ATRAKSYONG MAGAGANDA SA BUSTOS
ARTS, CULTURE AND TOURISM MASTER PLAN
2018-2024
Using a Business Plan Framework for
Public Enterpreneurship
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Plan Outline
I.
Table of Contents
II.
Executive Summary
III.
Overview of the Municipality
a. Purposes and Aims
• Vision
• Mission
• Goals
• Objectives
b. Geography, Accessibility and Modes of Transport
c. History
• Bustos
• Joseph Pedro Pérez del Busto: The Name Behind the Town
d. Demographics
• Population
e. Economy
• Employment Data
• Industries, Livelihood and Subsistence
IV.
Business Environment
a. Introduction
b. Overview of the Tourism Industry
• National
• Regional
• Provincial
c. Competitor Analysis – Identifying potential and stealth competitors’ key capabilities and
likely strategic moves.
• Surrounding Municipalities
1. Baliwag
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2. Pulilan
3. Plaridel
4. San Rafael
5. Angat
6. Pandi
• Within the Province
1. Malolos
2. San Miguel
3. Others
V.
Description
a. Introduction
b. Municipal Government Organization and Management
c. Arts, Culture and Tourism Office Operation
d. People, Products and Places: Bustos’ Destination Audit
• Climate
• Water
1. River
• Flora
1. Cultivated Vegetation
• Fauna
1. Domestic Animals
2. Zoos
• Cultural Heritage
1. Immovable Heritage
a. Bahay na Bato
b. Historical Places
2. Movable Heritage
a. Visual Art
b. Sculpture
c. Historical Objects
3. Intangible Heritage
a. Food Heritage
b. Traditions
c. Bustosenyo Character and Way of Life
• The Culture of Life and Work
1. Folklore
2. Handicraft
• Famous Persons and Historical Events
1. Persons
2. Families
3. Historical Events
• Events
1. Cultural Events
2. Religious Events
3. Sports Events
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• Cultural and Religious Institutions
1. Museums
2. Places of Worship
• Sports and Recreation Facilities
1. Sports and Recreation Grounds
2. Gym
• Tourism Paths, Trails and Roads
1. For walking
2. For riding
3. For motor vehicles
• Attractions for Attractions
1. Parks
2. Landmarks
• Tourism Para-Attractions
1. Business Facilities
a. Restaurants
b. Accommodation
c. Resorts
d. Leisure Facilities
2. Educational Facilities
3. Institutional Facilities
a. Bahay at Yaman ni San Martin De Porres
b. Daily Bread Farm and Resort
VI.
Strategy
a. Introduction
b. Capabilities
• Key Capabilities Audit
1. Research and development (R&D): Your ability to design and develop new
products, services, or technologies
2. Operations: Having the resources and systems necessary to produce the
highest-quality products or services in the most efficient ways possible
3. Marketing: How well you get your products or services into the marketplace
4. and onto customers’ radar screens
5. Customer service: Everything you do to create a loyal clientele that supports
you with purchases, repeat purchases, and praise
6. Management: How you provide leadership, direction, and a vision for your
company
7. Organization: The procedures and company structures that enable you to
make the most of your staff and resources
8. Financial condition: The long- and short-term financial health
• Strengths and Weaknesses Survey
• Strengths and Weaknesses Grid
c. Opportunities and Threats
• External Forces Assessment
1. The economy
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a. National
b. Provincial
2. The emergence of unique technologies
3. Shifts in population and popular taste
4. Tourism trends
• Possible Opportunities and Potential Threats
d. SWOT Analysis Grid
e. Recommendations
VII.
Marketing Plan
a. Introduction
b. Customer Research
• Customer Data
1. Geographics - This term describes where your customers and your potential
customers — or prospects — reside. When you know this information, you
can target your marketing efforts into specific regions, countries, or zip
codes.
2. Demographics - This term describes who your prospects are in factual
terms, including age, gender, race, education level, marital status, income
level, and household size.
3. Psychographics - This term describes lifestyle characteristics, including
attitudes, beliefs, and opinions that affect customer-purchasing patterns.
4. Behaviors and Purchasing Patterns - This term describes how customers
spend, level of loyalty, purchase occasions, and whether customers buy for
price or for performance, on impulse or after careful consideration, based
of personal choice or on the recommendation of others, and other such
behavioral patterns.
5. Tourism Drivers – What triggers a person to visit a place? What are the
motivations of tourists to stay in a place for a period of time?
• Market Segmentation, Size and Growth Trends
c. Ideal Customer – Identify the ideal customer based on the foregoing consumer research.
d. Position and Brand
• Positioning Statement
• Branding Statement
e. Promotion Strategy
f. Marketing Goals and Objectives (Goal-Action-Timeline-Desired Outcome)
g. Marketing Line Item Budget 2018-2024
VIII.
Financial Review
a. Introduction
b. State of Government Tourism Spending
• Municipal Government’s Annual Public Spending
• Arts, Culture and Tourism Municipal Budgeting and Actual Spending (2010-2018)
• Arts, Culture and Tourism Barangay Budgeting and Actual Spending (2010-2018)
c. Income Statements – Revenues generated from public spending on arts, culture and tourism
(2010-2018)
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d. Analysis
• Arts, Culture and Tourism Spending versus Revenues Generated
• Arts, Culture and Tourism Spending versus Actual Socio-Economic Gains
e. Financial Forecast 2018-2024
IX.
Action Plan
a. Introduction
b. Atraksyong Magaganda sa Bustos Action Plan 2018-2024
• Goal-Strategy-Objective-Action Steps-Parties Responsible-Resources (Internal and
External)-Progress Indicated at Benchmark-Completion Date-Evidence of
Completion
c. Master Budget 2018-2024
X.
Appendices
a. Local laws, ordinances, executive orders and memoranda
b. Minasa Festival 2011-2018 Calendar of Events
c. Bustos tourism logos used throughout the years
d. Research outputs of the thesis “Domestic Market Acceptance: Basis for the
Redevelopement of Bustos Dam Into A World Class Tourist Attraction”
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Aims and Purposes Flowchart
ASENSO MAMAMAYAN NG BUSTOS VISION
Bustos is the best place in Bulacan to live, make a living and enjoy life through sustainable and inclusive
governance.
(Bustos ang maging pinakamagandang bayan sa Bulacan upang mamuhay, maghanapbuhay at
tamasahin ang maginhawang buhay sa pamamagitan ng diretso at mapanlahok na panunungkulan.)
ASENSO MISSION
MALASAKIT MISSION
Prepare Bustos for urbanization towards a stable
and sustainable development.
Ensure that Bustosenyo citizens feel government’s
compassionate care.
(Ihanda ang Bustos sa urbanisasyon tungo sa
matatag at panatag na kaunlaran.)
(Iparamdam ang lingap ng pamahalaan sa bawat
mamamayang Bustosenyo.)
ATRAKSYONG MAGAGANDA SA BUSTOS VISION
Bustos is the foremost tourism destination in Bulacan and the model Municipality in the enrichment of
the arts, the celebration of local culture and way of life, and the preservation of historical heritage and
resources, both tangible and intangible.
(Bustos ang pangunahing hantungang panturismo sa Bulacan at huwarang Bayan sa pagpapayaman ng
sining, sa pagbubunyi ng lokal na kultura at pamumuhay, at sa pangangalaga ng mga natitinag at dinatitinag na pamana at yamang pangkasaysayan.)
ATRAKSYONG MAGAGANDA SA BUSTOS MISSION
Cultivate a strong and proud Bustosenyo identity, and increase tourism’s contribution to the local
economy.
(Linangin ang isang matatag at maipagmamalaking pagkakakilanlang Bustosenyo at palaguin ang
ambag ng pandarayuhan sa kabuhayan ng bayan.)
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GOAL 1
Make Bustos the tourism leader in Bulacan by attracting the highest
number of travelers to Bustos in comparison to other destinations in
the Province.
STRATEGY 1
Increase awareness and recognition, and therefore, memorability of
Bustos as a destination over time amongst potential visitors─both
domestic and foreign─that comprise of tourists, same day visitors
and leisure day visitors.
OBJECTIVES
1. Promote mass tourism that focuses on sights, leisure and
recreation by improving, promoting or creating specific
destinations in Bustos for adventure, cultural, ecological and
nautical, and business purposes.
2. Develop the competitive identity and a strong and compelling
destination brand for Bustos.
3. Conduct vigorous marketing campaigns that promote Bustos’
core characterists─ people, products and places─by using
above- and below-the-line activations, and penetrating social
media and the Internet.
4. Partner with National Government Agencies, the private sector,
embassies, and travel agencies in promoting Bustos to potential
visitors.
5. Connect with schools and businesses from outside Bustos to
facilitate student filedtrips and corporate outings to Bustos.
STRATEGY 2
Persuade potential visitors that Bustos is the best place to be in
Bulacan to seek escape, authenticity, emotional recharge and
exploration, to “get away from it all,” and to travel to Bustos for
discovery of culture and of self.
OBJECTIVES
1. Promote alternative tourism that focuses on experiences by
exploring, promoting, enhancing, creating or assisting in the
improvement of types of tourism, other than for leisure purposes,
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to increase potential traveler engagement through agritourism,
culinary tourism, volunteer tourism, and wellness tourism.
2. Improve the emotional benefits or “emotional takeout” of visiting
Bustos: The way in which visitors feel, or can expect to feel, about
the destination.
3. Produce well-planned tour routes with a host of options that will
cater to the individual needs of visitors, covering a wide-array of
places to visit and experience places, artifacts and activities that
authentically represent the stories and people of the past and
present.
4. Promote, enrich and institutionalize town and community
festivals and events that provide visitors opportunities to engage
in stimulating interactions through arts, humanities, historic or
heritage activities.
STRATEGY 3
Ensure that Bustos occupies the most positive position in visitors’
perception.
OBJECTIVES
1. Enhance staff expertise, and enable the Arts, Culture and
Tourism Office to provide visitors quality assistance and timely
responses to inquiries.
2. Foster the emotional solidarity of Bustosenyos to visitors: their
welcoming nature, emotional closeness, and sympathetic
understanding towards tourists and their respective attitudes
towards supporting tourism development.
3. Maintain and strengthen a corps of tour guides and government
tourism workers who are knowledgeable intermediaries between
visitors and an unfamiliar environment, who can make visiting
Bustos an ease, and who can effectively establish positive
connection with travelers.
4. Create memorable and positive customer touchpoints with
visitors by engaging tourism- and transportation-related
businesses, establishments, workers and volunteers to produce
high quality products, provide amiable customer services, and
participate in developing Bustos as a primary travel destination.
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5. Implement rurban management measures to enhance Bustos’
ease of accessiblity, convenience and comfort, that include:
a. Improvement of road networks, construction of climate smart
and disaster resilient public infrastructure, and effective
traffic management and road safety. (See Comprehensive
Land Use Plan, Local Climate Change Action Plan, and
Traffic Management Plan)
b. Environmental conservation and protection, pollution control
and solid waste management. (See 10-Year Solid Waste
Management Plan)
c. Maintaining peace and order. (See Peace and Order Plan)
GOAL 2
STRATEGY 1
Recognize the value and need of preserving and conserving local
heritage and cultural assets.
Generate income opportunities and provide significant incentives for
ownership and stewardship of heritage houses and places of
historical importance and symbolic values.
OBJECTIVES
1. Create an inventory and identify the significant architectural
styles of all buildings of cultural and historical importance.
2. Declare sites, buildings and landmarks of cultural and historical
importance as heritage resources, install appropriate markers
thereon, and avert the deterioration and demolition of such
structures.
3. Endow grants to assist owners of designated heritage properties
with materials and labor, as well as conservation work and
advice, for up to 25% of the total cost.
4. Provide substantial tax incentives to owners and stewards of
heritage houses who opt to use the buildings for tourism-related
businesses while protecting and maintaining the structures’
heritage values.
5. Enact legislation that exempts owners and stewards of heritage
houses and buildings from paying land taxes.
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STRATEGY 2
Draw upon cultural heritage as a source of inspiration and creativity,
and as powerful engines of economic growth that generate
considerable income, opportunities for job creation and poverty
alleviation.
OBJECTIVES
1. Establish and maintain a registry of artists and cultural workers
and implement the Artists and Cultural Workers Welfare
provisions of the Arts, Culture and Tourism Code of 2008.
2. Attract Philippine and Bulakenyo artists and cultural workers and
organizations to stay, hold office, or conduct their business in
Bustos.
3. Encourage the proliferation of, and provide recognition,
guidance and incentives to arts organizations in the
communities.
4. Encourage the establishment of cultural industries and generate
entrepreneurial opportunities around traditional and cultural
skills, talents, and crafts by creating and fueling demand for
Bustosenyo cultural and symbolic goods and services, and
commoditizing products that use the forms and materials of
traditional Bustosenyo artistry and culture.
GOAL 3
STRATEGY 1
Build a strong cultural identity and nurture pride of hometown as a
rallying point for people to work together as responsible and caring
citizens.
Disseminate and facilitate a better understanding of Bustosenyo
culture and history for it to be shared, used and enjoyed to ensure its
continued existence and relevance in the present.
OBJECTIVES
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1. Promote cultural exchange and diversity; museum, library and
archival services; scientific and scholarly progress; educational
opportunities; and creativity.
2. Administer the collection, cataloguing, inventorying, recording,
presenting and re-use of cultural and historical objects and
documents.
3. Digitize and make widely available entire libraries of Bustosenyo
cultural and historical collections.
4. Produce derivative works such as databases, catalogues, coffeetable books, educational materials, postcards and other
mementos.
STRATEGY 2
Use local history education as a useful vehicle to help young people
know and understand the community of which they form part of;
build a positive cultural identity for themselves; and develop a sense
of belonging, self-esteem and resilience to support their overall
wellbeing.
OBJECTIVES
1. Pipeline local history education to all schools in Bustos, both
public and private, ensuring 100% compliance with the Proud
Bustosenyo Ordinance.
2. Conduct regular reviews of the Proud Bustosenyo Module to
update its contents, validate the accuracy of historical data, and
ensure that it conforms with active learning approaches so that
history need no longer be “dry chalk and talk.”
3. Implement a policy that mandates educational and exposure
fieldtrips organized by all schools in Bustos for Grade 5 pupils
should begin with a tour of Bustos to provide students a myriad
of activities involving contact with different tangible and visible
objects, materials and places of historical and cultural
importance.
STRATEGY 3
Conduct community education of local history to cultivate the
Bustosenyo’s sense of self and sense of place.
OBJECTIVES
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1. Organize promotional activities and events, lectures and
seminars, and competitions to educate the public of Bustos’
history.
2. Institutionalize and declare dates of important events in Bustos’
history.
3. Associate historical personalities with thematic moral values and
virtues to be observed during each month to create moral
awakening and consciousness of the unique, positive, and
genuine values held important by the Bustosenyo people in their
daily lives.
4. Identify local heroes and historical events in each barangay, and
contextualize their contribution to the overall history of Bustos,
and of Bustos to the overall history of the Philippines.
5. Encourage barangays to conduct commemorative activities on
dates connected to the life of historical personalities or
significant to the history of their barangays.
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