Photo courtesy from Karl Castro IG

The Philippines does not suffer from a lack of attractions. It suffers from a lack of direction.

From Panglao in Bohol, with its international airport, white sand beaches, and world-class dive sites, to the Banaue Rice Terraces, the country is rich in natural and cultural assets.

Visitors can surf in La Union, stroll the historic streets of Vigan, relax in the mountain resorts of Sagada, explore the diverse cultures of Mindanao, or enjoy the pristine islands of Boracay, Palawan, and Siargao.

Yet, despite this wealth, the numbers tell a different story. Foreign arrivals remain below pre-pandemic levels, recovery has been slow, and much of the country’s potential remains untapped.

The gap between what the Philippines offers and how it performs internationally highlights the urgent need for leadership that can turn assets into results.

In 2024, the Philippines recorded just under six million foreign visitors, still below the more than eight million arrivals in 2019.

Regional neighbors have rebounded faster: Thailand approaches 35 million visitors annually, Vietnam has surged past 18 million, and Malaysia has already exceeded pre-pandemic levels.

These countries did not suddenly acquire better beaches or richer cultures, they changed how tourism was led, managed, and executed.

Tourism today is a highly competitive, data-driven global industry where speed, coordination, and strategic clarity matter.

The Philippines’ continued lag points to a problem beyond infrastructure or budgets, it points to performance at the top.

This is where the case for new leadership becomes unavoidable. The Department of Tourism (DOT) does not need a caretaker or figurehead.

It needs a Secretary who can hit the ground running, someone who understands global tourism dynamics, market segmentation, airline partnerships, digital promotion, crisis management, and inter-agency coordination.

The slow rebound in arrivals, weak international narrative, and lack of urgency in addressing cost, access, and connectivity suggest that incremental leadership is no longer enough.

Perception remains one of the country’s biggest liabilities.

For many potential visitors abroad, the Philippines is still defined by headlines of natural disasters, flooding, and governance concerns, rather than by destinations like Dumaguete, Siquijor, Cebu, Iloilo, Davao, Ilocos, Batanes, and many more.

Marketing has also been uneven. Effective promotion demands precision: European long-haul travelers, regional weekend tourists, surfers, divers, heritage travelers, and cultural explorers are not one market.

However, Philippine campaigns have often relied on broad, one-size-fits-all messaging that fails to convert interest into bookings.

Access and cost further erode competitiveness. Panglao was envisioned as a model for decentralized tourism, yet high domestic airfares and inter-island travel costs discourage both foreign and local travelers.

These are coordination failures that require decisive leadership, not prolonged study.

Immigration and entry policy is another critical factor. Visas are not just a security instrument, they are a tourism tool. Regional competitors have long recognized this, liberalizing visa regimes to encourage repeat visits.

Bureau of Immigration Commissioner Joel Viado has shown openness to policy innovation and inter-agency collaboration, recognizing that immigration policy can either enable or constrain tourism growth.

Recently, in coordination with the DOT, the Bureau supported a China-focused visa facilitation initiative, easing entry for Chinese tourists through streamlined e-Visa processes.

China was historically one of the Philippines’ largest source markets, with nearly two million arrivals in 2019.

More importantly, it reflects Viado’s willingness to rethink old approaches and align entry policies with tourism and economic objectives.

Looking beyond China, further reforms could strengthen the country’s competitiveness.

Viado has advocated for expanding visa-free access and modernizing e-Visa applications with mobile pre-clearance, making entry simpler and reducing friction.

He has also suggested long-stay and multi-entry options for retirees and frequent visitors, as well as fast-track lanes at major airports for tourists and pre-approved group tours.

Together, these measures reflect a practical, visitor-focused approach to boosting arrivals and enhancing the overall tourism experience.

Coupled with coherent marketing, regional promotion, and inter-agency coordination, these initiatives would allow the country’s many destinations to reach their full potential.

Tourism is a major employer, a driver of regional development, and a powerful tool for shaping how the world sees the Philippines.

When performance consistently falls short of potential, leadership must be reassessed.

The next Tourism Secretary must be chosen not for visibility or familiarity, but for vision, competence, and the ability to execute immediately.

The Philippines does not lack destinations. It lacks time.

If tourism is to catch up with its neighbors and unlock the full potential of its diverse destinations, the DOT needs leadership that can move fast, think strategically, and deliver results from day one.

Panahon na para sa isang Tourism Secretary na may malinaw na vision, malinaw na direksiyon, at kakayahang kumilos agad.

Sa turismo, hindi sapat ang maganda at maporma, kailangan may malinaw na resulta.