magnet.
This study aims to transform the Municipality of San Miguel as the Heart of Abaca in the
Isla of Catanduanes as this municipality is the major producer of the one of the strongest fibers
worldwide. Moreover, to highlight the natural resources and attractions that San Miguel beholds,
a tourism circuit will be established. Given the fact that San Miguel is the only landlocked
municipality in the whole province of Catanduanes, it is a potential gateway to other
municipalities, especially those neighboring municipalities of San Miguel. Catanduanes
Circumferential Road is the only main road in San Miguel which is a national road that connects
one municipality to another. In this sense, a Tourism Service Information Center is one of the
potential developments that could happen in San Miguel in order to provide necessary
information to the tourists, as well as promoting the municipality by offering tour packages and
different abaca products and souvenirs.
In every study conducted, there will always be shortcomings. One of the dilemmas that
this study faced is the lack of informational resources that is an essential tool in order to have a
thorough analysis of the municipality of San Miguel. However, with the kindest support of the
Municipal Tourism Officer of San Miguel, the study still paved its way to near success.

40
 This study still holds a huge gap, therefore, further research must be conducted in order
to give highlights to each micro detail that could transform into a macro effect for the overall
development of the municipality of San Miguel.
This Tourism Policy Planning and Development study could be recommended to future
researchers to be their basis in the future research purposes. In this way, more studies will be
created in order to develop the municipality of San Miguel, Catanduanes.

41
 Reference

Briefing, A. (2022, May 12). Philippines Tourism Industry, Business Activity to Pick Up After
Border Opens. ASEAN Business News.

Province of Catanduanes. (n.d.). Municipality of San Miguel. From

https://provinceofcatanduanes.gov.ph/municipalities/municipality-san-miguel/#:~:text=San%20
Miguel%2C%20which%20is%20once,the%20town%20got%20its%20name.

Department of Agriculture. (2018). Philippine Abaca Industry Roadmap 2018-2022. Retrieved

from
https://www.da.gov.ph/wp-content/uploads/2019/06/Philippine-Abaca-Industry-Roadmap-2018-
2022.pdf

Environmental factors like climate change connected to tourism industry globally. (n.d.). Google
Scholar. Retrieved from
https://scholar.google.com/scholarhl=en&as_sdt=0%2C5&q=Environmental+factors+like+clima
te+change+connected+to+tourism+industry+globally&btnG=#d=gs_qabs&t=1711285788675&u
=%23p%3DKyz_pFqtUJwJ

ASEAN Briefing. (n.d.). The Philippines' Border Reopening: Implications for Businesses,
Tourism Industry. ASEAN Briefing. Retrieved May 4 2022, from
https://www.aseanbriefing.com/news/the-philippines-border-reopening-implications-for-business
es-tourism-industry/

42
 ABOUT THE AUTHOR

John Mark Edison “Maxine” S. Jacob, is a transwoman

who is currently taking up Bachelor of Science in Tourism
Management at PHINMA Saint Jude College, Manila. Her
dedication to everything that she does in life in order to
achieve her goal will truly show how passionate and
determined a woman she is. An extraordinary student and
person who has the capability to balance her academe and
her social life along with continuous volunteering to each
and every school activities and program in her school that
has a relation with Tourism and Hospitality Industry. A
student leader who always has an open mind, ears, and eyes in every situation that could help
other people and to build herself as well. A former campus journalist who has been competing in
press conferences in her secondary school. A former Publicity Committee in the Supreme
Student Government that tested her patience and leadership skills. An enthusiastic person
towards the field of Tourism and Hospitality Industry that made her end up entering the path of
the industry of Tourism and Hospitality. With her dedication and passion to her chosen field, she
became a Food Advocate and joined a national organization alongside the Slow Food Youth
Network Philippines. She has been continuously recognized by her colleagues, mentors, and
professors for her tenacity and immortal drive in penetrating the industry of Tourism. Truly the
flame in her could inspire other people, as she was inspired by others as well.

43
 Emmyrose A. Jimenez is a 2nd-year Tourism
Management student at PHINMA Saint Jude College
Manila. She was the mayor of the class during 1st year of
college. As a kid, she was inspired by the flight attendants
she saw at the airport and started to dream of becoming
one of them. In the present, her dream continues to be
pursued by her as she always does well in class and aims
to serve and give passengers a safe flight in the future as a
successful flight attendant. From 2013 to 2023, she's a
member of The Girl Scouts of the Philippines. She joined
various seminars and workshops to sharpen and broaden her mind to her chosen speciality. She
joined the educational tour wherein she trained at PTC Aviation Training Center and participated
in Front Office Overview seminar at Microtel by Wyndham South Forbes which is a very great
opportunity for her to be what she desired, a flight attendant and to serve her future customers
with her heart. Emmyrose's dedication to her goals is demonstrated by her active participation in
campus activities, where she continuously shows leadership abilities and a strong sense of fellow
students. She actively looks for opportunities to expand her knowledge and skill set in the
tourism and hospitality industry in addition to her classes, which demonstrates her commitment
to succeeding in her chosen field.

44
 Lenard “Kylie” Reyes is a dedicated Transgender Women
tourism student at Phinma Saint Jude College, concurrently
excelling as a Customer Service Representative at Straive.
With a passion for global cultures and a knack for customer
satisfaction, Lenard seamlessly integrates academic
knowledge with practical skills. Her adeptness in
communication, problem-solving, and adaptability, honed
through his tenure at Straive, prepares her for success in the
dynamic tourism sector. Lenard's commitment to excellence
and her blend of education and real-world experience position
her for a promising career, where she aims to positively
impact the travel industry and create unforgettable experiences for travelers worldwide. An
active student who's making a name for exceeding in academe. An advocate for Gender
inclusivity, Anti discrimination and Gender dysphoria In her community “Trans and
LGBTQIA+”. She's also joining a beauty pageant showcasing her talent and using it as a
platform for her advocacy. A pride that aims to inspire and aspire others with her passion to
showcase her excellence and professionalism in a larger industry.

45
 Ferdinand G. Mendoza is currently taking the
Bachelor of Science in Tourism Management at
PHINMA-Saint Jude College of Manila. In 2022 he
graduated Grade 12 in Accountancy, Business, and
Management at Vicente Andaya Sr. National High
School with outstanding performance in academics
with honors. In 2023, he got a Certificate of
Achievement for providing exceptional academic
performance and being one of the outstanding
students of BSTM 1-3 to achieve Rank 3 in
Readings in the Philippine History subject. Lastly, he
continued to invest in her personal and professional growth by, having actively participated
during the in-class Debate Competition and attending the seminar titled Unlocking Your
Potential: Strategies in Professional Growth, Front Office Seminar at Microtel by Wyndham
South Forbes and Flight Attendant Workshop at PTC Aviation Training Center. He was also
Flight Attendant Committee in the School Program Walk in 2024.

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 Mary Rose A. Mangguba is currently taking up Bachelor of
Science in Tourism Management at PHINMA-Saint Jude
College Manila. In 2015, she participated in Girl Scout
Mindoro, sharing her knowledge and skills to everyone. In
2016, she graduated as a Top 10 in Pakyas Elementary School.
In 2020, she graduated with Honor in Tondo High School and
in 2022 she graduated with High Honor in The National
Teachers College. In 2023 she participated in PHINMA Saint
Jude College event; One Act-Play. In additional she joined and participated in HTM Month
Events, Tourism, Culture, and Heritage Webinar, Tanduay Class Flairtending, The Agriculture
and Tourism Seminar, Ready for Take off: Unlocking Potential for a Thriving Future in Tourism
and Hospitality. In 2024, she participated in their school seminar; Unlocking Your Potential:
Strategies in Professional Growth, PHINMA-Saint Jude College Manila. She gained a great deal
of knowledge from her jobs over her two years as a working student. Time management,
teamwork with managers and coworkers, appropriate grooming, patience with customers, and an
appreciation of time and effort are all important. Ever since high school, she has always wanted
to work as a flight attendant, both for her own family and for the benefit of others.

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 Stephen Carias is a multifaceted and accomplished individual
who is currently pursuing his Bachelor of Science in Tourism
Management at PHINMA-Saint Jude College Manila. His
impressive academic achievements are complemented by his
involvement in various extracurricular activities and his work
experience. In March 2021, he demonstrated his academic
prowess by earning an academic excellence award. In the
following year, his dedication to his studies was once again
recognized when he received an academic excellence award
with high honors. Alongside these accolades, he was presented with a certificate for his
outstanding academic performance and securing a top 3 position in the subject of Philippine
History. Apart from his academic pursuits, Stephen actively participates in the school's
committee design, utilizing his skills and knowledge to enhance the educational environment for
his fellow students. He has also showcased his strong communication and critical thinking
abilities by participating in debate competitions participating in a seminar and engaging in work
immersion. This suggests that he was involved in both learning and practical experiences related
to his field of interest. Work immersion allows individuals to apply their knowledge in real-life
situations, enhancing their understanding and skillset. By participating in both seminars and
work immersion, Stephen has had a well-rounded experience to foster his growth and
development. In addition to these accomplishments, he has gained valuable work experience by
working as a service crew member at McDonald's, where he has honed his interpersonal and
customer service skills. Throughout his journey, Stephen has consistently demonstrated his
commitment to academic excellence, extracurricular involvement, and professional growth,
which undoubtedly sets him on a path toward success in his chosen field of tourism management.

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